Deliverables in P3

Hi Vanessa Morris,

It’s up to you or your management/client. for some projects I did not load anything. For some project I load material (e.g. concrete, rebar with unit price to calculate cost).

Before you start, ask yourself a question - what you want to achieve by doing all these?

Sometime scheduling is quite simple, it’s just a way to coordinate ( time, sequence, work space, trades), to make everything go smothly.

Hi Vanessa,

If you won’t use it, don’t load it. I mean, you can make a schedule in P3 without loading the resources; well, unless you want a resource loaded schedule.

I guess, what you mean by deliverables are the bill of quantities. If so, there’s no need to input it in P3. You’ll need this in calculating the duration, manhours, equipments, and cost once you have the production rates and cost unit rates. You can do these calculations in a spreadsheet.

Regards.
Sen

Gents

IMHO I always refer to the PMBOK for this type of question.

The nine area of Project Management- Hope my memory serve me right
TIME
COST
QUALITY
RESOURCE
CHANGE
PROCUREMENT
RISK
CHANGE
INTEGRATION

Therefore, a P3 schedule can be a tool to assist some of the management of these nine areas.

In some projects, some of the nine areas is already managed externally to the schedule, then why duplicate the information and try the manage everything in one place?? The key is "integration" the last skill to separate between a project director (L6) to a project manager (L5).

How can a project manager to integrate all these information together to manage his/her project.

If the schedule is load with information like key equipments, resources, cost. It will at least help the PM integrate four of the major element, TIME, COST, RESOURCE and PROCUREMENT. This is not an absolut solution, because there are x no of combinations of how to manage all nine areas. The key is all these areas need to be manage during the project and they need to manage in a co-ordinate manner (Integrated)

HTH

Alex

Clive

Well said! Totally agreed !

Cheers

Alex

As with everything in life it is all about balance. No project could be a success if either party has all the control.

I do however agree that the client/project manager should stick to managing and allow the contractor to determine the program content, provided the contractor can display to the client that he is able to provide valuable management level reporting which will allow him to successfully manage his project.

Jackie

Contractor is only responsible to load the deliverables of their own concern not any responsibility to load the deliverables in his programs related to the Employer. This is entirely Employer’s responsibility.