Program Management

Impact of stakeholder management on the success of a construction project

Most formal sources, such as the Project Management Institute (2001), define stakeholders as: “individuals and organisations that are actively involved in the project or whose interests may be positively or negatively affected by project implementation or successful project completion”

The success of any project depends on a number of factors:

  • Clear objectives
  • A realistic project schedule
  • Budget
  • Resources
  • Risk and uncertainty management.

However, the positive outcome of a project depends not only on processes but also on people.

Stakeholders in a project can be divided into two groups: Internal stakeholders of the organisation, for example, the team members of the project or those who provide funding for the project. External stakeholders are the people who are affected in some way by the project.

In most projects in the construction sector, there are a variety of stakeholders, and the diversity of their nature and requirements creates a conflict of interest.

The checklist of stakeholders in a construction project is often extensive and includes facility owners and users, project management, team members, facility managers, designers, shareholders, public administration, employees, subcontractors, service providers, competitors, banks, insurance companies, media, community representatives, neighbours, the public, customers, and regional development agencies.

Each of them could have an impact on the project’s progress at some point. Although some of them may influence the project more than once, the majority of them will do so at some point in time.

Stakeholders will determine the success or failure of your project. Here are the main reasons why they are the key players in the project:

Proper stakeholder management ensures risk-free project delivery

Risks cannot be completely eliminated, but if you engage stakeholders, you can manage project risks much more successfully. Lack of interaction with stakeholders or their inadequate engagement can confound project management.

Their needs, status, and expectations can change at any point during project execution, which in turn can significantly impact project structure, terms, schedule, and deliverables.

Stakeholders are a source of project-related knowledge

In theory, a project manager (PM) should have industry, product, and some technical knowledge, but in reality, they often do not have enough information to compile project requirements and identify constraints. In this case, PMs involve stakeholders and share with them all the important project-related data.

Stakeholder involvement ensures project execution

When your project’s stakeholders are aware of every detail, they are more likely to help you complete the project on time and within budget.

To ensure project success, as a project manager, you need to know who they are and meet them face-to-face to build a working relationship. Those organisations that manage their stakeholders better guarantee big gains in their results over time.

The key points of stakeholder management in the construction industry along with their impacts are as follows:

  1. Create a detailed stakeholder management plan
    Impact: All stakeholders are properly informed about all relevant stakes
  2. Create a matrix of stakeholders based on Power and Interest
    Impact: PMO would know who the major stakeholders are and who needs to be managed better.
  3. Follow the stakeholder matrix.
    Impact: PMO would know who to inform, consult, collaborate and involve at what phases.
  4. Interview stakeholders during the design phase.
    Impact: Gathering of knowledge, fixing scope.
  5. Ensure transparency.
    Impact: Fewer changes in scope, better acceptability.
  6. Use effective communication methods.
    Impact: All communications are tracked, and no stakeholders are kept in the dark.
  7. Use soft power.
    Impact: Many conflicts which might impact the project can be managed.
  8. Use automated tools and techniques.
    Impact: Ease of communication and less personnel needed for disseminating information.

Modern construction management studies have seen that there is a better success rate of projects if the above tips are followed.

Stakeholder management is vital for project success

Stakeholder management is a crucial aspect of the success of construction projects. Stakeholders have different interests, expectations, and influences on the project outcomes. Therefore, it is important to identify, analyse, and engage with them effectively throughout the project lifecycle.

By doing so, PMs can reduce conflicts, enhance collaboration, and increase satisfaction among all parties involved. Stakeholder management can also help achieve project objectives in terms of quality, cost, time, and scope.

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Program Management

Effects of Lean Construction Management

Lean Construction is a method for designing production systems in the construction industry with the goal of reducing time, effort, and material waste.

This type of construction ensures that a project is completed quickly and that fewer costs are incurred during the construction process. Additionally, Lean Construction aims to maximise the value and minimise the costs associated with maintaining, designing, planning and activating construction projects. Globally, the use of Lean Construction increases the productivity of the construction industry.

Lean Construction has the following key characteristics:

  • Parallel design and construction.
  • Explicitly defined goals for the delivery process.
  • Use of project control carried out over the entire life cycle of the project from design planning to delivery.

All people involved in the lean construction project, from the constructors, architects, designers, and owners, to the final construction crew, are considered to ensure that the construction project is of high quality, delivered faster, and costs less.

Lean thinking principles are applied in the implementation of Lean Construction. The application of lean design principles results in a highly profitable and flexible company.

These principles include:

  • The customer perspective is considered when defining the design value of the construction process:  Ideas that result in large performance gains are considered to improve the performance of the construction project.
  • Proactive implementation of project cost and control management: Measurement of project planning performance based on results achieved. A metric is used to define planning to be used in lean construction.
  • Expertise takes precedence in solving a problem that can be solved in a day versus the normal process used to solve the same problem in a week.

Benefits of Lean Construction Management:

  • Generation of quality profit margins
  • Fast realisation of investment
  • Better use of materials and time
  • High Safety methods
  • Fewer scope changes
  • Protecting the environment and respecting workers provides a better social infrastructure

Lean design and construction are important as capital goods are built in an organised manner. The results achieved impact everyone involved in the construction process. Starting with the savvy owners of the structure to the users of the built facility.

Tenants living in a building built using the Lean Design approach can realise significant savings in rental costs compared to a traditional approach. This is because the cost and break-even point of implementing the Lean Design approach are conceivably low.

The lean design approach focuses on sustainable building practices that preserve the environment and ensure green business practices. This method also takes advantage of solar energy, maximising energy use in the design of the building floor plan.

Additionally, the implementation of Lean Design results in minimal construction waste and byproducts that are not harmful to the environment. The end results are beneficial to both direct and indirect community stakeholders.

Lean construction designs lead to competition among construction suppliers. Domestic contractors who are in a better competitive position improve the local economy and create new jobs.

Also, Lean construction has many similarities with BIM, as both aim to optimise construction projects. BIM was introduced as a solution to inefficient construction projects and was gradually adopted by the architecture, engineering, and construction (AEC) industry in the mid-2000s .

It has been shown for years that the appropriate implementation of BIM can significantly improve the performance and productivity of construction projects. BIM Technologies also helps the design team detect errors using digital models, which helps avoid conflicts and identify overlaps and disruptions during the design and construction phases.

Lean construction makes projects more efficient

Lean Construction is a method that strives to eliminate waste and enhance value in the construction industry. It involves the integration of all stakeholders, the clarification of objectives and expectations, and the application of lean thinking principles.

In the long run, Lean Construction can lead to faster delivery, lower costs, higher quality, and greater customer satisfaction.

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Program Management

Advantages of applying agile project management techniques to construction projects

Agile project management in the construction industry is a process of performing tasks in an orderly and agile manner to ensure proper time management and cost control on ongoing projects.

It breaks down large projects into smaller tasks and focuses on continuous communication and collaboration between teams such as contractors, stakeholders, workers, suppliers, and consultants.

This agile methodology helps mitigate risks associated with contract negotiations, schedule delays, changes in project scope, and more through shortened, iterative development cycles while being flexible enough to adapt to changes that occur as the project progresses.

Agile project management in construction allows you to quickly assess potential issues before they arise and adjust workflows accordingly without sacrificing productivity or quality.

A construction project is generally managed in a sequential manner. The typical life cycle of a construction project typically goes through the following phases:

  • Design
  • Pre-construction
  • Procurement
  • Development
  • Post-Construction & Operation

Before the design phase can begin, there is usually a shorter conceptual design phase where the requirements for the project are gathered.

The entire process is linear, meaning that one phase must be completed before the next begins. In common parlance, these phases in a project plan are called phase gates.

Agile project management can be applied in the planning phase, which consists of design and pre-construction. Here, the focus of Agile construction teams is to create an iterative work process, often delivering value as they adapt to change. Using sketches, site plans, and so on, they try to gather initial customer feedback as quickly as possible to ensure that requirements have been properly communicated.

This allows them to adapt to changes early on, which is an industry like construction that is much more cost-effective than reworking later.

The benefits of agile management in the design phase of a construction project can be summarised in the following points

Higher product quality:

Continuous updates to plans and designs result in higher design quality. Through continuous iterations and sprints, a design is conceptualised quickly. This also improves the process and work.

Eliminating low transparency:

One challenge that construction companies often face is the inability to properly track their processes from concept to execution, resulting in a chaotic environment. To solve this problem, Agile preaches visualisation at every step of the workflow.

In practice, this can be achieved by integrating Kanban boards where Agile builds teams can visualise the phases (and subphases) of their work process. Over time, these boards become value stream maps that enable teams to quickly identify constraints, eliminate waste, and respond promptly to issues as they arise.

Eliminating communication errors:

Incorporating regular feedback loops to synchronise progress and discuss issues is Agile’s way of addressing this problem. For example, Agile design teams hold daily meetings where they outline what work has been completed, and what they have left to do, and discuss anything that is getting in their way.

This keeps everyone on the same page and ensures that any obstacles are uncovered as quickly as possible.

Improving project delays:

Most construction project delays are due to inaccurate contractor estimates, inadequate risk management, inaccurate designs, and a lack of understanding of needs. With regular meetings and sprints, the team can eliminate these issues as much as possible. It also holds stakeholders accountable for their needs and decisions.

Higher customer satisfaction:

Agile incorporates customer feedback and ensures that customers are constantly involved from the beginning of product development and throughout the development process.

For some medium to small build projects, the build plan can be broken down into smaller sprints so that the customer can see the benefits relatively quickly, rather than waiting for the entire project to end and then evaluating it. This gives the customer the flexibility to make changes to the design in the next sprints and so on.

Try Agile Project Management today

Agile project management brings useful tools and techniques that should be used by the construction project management industry. The time is now to embrace agile principles and practices in order to cope with the changing needs and expectations of the market, reduce risks and uncertainties, and increase efficiency and quality.

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Program Management, Project Control

Safety results of PMO practices

Quality control and safety are increasingly important concerns for project managers. Defects or failures in constructed facilities can result in very high costs. Even minor defects may require reconstruction and affect plant operations. 

In a worst-case scenario, defects can result in personal injury or death. Accidents during the construction process can also result in personal injury and high costs. Indirect costs for insurance, inspection, and regulation increase rapidly due to these increased direct costs. 

Good project managers try to ensure that the job is done right the first time and that there are no serious accidents on the project.

As with cost control, the most important decisions about the quality of a completed facility are made during the design and planning phases, not during construction. During these preliminary phases, component configuration, material specifications, and functional performance are determined. 

Quality control during the construction phase consists largely of ensuring consistency with these initial design and planning decisions.

Although conformance to existing design decisions is the primary focus of quality control, there are exceptions to this rule. 

First, unforeseen circumstances, incorrect design decisions, or owner-requested changes in facility function may require reevaluation of design decisions during construction. While these changes may be motivated by a concern for quality, they represent opportunities for redesign with all the associated goals and constraints. 

Inspectors and quality assurance personnel are involved in a project and represent a variety of different organisations. Each of the parties directly involved in the project may have their own quality and safety inspectors, including the owner, the engineer or architect, and the various construction contractors. 

These inspectors may be contractors from specialised quality assurance organisations. In addition to on-site inspections, material samples are typically tested by specialised laboratories to ensure compliance. 

Inspectors who verify regulatory compliance are also involved. Common examples include inspectors from the local building inspectorate, environmental authorities, and occupational health and safety authorities.

Construction is a relatively hazardous endeavour. There are substantially more lost work days due to injuries or illnesses in construction than in virtually any other industry. Also, these work-related injuries and illnesses are extremely costly. 

Unlike most industrial accidents, construction accidents can also injure uninvolved persons. Several crane collapses of high-rise buildings under construction have resulted in the deaths of passersby. Prudent project managers and builders want to reduce accidents, injuries and illnesses as much as possible.

Safety practices for the Project Management offices should consider insurance premiums costs for individuals. Additionally, they should also have safety and health teams doing audits and inspections at regular intervals during the construction phase.

Delays caused by injuries and illnesses can be a significant opportunity cost for owners. As we see with modern-day construction planning, inspection activities are included in the schedule. 

Each of these activities have owners and health and safety report templates are an important part of the documentation. PMO sets baselines and acceptable limits for safety issues. 

At every phase gate, these parameters are re-checked and discussed with primary stakeholders. It is important that the construction crew knows about these parameters and there is regular safety training conducted to keep them informed. These affect the risk management strategies directly. Most construction companies also publish these reports to the public for awareness and we have seen a significant reduction in accidents and cost overruns in the past decade.

Never ignore quality control and safety practices

Quality control and safety are crucial aspects of project management in the construction industry. They affect the costs, performance, and reputation of the constructed facilities. Quality control and safety require careful planning and design, as well as consistent implementation and monitoring during the construction phase.

These practices are the responsibilities of all project participants and should be prioritised throughout the project lifecycle.

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Power BI, Primavera P6 EPPM, Program Management, Project Control

Powering Your Projects with Primavera P6 and Power BI

Construction, manufacturing, energy, and IT businesses rely on accurate project planning and execution to be successful. Primavera P6 is a powerful tool for project managers, but it can be difficult to get the most out of its capabilities without help from experts. Fortunately, Power BI can provide the insights you need to make the most of your Primavera data. Let’s take a look at how these two technologies can work together to improve your projects.

Introducing Primavera P6 and Power BI

Primavera P6 is a construction management software application that enables users to schedule and track construction projects. The software is used by project managers and planners to create and monitor project schedules, resources, budgets, and risks. Power BI is a business intelligence tool that helps users to visualize and analyze data. The two tools can be used together to provide insights into construction projects. For example, Power BI can be used to create visualizations of project data that can be used to identify trends and areas for improvement. Primavera P6 can then be used to create detailed schedules and resources plans based on these insights. Together, these tools can help construction professionals to better manage their projects and improve their results.

What data can be extracted from Primavera P6 and analyzed in Power BI?

Power BI is a Microsoft business analytics tool that can be used to extract data from various sources in order to create interactive visualizations and reports. One such data source is Primavera P6, a construction project management software. By connecting Power BI to Primavera P6, users can gain insights into their construction projects that would otherwise be unavailable. For example, Power BI can be used to track the progress of individual tasks, identify bottlenecks in the project timeline, and predict when the project will be completed. In addition, Power BI can also be used to monitor resource usage and identify areas where cost savings can be achieved. By harnessing the power of Power BI, construction managers can gain a better understanding of their projects and make more informed decisions.

How to create reports and dashboards with Primavera P6 data in Power BI

The first step is to connect to your Primavera P6 database using the Power BI Desktop application. Once you have connected to the database, you will be able to select the data that you want to include in your report or dashboard.

Once you have selected the data, you can then start to create your visualizations. Power BI provides a wide range of visualization options, so you can tailor your reports and dashboards to meet your specific needs. For example, you could create a bar chart to track project progress, or a pie chart to compare costs across different project phases.

Once you have created your visualizations, you can then publish your reports and dashboards to the Power BI service, where they can be shared with others in your organization. Publishing to the Power BI service also allows you to take advantage of features such as scheduled refresh, which ensures that your reports and dashboards are always up-to-date with the latest data from Primavera P6.

Tips and tricks for getting the most out of Primavera P6 and Power BI Integration

Here are some tips and tricks for getting the most out of Primavera P6 and Power BI:

  • Use Power BI to create custom reports for your Primavera P6 data. This way, you can easily visualize important information and identify trends.
  • Take advantage of the Data Model Explorer in Power BI to better understand the relationships between different data sets.
  • Use the Query Editor in Power BI to transform and cleanse your data before creating reports or dashboards.
  • Use conditional formatting in Power BI to highlight key data points or visually flag issues.

By following these tips, you can get the most out of Primavera P6 and Power BI. With these tools at your disposal, you’ll be able to manage your projects more effectively and make better decisions for your business.

So, there you have it- a quick introduction to Primavera P6 and Power BI. I hope this has given you some ideas about the kinds of reports and dashboards you can create with data from your projects in Primavera P6. In future posts, we’ll explore more specific topics related to working with Primavera data in Power BI, so stay tuned! If you have any questions or comments on this topic, please let me know in the comments below.

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Primavera P6 EPPM, Program Management

Fundamental differences between Microsoft Project and Oracle Primavera

This question asked quite often from many customers whether we should use MS Projects or Primavera? Which one is good for my project management needs? So let’s address this thoroughly today.

Though both MS Projects and Primavera P6 are the two most popular choices in the market for construction projects, most contractors are not sure which one would suit them better. Project Management Information Systems are not only costly but also require too much data feeding to actually start producing some real results from them, so rather than wasting precious time and money, take out some time and watch this video till the end.

The key difference between both Primavera and MS projects is that Primavera is a database-based software and MSP is a file-based software. So, how does this difference actually affect you and your organization? There is no one version of the truth when it comes to file-based software and it becomes very difficult to manage the transfer of information due to reliability concerns. Simply stated, you don’t know whether your planner has made some changes to the file after the file comes to you.

With database software, all the data is stored on a single platform where all the updates are synchronized centrally and multiple users can access the platform at the same time. So Primavera comes with this exceptional ability to give you one version of the truth for the whole project team.

The second most important difference is the User Interface. The user interface of Microsoft project is very similar to that of excel with some additional project management features like scheduling, baselines, and resource allocations, but because these are just features that were added as the product advanced you sometimes struggle to find all the things in one place. Also, there are no functions to sort and filter the data as per activity coding or work breakdown structures. While on the other hand Primavera was meant to be an enterprise-grade software on the Oracle SQL database since its inception so it has all the database management features required in a lengthy schedule and is able to manage the information very well due to its coding and WBS functions.


The third very important difference between both is the integration of Risk Management in a Schedule. As we all know: Man Plans and God Laughs, so it is very important to take into consideration the risks that are an inherent part of the Project Management business. MS Projects doesn’t take into account the risks associated with the activities while Primavera takes both qualitative and quantitative risks into consideration at the activity level. There are more than 15 other differences that make Primavera more reliable. So, what’s the verdict? See Primavera is costlier compared to MS Projects and is definitely suitable for large projects above 5 million involving multiple users and a large number of activities. Here most projects are part of a bigger project, and a lot of integrations and APIs are required.

Conclusion :

If this sounds like you then Primavera is the right choice for you but if you have smaller projects with fewer complexities, go with MSP. If you are stuck somewhere and need more information on any of the PMIS software, Click Here & we will help you in the best way we possibly can!

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Oracle Primavera Cloud, Primavera Cloud Licenses, Project Control

Types of Oracle Primavera Cloud Licenses

Oracle Primavera Cloud is for managing projects effortlessly on Oracle’s Most Modern Project Management Platform, it’s a most modern and broader project management platform in the market which still combines some very powerful and unique tools.

Types of Licenses

There are four licenses designed to meet the needs of your organization. Licenses determine what apps, pages, functionality, and mobile apps a user has access to.

Schedule License: For power schedulers to prioritize, plan, manage, and evaluate projects across your organization.
Portfolio License: For portfolio planners to propose and manage the portfolios across your organization.
Progress License: For users who only need access to their activities and timesheets.
Tasks License: For schedulers that use task management to manage their projects.

Licenses are distributed according to the license model:

  • Licenses are distributed according to the license model:
  • If you have the Named Users license model, then you will assign available licenses to users.
  • If you have the Project license model, then all users will automatically receive the Schedule license, the Tasks license,
  • and the Progress license.
  • If you have the Enterprise Schedule license model, then all users will automatically receive the Schedule license, the Tasks license, and the Progress license.
  • If you have the Enterprise Portfolio Planning license model, then all users will automatically receive the Portfolio license.

The tables below highlight which apps, pages, functionality, and mobile apps come with which licenses. Users may still require additional security privileges before they can access the apps, pages, functionality, or mobile apps granted by their license assignment.

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Primavera P6 EPPM

Oracle Primavera Cloud(OPC) vs Primavera P6 EPPM Cloud(SAAS)

Since the original Primavera P6 was acquired by Oracle in 2008, the product set has grown significantly and now includes multiple applications. This has come about mainly through acquisition, but also includes some newly developed software. Out of all the cloud solutions provided by Oracle, Oracle Primavera Cloud (aka Prime) and Oracle P6 EPPM Cloud(SAAS) stands out the most in the industry. Oracle P6 EPPM and its schedule management has been around the construction industry for the last 30 years and is a proven method to manage your schedules, portfolios, resources, risks and issues. Oracle Prime is fairly a modern cloud solution mostly banking on the lean project management technology with loads if new project controls features loaded in one. The following gives a basic comparison of both.

Primavera P6 EPPM and P6 Professional 

P6 EPPM is the flagship product for globally prioritizing, planning, managing and executing projects, programs and portfolios. P6 EPPM comprises two flavours: P6 Web Access and P6 Professional. These applications can be deployed on-premise, on the Oracle cloud or on other non-Oracle hosted platforms.

P6 Professional is designed to handle large scale, overly complex projects allowing you to organize up to 100,000 activities with unlimited resources. P6 Professional can also be deployed as a stand-alone application (known as PPM)

Team Member is an additional component which uses mobile interfaces such as phones or tablets to provide a quick, convenient, and easy way to update project status. 

Key features of P6 include:
  • Flexible user interface
  • Streamlined enterprise reporting
  • Team member interfaces for gathering status updates
  • Integrated risk management
  • Resource management and optimization views

Primavera Cloud

Primavera Cloud (previously known as Prime) is the jack-of-all-trades in the Oracle Primavera arsenal. A comprehensive, cloud-based solution, it comprises tools that allow executives, project members and field users to deliver projects and portfolios effectively, efficiently and with confidence. The huge range of functions spans:

  • Project and portfolio scheduling
  • Resource management
  • Project costing
  • Project and portfolio selection and management
  • Risk management and analysis
  • Contract and change management (including budget management and funding management)
  • Project collaboration (including functionalities like inspections)
  • Primavera Cloud also provides a native, purpose-built mobile application that allows users to access portfolio, project, documents, scope and activity related information in both online and offline mode.

Key features include:
  • Context-driven rich and lightweight user interface
  • Global search and navigation to major functional areas
  • Built-in workflows with an option to expand via configuration.
  • Web-based interface with no client installation or plug-ins
  • Review and approval of updates to ensure project integrity.
  • Embedded analytics
  • iPad and iPhone applications that support on- or offline project status updates
  • Ability to access, mark up and locally save all project documents via a mobile device


  • Enterprise Structure:
    • P6 EPPM has EPS for keeping your projects grouped based on Programs and Portfolios, whereas OPC replaces the with newly introduced Workspace.
    • OBS has been replaced with security to access to the workspace in OPC.
    • Code and UDFs options are available similar to P6 EPPM with some additional codes i.e (report code)
    • OPC has default business flows for creating new projects.
  • Resource Master:
    • In OPC  Resource breakdown design is given at different Workspace level and related promotion option. In EPPM, Resource master consists of global data should available at the enterprise level and distributed among Projects.
    • No standard business flow available to transfer the resource master from other ERPs (example – SAP HR), whereas standard business flow available in P6 EPPM. Custom Integration is required to fulfill such requirements using REST APIs or Primavera Gateway.
  • Project Initiation – OPC brings in this feature which is absent in P6 EPPM. The idea is the feature helps to manage the investment plan. This excellent feature is almost the same as OPPM (Oracle Primavera Portfolio management). Hence no need to buy separate products to manage Investment management if needed.
  • Project Planning & Costing:
    • There are five types of activity types in OPC – Activity-Dependent, Resource Dependent, Start Milestone, Finish Milestone, Level of Effort in OPC.
    • WBS Summary Activity type is completely removed in OPC which is present in P6 EPPM and is a very useful method to calculate Project Management Activities.
    • OPC has the inbuilt Schedule sheet, Cost Sheet, CBS structure help to manage the costing. Features are taken from Project Controls. For EPPM, generally a separate and dedicated tool is given for Project Controls.
    • OPC does not have any standard business flows to transfer the data from ERPs(SAP PM, SAP PS, Oracle EBS, etc) and a product like Unifier, Ecosys, etc.
  • Scheduling & Schedule Check:
    • Both are quite similar.
    • Schedule log are available same as P6 EPPM which is missing in OPC.
  • Collaboration:
    • Inbuilt team member application (Timesheet) helps to communicate and collect the progress from users, whereas in P6 EPPM this is separately licensed. However, Compass cloud solutions comes with Team Member integrations and so the feature is similar to OPC.
    • P6 EPPM Comes with P6 Professional Client tool which can use the same features of scheduling and managing project data. It has the same data access as the EPPM. P6 Professional is the most widely used scheduling tool by Project Managers and Planners. No amount of cloud features can be compared to Professional Desktop Client features for fast processing of Project Activities. OPC does not come with P6 Professional use license, Professional client can only be used for Project File Type conversions.
  • Contractor Collaboration:
    • OPC like EPPM supports Primavera XML, Microsoft Project formats.. We can transfer the data from those applications.
    • Excel import is not supported in OPC.
  • Risk Analysis:
    • A full-fledged integrated risk management capability available in OPC. EPPM has a simple risk module for qualitative risk analysis.
    • Activity uncertainty, Monte Carlo Simulation are available in OPC and missing in EPPM. EPPM can be integrated to Primavera Risk Analysis (a separate desktop client tool) for detailed simulation and modelling.  
  • Integration:
    • Primavera Gateway and REST API are the other options to integrate with other applications and ERPs. However, EPPM has standard integration points which the OPC does not have.
    • No standard business flows are available for the other integrations in OPC.
    • P6 EPPM supports multiple integration options and business flows available to integrate with ERPs and other applications, i.e. SAP PM, SAP PS, SAP MM, SAP HR, Oracle EBS, EAM, JD Edwards, IBM Maximo, Navisworks, Smart plant Constructions.
  • Resource Analysis – Almost same as P6.
  • Portfolio – The P6 EPPM Portfolio capabilities are missing in the OPC version, i.e., portfolio analysis, Capacity planning, Performance Status, etc.
  • Leaner schedule, Programs are the other excellent features introduced in the OPC version.
  • Reports – Inbuilt BI Publisher based reports available. However, P6 EPPM Compass cloud comes with BI integration and Primavera Analytics, which actually provides much more features in reporting and analysis than OPC.
  • Implementation – In comparison P6 EPPM is fairly simple to implement than OPC. A lot of structures and business flows needs to be customized in OPC for the client before they can start using the system. Whereas, in P6 EPPM, you can start scheduling and managing projects with simple and minimal configurations.
  • Licensing – Licensing in OPC is fairly complicated yet robust. Users have to buy separate modules for all the features mentioned above.


Both P6 EPPM Cloud and Oracle Primavera Cloud are excellent cloud based Project Management solutions. Primavera Cloud provides a few new features of Project Controls along with scheduling and master data controls. If the Project Managers and Planners prefer to work in P6 Professional in offline modes, the P6 EPPM is a clear choice. If the company wants to have new features and would only prefer to work on Web Browsers the OPC is a clear winner.

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Program Management, Project Control

What are the most crucial Construction Programme Best Practices?

A good construction programme is essential for the control mechanism of any construction project, here we highlight the important tips in the form of a checklist that covers all the important elements to consider while preparing a construction programme that will yield positive outcomes.

In order for the construction owners to appropriately monitor progress, the contractor should submit programmes showing the sequence, method and timing proposed for the execution of works and against which actual and forecast progress of the works can be monitored and assessed. Such Programme shall include:

  1. The Works Programme (and the more detailed programmes to be extracted therefrom)
  2. Price Time Curves; and
  3. All other programmes as are identified in the particular specification or as instructed by the project manager of the employer.

12 Critical elements of the Work Programme which you should never miss

  1. Starting date, access dates, Key Dates and Completion Dates are the most important elements of the construction works programme to verify it with the Contract documents to get it right.
  2. Time Schedule available in a format that can be interrogated (Primavera P6 format provided, or other agreed software)
  3. The order and timing of the operations which the Contractor plans to Provide the Works.
  4. The order and timing of the work of the employer and other contractors as last agreed with them by the Contractor as stated in the Works Information.
  5. The dates when the Contractor plans to meet each Condition stated for the Key Dates and to complete other work needed to allow the employer and other contractors to do their work.
  6. Access and availability dates along with the dates of employers Acceptances.
  7. Programme divided into sufficient activities to cover the Scope of Works defined in the Particular Specification where each activity should be less than either 28 days or the frequency of the reporting whichever is lesser (except manufacturing activities).
  8. Key Dates and Milestones dates should be clearly indicated.
  9. Level of resource in tabular and/or histogram format provided with the submitted programme.
  10. Other critical dates indicated (such as power-on dates, expected statutory submissions, inspection/approval dates, etc.)
  11. All principal submissions required under the Contract identified (such as quality plans, safety plans, programmes, method statements, design documents and other deliverables)
  12. Interface dates as per interfacing schedule indicated.

Keep your schedule as simple as possible; thus enter the minimum amount of information into your schedule that is required to meet management and reporting needs, which in turn will make the schedule simpler to create, change and update.
Paul Harris, Director, Eastwood Harris Pty Ltd,

What to include with your Works Programme Submission?

Your Works Programme should be accompanied with the following information,

  1. Cross-referenced to accompanying Method Statements(or previously submitted method statement)
  2. Programme narrative provided as per expectations laid out in the contract specification. Usually, this includes an explanation of cycle times and work sequences, deployment of labour and contractor’s equipment, production rates in identifying durations, breakdown of labour requirements by trade, leads and lags in logic, schedules of quantities used in developing the programme and shifts assumed etc.
  3. Analysis report identifying all activities and events that are critical or have negative float (or have very nominal positive float), and shall assess the risk of any impact on the programme and on the achievement of Key Dates. The Contractor shall identify all the steps being taken to minimise such risks.
  4. Programme narrative cross-referenced to mobilization and logistics plan.
  5. Price Line Curve. Price-Time curves shall be derived from the Pricing document and the works programme should show in graphical and tabular form the anticipated cumulative price of work done over time as a percentage of each cost centre value.

How to Organise your Works Programme?

Consider the below points while organizing your Works Programme for systematic work assessment and progress reporting.

  1. Activity duration, early and late dates schedules, and total float indicated in the programme bar chart.
  2. Discrete and understandable activity descriptions.
  3. Activity organized in a logical work breakdown structure including work phases, and coded to indicate the:
    1. relevant Cost Centre
    2. phases of the Works
    3. relevant area, facility, or location
    4. workgroup responsible for the activity
  4. Programme set up completed with appropriate layouts, filters and etc (such as resource histograms).

Planning Best Practices while making a complex construction Programme – Do’s and Don’ts

First and foremost, a programme is a way of communicating
the project plan. The programme is, therefore, a dynamic
management tool that should be updated as the project
plan changes over the life of the project and re-communicated
to the project, stakeholders to facilitate effective decision making.
     – Adam Zantis (BBCM, JD) Director, Zancon

From our experience we consider below points as the planning best practices for construction works programme,

  1. A reasonable number of activities provided and without confusing programme logics.
  2. Each activity with unique description without confusion to others.
  3. Constraints – the programme should have no mandatory constraints and minimum use of other constraints.
  4. No out of sequence Activities or broken logic is a big no-no.
  5. Use of excessive long Leads/Lags is not recommended.
  6. Use of Negative Lags is not recommended.
  7. Use of Start to Finish links is not recommended.
  8. Links to/from summary taskbars (or Level of Effort activity) is not recommended.
  9. Full end to end logics (no un-linked activities except start and finish activity).
  10. Programme should be compliant with relevant Activity Calendar and Week Numbering Conventions
  11. Programme should be loaded with key resource items and monetary values as per the tendering line items to match the cost code values in the tender.
  12. Except for manufacturing works, an activity that exceeds 4 weeks in duration has to be divided into further sub-activities.
  13. Always identify Time constraints, Resource constraints and Time risk allowance, if any.

It is guaranteed that if you follow even 90% the above mentioned items as a thorough checklist you will definitely get your programme approved from the employer with some minor comments if any.

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Primavera P6 EPPM

Oracle Primavera EPPM vs Primavera Professional

Oracle Primavera Profession (PPM)

Primavera P6 Professional Project Management (PPM) is the Primavera Windows-based project planning tool that is popular around the world for managing construction projects. Primavera P6 Professional is a tool to build, schedule and track complex project schedules. Architecturally, it consists of a the Project Management client that installs on a Windows PC and connects to either a server-based or a local database. Microsoft SQL or Oracle databases are supported, as is SQLite.

Primavera P6 Professional (PPM) is programmed with the Critical Path Method algorithm. At the most basic level it assigns dates to tasks based on sequencing and task duration. The output is a project schedule with dates applied and a Critical Path clearly identified, not to mention the calculation of a project end date. Top that CPM Scheduling engine up with Resource & Cost Management features, Gantt Chart, graphs, spreadsheets, analytic tools and reporting, and Primavera P6 Professional becomes the tool of choice for engineering, heavy construction, oil & gas and related industries.

Oracle Primavera Enterprise Portfolio Project Management (EPPM)

Primavera P6 Enterprise Project Portfolio Management is a very advanced and sophisticated enterprise portfolio and project management tool. Primavera P6 EPPM is 100% web-based, so it runs in a browser and connects to a webserver that serves-up a visually-rich interface. P6 EPPM also connects to a main database where all of your project information is stored. The advantages of a web-based project management tool are many. It’s easy to onboard users – just provide a login, no installation on your local PC necessary.

Primavera P6 EPPM brings a whole new set of features and functionality that sets it apart from mainstay Primavera P6 Professional.  For example, the web side of EPPM is very rich in graphs, charts, pivot tables and dashboards. It’s a new way of seeing P6 project data in a rich graphical sense. Many graphs and charts have drill-down capability so you can dive deep into your data.

Primavera P6 EPPM has a big focus on Portfolio Management, which allows you to manage groups of projects together in a portfolio, and to manage that data, be it cost, schedule or resource focused.

The major differences are as follows:


P6 PPM follows a two tier architecture, the client (windows based) is connected directly with a database. The database can be in the same PC as the application or be centrally hosted in a server. The data can only be accessed from PCs installed with the client tool.

P6 EPPM follows a three tier architecture. The database and application servers are installed separately and the data can be accessed using Web browsers or client application. P6 EPPM has the advantage of accessing data from anywhere anytime and also backups and data protection capabilities are much more systematic.


P6 EPPM comes with its own dashboards and personalized pages where is it is easier for the user to access the relevant data. Also the dashboard gives a much more analytical and strategical advantage over the PPM.

Portfolio Management:

P6 EPPM comes with its own portfolio management which the PPM is not capable of. EPPM tool is designed for Schedulers, Planners, Project Managers as well as Senior Management. PPM whereas doesn’t give much benefit to senior management or portfolio managers.

BI & Analytics:

P6 EPPM can be integrated out of the box with Oracle BI which gives it access to numerous analytical dashboards and reports.

Integrations & Scalability:

P6 EPPM comes with Web services and connectivity with Primavera Gateway. These tools allows the P6 to be integrated with legacy tools, Project control tools as well as major ERP tools. This makes the tool scalable and easily sustainable for a comprehensive automation solution for any industry.

Progress Reporter & Mobile Applications:

P6 EPPM comes with Team member and mobile applications in both android and iOS platforms. This makes site users to easily update daily logs and updates in the system and the project managers see the data real time.


While both Primavera P6 Professional and Primavera P6 EPPM are capable of supporting an enterprise-wide deployment for the purposes of collaboration and project portfolio management, P6 Professional tends to be favored by planners because of its stability, responsiveness and ability to support standalone use.

On the other hand, P6 EPPM is generally favored for deployments where a wide range of project stakeholders are interested in accessing project portfolio data due to its unique Dashboard and Portfolio data tabs that present summary project data and interactive capabilities for a matrix organization. Also, P6 EPPM gives a lot more features with just a fraction of extra cost. Because this system is Web-based, it is also favored by IT departments for its easier distribution to geographically remote locations including international access. If the user has internet access, they can interact with Primavera P6 EPPM.

FeaturesP6 EPPMP6 PPM
Project Planning
Project Scheduling
Resource Management
Cost Management
Earned Value Management
Portfolio Management 
Supports Publication Services 
Supports Web Services 
Supports Mobile Application 
Supports Primavera Gateway 
Supports Integration API 
Supports BI Reporting 
Supports Analytics Reporting 
Supports Integration with other Applications ✓
Supports Timesheet/Progress Reporter 
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