Tuesday, 13 January 2015

5 Cultural Roots That Rob Us of Our Aggressiveness

This article is Written by  Bo Sanchez, Motivational Speaker
 _____________________

The world is moving so fast these days that the man who says it can't be done is generally interrupted by someone doing it. 
-Elbert Hubbard 
_____________________


            I agree with my wealthy foreigner friend. 
He said, "I haven't seen a more polite, courteous, and nicer people than the Filipino.”
            This is indeed our strength.
            And that's why we're the best employees in the world.
            That's why our biggest export is Overseas Filipino Workers.
            We export the best nurses, teachers, managers, domestic helpers, engineers, and seamen.
            But our strength is our weakness: We're too subservient, we lack aggressiveness.
            Where does this come from?
            There are 5 Cultural Roots that rob us of our aggressiveness:

1. Haciendero Complex

            When we were mostly farmers, we had a haciendero who would take care of all our needs. Food, housing, education of the kids, hospitalization,…
            To this day, we still want someone to care for us.
            To many Filipinos, the President of the Republic of the Philippines has become the biggest haciendero. The governors and mayors and congressmen have become the new hacienderos. People depend on them. They ask them for everything.
            We've lost our aggressiveness because of the Haciendero complex.

2. Bahala Na! Attitude

            May I give you common examples?
            You ask your son, "Did you study for the tests today?”
            He answers, "Bahala na!”
            You ask your husband, "Did you tune up the car for our trip to Baguio?”
            He answers, "Bahala na!”
            You ask your friend, "Did you go to the doctor for your checkup?”
He answers, "Bahala na!”
            "Bahala na!” means whatever happens, happens.
            It's fatalism. Que sera, sera.
            The word may have come from our old Filipino word, "Bath-Allah” which was our name for God. So "Bahala” could have meant, "I trust God.”
            But we twisted the meaning and made it fatalistic.
           
3. Lotto Culture

            One day, I was talking to a woman who had large debts.
            I asked her how she plans to pay her loans. 
            She said, "I'm buying lotto tickets.”
            I was about to laugh when I realized it wasn't a joke. This was her only plan.
            Everywhere I go, when I ask the poor, "How will you get rich?” they always give the same answer, "I buy lotto tickets.”
            Nowadays, another kind of lotto has appeared: Noonday TV shows.
            Poor people pin their hopes on winning these contests to rise above their poverty. For the poor, lotto isn't a game.
            It's their only hope.
            I feel so sad. 
            That's why I've made it my passion to teach financial literacy.
            By the way, some people treat network marketing (or multi-level marketing) like the lotto. It's a common invitation. "Join us,” our friend says, "because all you have to do is buy the basic package, ask two friends to join you, and you'll earn millions.”
            That's not true. 
            My close friends who are very successful in network marketing work like crazy. Some of them work 10 hours a day. Believe me, it's not a lotto ticket. It's something better—hard work that's fulfilling and helping people at the same time.


4. Manana Habit

            One man said: "I will stop procrastination—starting tomorrow!”
            It's a close cousin of "Bahala Na!”
  • You ask your husband, "Have you fixed the roof?” He answers, "I'll do it next week.  It leaks only when it rains anyway.”
  • You ask your son, "Have you bought a new battery for the car?” He answers, "Next month. It still starts if you give it a little push anyway…”
  • You ask your friend, "Have you started investing?” He answers, "I'll do that after I get over my bills. Besides, God will provide for my needs…”
  • You ask your sister, "Have you renewed your insurance policy?” "Not yet! Been so busy. So far, nothing bad is happening with me anyway. And if something happens, you'll take care of my kids, right?”


5. Crab Mentality

            I mentioned this earlier.
            I've met a lot of people who are afraid of what others will say.
            In our culture, some people will look down on you because you're aggressive.
            Some won't like it that you're aiming too high.
            Some won't like you anymore because you're trying to succeed.
            Some will criticize you because you're becoming wealthy.
            Some will even create dirty gossip about how you got rich.
            I urge you: Don't mind the crabs.
            Fulfill your dreams anyway.


Monday, 12 January 2015

The History of Primavera Scheduling Software

Having a history of new features or bug fixes to Primavera’s scheduling software
including when or what version it was introduced has proven to be valuable with claims
work in the past.   P6™ has had so many growing pains and is only just now beginning
to be documented by outside people.  The problem with building such a history is that
memory is not accurate enough; you need to build that history as it progresses.  That is
what we have attempted to do.

We have been unable to find any useable Primavera-sponsored history that adequately
covers the past 30 years of the company or even the 14 years of P6’s lifetime.  With this
in mind, the following history is our best research available on the history of Primavera
in relation to scheduling software.  Other software offerings from this company are
chronicled only to the extent that it affected the scheduling side of their business.

We have made every possible effort to ensure completeness and accuracy of the
information presented.  Nevertheless, there are gaps and even interpretation issues in
the following history.  Any opinions expressed here are those of Ron Winter Consulting
LLC and do not reflect those by any other company or individual.

o May 1983: Primavera Systems, Inc. is established.

o October 1983: Version 1 of P3 was released without resources or AutoCost. P3
works with daily, weekly, or monthly scheduling units. The leading scheduling
software at the time was known as P2 (full name PSDI Project/2).

o January 1984: P3 Version 2 with resources and leveling is released.

o May 1984: P3 PrimaVision graphical display is released

o 1985: P3 Version 2.0 released.

o 1986: P3 Version 3.0 released.  Finest Hour (FH) for hourly schedules is
released (and Autocost introduced).

o 1987: Parade (for creating charts) and Expedition (project administration & cost)
is released.

o 1988?: P3/FH Version 4 with Btrieve multi-user capability is released.  Before
this, you could only assign 6 task resources to an activity.

o 1989: First Primavera Users Conference (held in Philadelphia)

o 1990: MicroTrak purchased and released as SureTrak.

o 1991: Monte Carlo risk analysis is released.

o 1994: P3 for Windows, Version 1 is introduced.  All P3 references after this refer
to P3 for Windows. The last P3 DOS version was 5.1 (release and last sold dates
are unknown).

o 1995: Primavera.com website is created.

o 1997: Webster timecards for P3 is released.

o 1999: Primavera releases P3 for Windows, Version 3.0.

o 1999: Primavera purchases the software called, “Eagle Ray” and Primavera
Enterprise, Version 1.0 is released July 1999.  It features,
o Unlimited activity codes,
o Global and Project level activity codes,
o Global Project and Resource calendars (unlimited),
o Use of Oracle or SQL database,
o Operational Breakdown Structure (OBS.)
The software later is called, “P3e”, “P3e/c”, “PM”, and finally just “Primavera”
(Version 5) which was informally called, “P5” by users before Version 6 is
officially named “P6” by Primavera.  The name, “P6” was retained for Version
7.  Version 8 naming is split into P6 Professional and Enterprise Project
Portfolio Manager (EPPM).
o December 1999: Primavera Enterprise Version 1.5 is released.  Introduced are:
Progress Reporter for the Web, HTML Editing, Resource roles, improved P3 data
conversion utility

o 2000: PrimeContract is released.

o August 2000: Primavera Enterprise 2.0 is released.  Added were,
o Enterprise Project Structure (EPS),
o Hourly scheduling and shifts,
o Project summarizations,
o Project budgeting,
o Resource spreadsheet,
o Project and resource codes,
o Multiple relationships between activities,
o Automatic scheduling,
o Weighted Steps,
o Global Change.

o December 2000: Primavera Enterprise 2.0.1 is released with additional security
for timesheets.  Fixed were,
o Major password and PR fix
o Report Writer fixes
o Import issues fixed.

o 2001: P3 Version 3.1 is released. (This is the last P3 version.)

o March 2001: Primavera Enterprise 2.1 is released.  Added is the 4
 duration type
(Fixed duration & units), and the ability to print reports in Progress Reporter,
auto-schedule option after importing.  Major fixes include,
o Interproject Relationships remain when importing,
o External relationships update correctly,
o Major performance enhancements when importing.
th

o 2002: P6 Version 3.0 (called P3e) released.  Interbase is the stand-alone
database server.

o 2002: PrimaVision (with a nod to the earlier P3 software product) is introduced as
P6’s web-browser based software.

o 2003 P6 Version 3.5 (Primavera admits that this is a ‘half release”). P3e renamed
to P3e/c. Interbase is still the stand-alone database server.   Introduced in
Version 3.0 or in 3.5 (the documentation is very fuzzy) in the Client/server
version were,
o Enhanced logs called “Notebooks.”
o Revised Work breakdown Structure (WBS) system
o Activity Steps
o On-screen logic trace.
o Actual Dates schedule logic setting.
o Longest Path can be used to define Critical Activities

o 2003: PrimaVision web-based P6 platform is released

o 2003: Evolve (resource management) purchased.

o 2004 P3e/c is renamed to P3 Engineering & Construction (Version 4.0 and 4.1).
MSDE becomes the stand-alone database server.  Claim Digger is added to the
software as an attached java application.  Primavera calls the scheduling
module, PM.

o 2004: Contractor (P3e Lite) introduced

o 2005: P6 Version 5 is released.  P3 Engineering & Construction is renamed to
“Primavera” in an effort to brand their software like SAP.  Confusion between P3,
SureTrak, and Primavera causes the users to informally name the scheduling
module, “P5”. MSDE is still the stand-alone database server.  P5 ended-up
having seven service packs.  Primavera TeamPlay version 5.0 was released and
the PrimaVision web client was rebranded, myPrimavera.  Added in Version 5
was,
o Early and late dates are no longer blanked-out for completed activities,
o WBS summary activity type introduced,
o Progress Spotlight automatic updating added,
o EPS level activity codes added,
o Unlimited Baselines,
o Suspend & Resume feature added,
o System now stores Past Period Actuals,
o Unraveling float paths,
o Excel Import/Export function added,
o Undo feature added,
o New security privilege levels added.

o 2005: One month later, P5 Service Pack 1 is released.  It hides the computed
float values for completed activities.
o 2006 Primavera acquired a Risk Management product called PertMaster and an
IT portfolio manager called ProSight.

o 2007: P6 Version 6 is released.  Primavera named it “P6”. MS SQL Express
2005 becomes the stand-alone database server.
o Now can import and export projects using a XML format.  This feature is
reported to not work as advertised and can introduce corrupted data.
Version 6 users should not use XML files.
o Finish dates now change when durations are changed (without needing a
CPM re-calculation.)
o Time scale in the Gantt Chart is now adjustable.
o March 10, 2008: Primavera releases Service Pack 1 (or P6.1) which is supposed
to fix the following:
o Actual Units spread incorrectly when using 'Override' Rate Source type
and Timesheets.
o Data not being committed and refreshed properly.
o Scheduling freezes at 95 percent.
o Duplicate Resource Assignment After Importing XER.
o Application gets locked and CPU spikes when modifying sitelines or
timescale setting.
o Report Editor displays the wrong values for Activity Codes.
o Importing from Excel Spreadsheet does not import Constraints correctly.
o 6.0 Report Editor does not show the proper cell properties."
o Error when trying to 'Save' or 'Save and Close' in P6 Web, under
Administration, Manage User Interface Views.
o Report dates are wrong for a timesheet whose timescale begins in one
calendar year, and ends in the next.

o 2008: Claim Digger for P3 is no longer for sale.

o October 8, 2008:  Primavera announces that it has agreed to be purchased by
Oracle.

o 2008: P6 SP 2 (P6.2) is released.
o The ‘one minute off’ problem was solved in P6.2.  Before, milestones were
scheduled to begin at 08:01.

o P6 provides privileged users the ability to define secure resource, project,
and activity codes. Secure codes and secure code assignments can be
exported to XML format, however Secure Codes, their values and
assignments are not included when a project is exported from the
database in XER format, nor when a project is copied.
o Added was the option to calculate the total float based on the finish date of
each project in a collection of schedules or on all opened schedules.
o Oracle HTTP server is now a supported web server (new for 6.2.1).
o Oracle Enterprise Linux – Oracle Enterprise Linux will replace Red Hat
Linux support (new for 6.2.1).

o November 17, 2008: Last Primavera User’s Conference was held in Las Vegas.

o January 1, 2009: Oracle purchases Primavera.

o 2009: It is announced that Oracle has stopped selling P3.  Actually, Oracle now
only offers their dealers such a small wholesale price reduction that this does not
cover selling costs.  You can now only purchase SureTrak directly from Oracle
for $1,000. P3 is no longer listed for sale as of 1JAN09.  Dealers were allowed to
honor previous offers until 15FEB09.  From now only P3 add-on (virtual) licenses
will be sold.

o April 2009:  P6v5 SP7 is released.  Interesting fixes include,
o Leveling not prioritizing the activities correctly.
o Activities without predecessors appear in Out-of-Sequence activities list in
Schedule Report.
o Actual Units spread incorrectly when using “Override” Rate Source type
and Timesheets.
o 'EPS level' Activity code assignments are removed by 'Check Project
Integrity'.
o Claim Digger/Schedule Comparison Relationship section does not display
proper Activity ID.
o Constraint time is set to 8:01am if a finish constraint is added to a finish
milestone.
o Removing the Expected Finish constraint sets Duration to 0.
o When importing relationships in spreadsheet (XLS) format, the
relationship type sometimes appears blank.

o 2009: P6 Version 7 is released, named “P6v7”. MS SQL Express 2005 remains
the stand-alone database server.
o Calendars – now able to assign hours per time period at the calendar
level, instead of by per user or for the entire enterprise (except that
BASELINE calendars are still set at 8 hrs per workday regardless of
calendar.)
o Default Date Issue fixed.  Actual Start and Actual Finish dates now are set
to the correct time when time is displayed.  Resource, constraint, and
Suspend/Resume dates still default to 00:00.
o Improved the accuracy of Grouping/Summary Duration Calculations.
• If all rows in the group use the same calendar then that calendar
will be used for calculating their summary duration.
• If all rows in the group belong to the same project then the default
project calendar will be used for calculating summary durations.
• In other cases the default global calendar will be used.
o Late Dates were added to the S-Curve facility.
o New Activity ID renumbering options.
o New security for Excel users allows Excel import/export without opening
XER security.
o Firefox and Internet Explorer (IE) 8 are supported browser platforms in
addition to existing IE 7
o Support for IE 6 was dropped.
o Oracle XE – Oracle Express replaced Microsoft SQL Server Express for
standalone desktop installations unless SQL Server Express was already
installed.
o Microsoft SQL Server 2008 was added as a supported RDBMS for P6
v7.0. Microsoft SQL
o Server 2005 will continue to be supported and support for SQL 2000 was
dropped.  Oracle HTTP server is now a supported web server (new for
6.2.1).
o Oracle Universal Content Management (UCM) – In addition to existing
Jackrabbit support for content management, Oracle UCM was supported.
o Oracle Enterprise Linux – Oracle Enterprise Linux replaced Red Hat Linux
support (new for 6.2.1).

o 2009: Primavera User’s Conference is moved to be a (very small, across the
street) subset of the Oracle World annual conference.

o December 31, 2009: P3 and SureTrak are absolutely no longer sold.

o March 2010: P6 Version 7.0 Service Pack 1 issued.  Fixed in this release are,
o Activity filer not displaying correct data when using two filters
o User session being deleted during a long copy & paste
o Notebook topics disappear or cannot be formatted.

o September 2010: P6v7 SP2 released. This is the first version that did not support
P3 schedule import unless P3 or SureTrak were already installed.  This was due
to Btrieve Software licensing price increases.
o The Update Baseline function now sets Actual Start and Updates
Remaining on a Completed Activity.
o Corrects for Multiple Float Paths Ignores Key Activity Information For
Secondary.
o Corrects for Incorrect Number Of Invalid Milestone Relationships Records
In Scheduler Log.
o Corrects for when modifying import configuration layouts (for XER import),
changing the 'Action' for the Activity data types in one template, will
change the Activity Resource Assignment Data Type's Action for all other
Import Configuration layouts.

o November 2010: EPPM (Enterprise Project Portfolio Management) P6 web
Version 8 is released.  Admin control is moved from the client/server version to
the web version.

o December 2010: P6 Version 7 Service Pack 3 is released.  Time-scaled Logic
Diagrams are introduced with very little documentation.  Progress Line feature
added. Unlimited size for Memo Fields (were limited to 400 Kilobytes).  Issues
resolved:
o WBS Level Scrambles After Project is Exported and Re-imported
o Actuals Not Distributed Properly in Activity Usage Spreadsheet View
o Update Baseline does not add Activity Codes and Relationships to new
Acts
o Update Baseline does not Update when Selecting Update Existing
Resource
o Oracle XE not Starting Up Properly for Stand-alone Users.

o December 2010: Enterprise Portfolio Project Management (EPPM) is released.
This is the new name for the web version of P6 Version 8.  Dozens of features
found earlier only on the client/server version of P6 are introduced in EPPM.  For
a full list, see below on what was removed from client/server.  Schedule Checker
was added.

o May 2011: P6 Professional (R8.1) is released 2 months late.  This is the new
name for P6 Version 8 client/server.  P6 Release 8.0 is only for the web version
(now called, “EPPM”.)  P6 Pro Release 8.1 is the official name for the
client/server version.
o Features eliminated from both versions:
• Summary-Only Projects (along with Methodology Manager)
• Microsoft ProjectLink / MSP-Managed Projects
• Project Architect
• Top Down Estimation
• Check Project Integrity
• BTRIEVE database engine files necessary to import P3 schedules.
• SDK (spreadsheet import/export) is being deprecated. It will not
support new tables and will be removed in future release after
release 8.
o Features Removed from Optional Client/Server and Relocated to EPPM:
• Global Dictionaries:
• EPS
• OBS
• Project Codes
• Activity Step Templates
• Cost Accounts
• Funding Sources
• Risk User Defined Fields
• Users
• Security Profiles
• Admin Preferences
• Admin Categories
• Currencies
• Timesheet Dates
• Financial Periods
• Time Approval
• Job Services – New Scheduled Services available via web only.
New Job Status available for monitoring services from Windows.
• Project Risks – New Risks available via web only.
• Methodology Manager module – Replaced with Project Templates
available via web only.
• API Interface (to spreadsheets)
o P6 Professional quietly introduces a separate program to administer P6
log-ons and access privileges for EPPM environments.
o Added to P6 R8.1
• Enhanced activity filtering & grouping
• Enhanced Usability features
• Personalize toolbars
• WBS versus Activity Tabs
o September 2011: P6 Professional 8.1 Service Pack 1 is released.  This fixes
Merge Reflection to sources takes extended time or fails do to update User
Defined Fields (UDF.)

o December 2011: P6 Release 8.2 (both EPPM & P6 Professional.)
o EPPM:
• Schedule Checker function [This feature only released for the web
version.]
• Team Member Web Application – this new tool provides the ability
to update activities, steps and related activity statuses without the
team member having to learn the entire Primavera P6 tool.
• Exclusive Mode –allows you to open a project with exclusive
access.
• Microsoft Project Integration – you can now update an existing
Primavera P6 project from a Microsoft Project XML file.
• Other enhancements to the scaling options when printing,
enhanced UDF events, enhanced trending and multiple usability
enhancements.  These usability enhancements including
cut/copy/paste, dissolve, and search.
o P6 Professional:
• Microsoft Project import enhancements and 2010 XML support.
• New line numbering feature.
• Timescaled Logic Diagram enhancements including new filtering,
new sight lines, enhanced activity code color coding, enhanced
templates, enhanced grouping and enhanced performance.

o December 2011: P6v7 SP4 is released.  Fixed in this release is,
o Baseline Update Error : Activity Code Assignment May Not Be Set To Null
o Successor Activity WBS Shows The Same As Predecessor In Export To
Excel
o Notebook Description Not Showing Correctly As Bar Label In Gantt Chart
o QUERYLIB Hint 11 Does Not Work And Cause Hanging At 98% Login
Data Load
o Changing The Base Currency To Show Decimals As A Comma Instead Of
A Period
o New P6 7.0 SP3 Client Installation Gets "OCI Version Is Not Supported"
o Update Baseline Changes Activities Relationships Outside Of The Filter
o Claim Digger Executes With INVALIDCREDENTIALSEXCEPTION Error
o Remaining Duration Greater Than 0 On Completed Activities After Merge
o User Specific Filters Become Global Filters After Deleting User.
o XML Export/Import Does Not Preserve WBS Order.
o Event Code: 'CVRJC-0348-8' When Accessing Project Users Dialog
Screen.

o December 2011: P6 Version 6.2 SP 4 released
o Fixes Hanging At 98% Login Data Load
o Memo Fields are no longer limited to 400 Kilobytes
o Fixes Update Baseline Errors
o Fixes Actuals Not Distributed Properly In Activity Usage Spreadsheet View

o December 31, 2012: P6 Version 7.0 SP 5 Released.  It has been an entire year
since any P6 Version 7 fixes were released. Fixed are,
o Bar Necking Does Not Show In Print Preview Or In Printed Output
o Exception Cvrjc-2214-a Upon Import Of XER
o Hierarchical Sort On Activity Codes Not Working In Resource
Assignments View
o Finish Date Randomly Changes When Applying An Actual Finish On
Certain Activities
o P6 SDK Fails To Connect After Time Between Connections Exceeds 2
Minutes
o EST Weight Values Not Saved Correctly In P6 Professional
o This User Is Already Logged In When Usession.os_user_name Does Not
Match Case
o Scheduling Performance With Multiple Projects And Multiple Float Paths
o Update Baseline Error "User Does Not Have Edit Privileges On Activity
Code Type"
o Use Resource Usage Profile/by Role/filter By All Roles,pm.exe
Consuming 100% CPU
o Error: "Call Was Rejected By Callee" When Selecting File, Import
o Project Management Closes When Scheduling A Project
o Copy/paste Of Activities Causes AVAA0 Error
o P6 Project Open Slow Performance Due To External Dependencies Query
o Update Baseline Errors In updatebaselinelog.xml
o Baseline Update SQL Statement Database Execution Select Error
o Update Baseline Errors: "Updateidmap() - List Size Does Not Equal Array
Length"
o Would Like The Ability To Select Multiple Relationships Across WBS
Bands In P6
o AVAA0 Errors When Switching Back To Projects View
o Transferring Committed Contract Values To PM, The Values Are
Multiplied By 100
o Selecting Parent Role In Resource Usage Profile Includes Child Role Data

o January 2013: P6 Professional 8.2 Service Pack 1 is released.
o System Out Of Memory Importing Resource Assignments From XLS
o P6 R82 Cannot Export Large Project To MSP XML Format
o On A Restored Baseline, Populated UDF's Are Not Populated In The UI
o User Can Add Project To EPS Node In Client That Was Deleted In Web
o Global Activity Code Column Is Removed From Current Layout When Its
Copied
o Timescaled Logic Diagram Blank And Error
PRIMAVERA.LOOK.LOGINFAILUREEXCEPTION
o Unable To Upgrade From P6_r8.1 SP1 To R8.2
o Session Auditing Add Duplicate Records In USESSAUD Table
o Cannot Import XLS Into P6 R8.2 Client Get CONTROL_UPDATES_FLAG
Is Null Error
o Update Baseline Performance And Timeout Issues
o Activity Bars Are Offset From Activities In Print Preview In P6 8.2
o In Project View Project Start Date Changes When Opening/closing Project
o XML Export/import Does Not Preserve WBS Order
o Group And Sort Displays No Code After Copying And Pasting Project
o 8.2 TSLD Fails On Citrix With Unable To Locate .INI File
C:\WINDOWS\PM.INI
o Cut/copy And Paste Baselines From 1 EPS Does Not Update
"PARENT_WBS_ID"
o Received Error When Import XER File To 8.2 Professional

o January 30, 2013: P6 client/server Version 7, Service Pack 5, Fixpack 1 is
released to correct the upgrade script failure due to Primavera encrypting some
unnamed part of the database.  This is a 4-file manual fix.

 _______________________________________
The History of Primavera Scheduling Software
Copyright February 10, 2013
by Ron Winter, PSP

Please Note: This is paper is the result of an independent project by Ron Winter Consulting LLC.
The information presented here has not been approved or reviewed by Oracle/Primavera Systems
Inc. and is not guaranteed to be accurate. Ron Winter Consulting LLC is a private company that is
completely independent of Oracle/Primavera Systems Inc. and in no way speaks for or represents
Oracle, Oracle Primavera Systems Inc., or P3™ or P6™ scheduling software.

Source:

Sunday, 11 January 2015

CSI CODE

History

After World War II, building construction specifications began to expand, as more advanced materials and choices were made available. The Construction Specifications Institute (CSI) was founded in 1948, and began to address the organization of specifications into a numbering system. In 1963, they published a format for construction specifications, with 16 major divisions of work. A 1975 CSI publication used the term MasterFormat. The last CSI MasterFormat publication to use the 16 divisions was in 1995, and this is no longer supported by CSI. In November 2004, MasterFormat expanded from 16 Divisions to 50 Divisions, reflecting innovations in the construction industry and expanding the coverage to a larger part of the construction industry. Updates were published in 2010, 2012, and 2014.

Current MasterFormat Divisions (April 2014)

The current MasterFormat Divisions are:
PROCUREMENT AND CONTRACTING REQUIREMENTS GROUP
  • Division 00 — Procurement and Contracting Requirements
SPECIFICATIONS GROUP
General Requirements Subgroup
  • Division 01 — General Requirements
Facility Construction Subgroup
  • Division 02 — Existing Conditions (Ex. Alterations to existing natural conditions)
  • Division 03 — Concrete (Ex. Footings)
  • Division 04 — Masonry (Ex. Concrete block and brick work)
  • Division 05 — Metals (Ex. Steel framing)
  • Division 06 — Wood, Plastics, and Composites (Ex. House framing)
  • Division 07 — Thermal and Moisture Protection (Ex. Insulation and water barriers)
  • Division 08 — Openings (Ex. Doors, windows, and louvers)
  • Division 09 — Finishes
  • Division 10 — Specialties
  • Division 11 — Equipment
  • Division 12 — Furnishings
  • Division 13 — Special Construction
  • Division 14 — Conveying Equipment
  • Division 15 — RESERVED FOR FUTURE EXPANSION 
  • Division 16 — RESERVED FOR FUTURE EXPANSION 
  • Division 17 — RESERVED FOR FUTURE EXPANSION
  • Division 18 — RESERVED FOR FUTURE EXPANSION
  • Division 19 — RESERVED FOR FUTURE EXPANSION
Facility Services Subgroup:
  • Division 20 — RESERVED FOR FUTURE EXPANSION
  • Division 21 — Fire Suppression
  • Division 22 — Plumbing
  • Division 23 — Heating Ventilating and Air Conditioning
  • Division 24 — RESERVED FOR FUTURE EXPANSION
  • Division 25 — Integrated Automation
  • Division 26 — Electrical
  • Division 27 — Communications
  • Division 28 — Electronic Safety and Security
  • Division 29 — RESERVED FOR FUTURE EXPANSION
Site and Infrastructure Subgroup:
  • Division 30 — RESERVED FOR FUTURE EXPANSION
  • Division 31 — Earthwork
  • Division 32 — Exterior Improvements
  • Division 33 — Utilities
  • Division 34 — Transportation
  • Division 35 — Waterway and Marine
  • Division 36 — RESERVED FOR FUTURE EXPANSION
  • Division 37 — RESERVED FOR FUTURE EXPANSION
  • Division 38 — RESERVED FOR FUTURE EXPANSION
  • Division 39 — RESERVED FOR FUTURE EXPANSION
Process Equipment Subgroup:
  • Division 40 — Process Interconnections
  • Division 41 — Material Processing and Handling Equipment
  • Division 42 — Process Heating, Cooling, and Drying Equipment
  • Division 43 — Process Gas and Liquid Handling, Purification and Storage Equipment
  • Division 44 — Pollution and Waste Control Equipment
  • Division 45 — Industry-Specific Manufacturing Equipment
  • Division 46 — Water and Wastewater Equipment
  • Division 47 — RESERVED FOR FUTURE EXPANSION
  • Division 48 — Electrical Power Generation
  • Division 49 — RESERVED FOR FUTURE EXPANSION

Pre-2012 MasterFormat Divisions

MASTERFORMAT 2004 EDITION
Same as MasterFormat 2014, except the following:
  • Division 40 — Process Integration
MASTERFORMAT 1995 EDITION
Before November 2004, MasterFormat was composed of 16 Divisions:
  • Division 1 — General Requirements
  • Division 2 — Site Construction
  • Division 3 — Concrete
  • Division 4 — Masonry (Ex. Concrete block)
  • Division 5 — Metals (Ex. Beams)
  • Division 6 — Wood and Plastics
  • Division 7 — Thermal and Moisture Protection
  • Division 8 — Doors and Windows
  • Division 9 — Finishes
  • Division 10 — Specialties
  • Division 11 — Equipment
  • Division 12 — Furnishings
  • Division 13 — Special Construction
  • Division 14 — Conveying Systems
  • Division 15 — Mechanical (Ex. Plumbing and HVAC)
  • Division 16 — Electrical
MASTERFORMAT 1988 EDITION
Same as MasterFormat 1995 except the following:
  • Division 2 — Sitework

_________________________
Note: The 16-Division CSI format is still popular in many BOQs here in the Middle East. For varying sub-categories of these divisions, sign-in to your membership account with OFWP6PLANNERS Web Forum.

A Sample Contract Document that Specifies a Construction Schedule Development

SECTION 01320

CONSTRUCTION PROGRESS DOCUMENTATION

PART 1 - GENERAL

1.1          SUMMARY

A.      This Section includes administrative and procedural requirements for documenting the progress of construction during performance of the Work, including the following:

1.       Contractor's Construction Schedule.
2.       Submittals Schedule.
3.       Daily construction reports.
4.       Field condition reports.

B.      See  Division 1  Section  "Summary  of  Multiple  Contracts"  for  preparing  a  combined  Contractor's
Construction Schedule.

C.      See Division 1 Section "Payment Procedures" for submitting the Schedule of Values.


1.2          DEFINITIONS

A.      Activity:  A discrete part of a project that can be identified for planning, scheduling, monitoring, and controlling the construction project.  Activities included in a construction schedule consume time and resources.

1.       Critical activities are activities on the critical path.   They must start and finish on the planned early start and finish times.
2.       Predecessor Activity: An activity that precedes another activity in the network.
3.       Successor Activity: An activity that follows another activity in the network.

B.      CPM:  Critical path method, which is a method of planning and scheduling a construction project where activities are arranged based on activity relationships.  Network calculations determine when activities can be performed and the critical path of Project.

C.      Critical Path:  The longest connected chain of interdependent activities through the network schedule that establishes the minimum overall Project duration and contains no float.

D.      Float: The measure of leeway in starting and completing an activity.

1.       Float time is not for the exclusive use or benefit of either Owner or Contractor, but is a jointly owned, expiring Project resource available to both parties as needed to meet schedule milestones and Contract completion date.

E.      Fragnet:  A partial or fragmentary network that breaks down activities into smaller activities for greater detail.

F.       Major Area: A story of construction, a separate building, or a similar significant construction element.


1.3          SUBMITTALS

A.      Submittals Schedule:  Submit three copies of schedule.  Arrange the following information in a tabular format:


1.       Scheduled date for first submittal.
2.       Specification Section number and title.
3.       Submittal category (action or informational).
4.       Name of sub-contractor.
5.       Description of the Work covered.
6.       Scheduled date for Architect's final release or approval.

B.      Preliminary Network Diagram:   Submit two copies, large enough to show entire network for entire construction period. Show logic ties for activities.

C.      Contractor's Construction Schedule:  Submit two copies of initial schedule, large enough to show entire schedule for entire construction period.

1.       Submit an electronic copy of schedule, using software indicated, on CD-R, and labeled to comply with requirements for submittals. Include type of schedule (Initial or Updated) and date on label.

D.      CPM Reports:  Concurrent with CPM schedule, submit two copies of each of the following computer- generated reports.  Format for each activity in reports shall contain activity number, activity description, cost and resource loading, original duration, remaining duration, early start date, early finish date, late start date, late finish date, and total float in calendar days.

1.       Activity Report:  List of all activities sorted by activity number and then early starts date, or actual start date if known.
2.       Logic Report:  List of preceding and succeeding activities for all activities, sorted in ascending order by activity number and then early start date, or actual start date if known.
3.       Total Float Report: List of all activities sorted in ascending order of total float.

E.      Daily Construction Reports: Submit two copies at weekly intervals.

F.       Field Condition Reports: Submit two copies at time of discovery of differing conditions.

G.      Monthly Updated Progress Report: To be updated and submitted monthly including Cash flow leveling report.


1.4          COORDINATION

A.      Coordinate preparation and processing of schedules and reports with performance of construction activities and with scheduling and reporting of separate contractors.

B.      Coordinate Contractor's Construction Schedule with  the  Schedule of  Values,  list  of  subcontracts, Submittals Schedule, progress reports, payment requests, and other required schedules and reports.

1.       Secure time commitments for performing critical elements of the Work from parties involved.
2.       Coordinate each construction activity in the network with other activities and schedule them in proper sequence including the following.

a.       Construction site work activity
b.       Long lead items submittal schedule
c.       Long lead items delivery schedule
d.       MEP detailed activity schedule
e.       Shop and coordination drawing submission schedule



PART 2 - PRODUCTS


2.1          SUBMITTALS SCHEDULE

A.      Preparation:  Submit a schedule of submittals, arranged in chronological order by dates required by construction schedule.   Include time required for review, re-submittal, ordering, manufacturing, fabrication, and delivery when establishing dates.

1.       Coordinate  Submittals  Schedule  with  list  of  subcontracts,  the  Schedule  of  Values,  and
Contractor's Construction Schedule.
2.       Submit concurrently with the first complete submittal of Contractor's Construction Schedule.


2.2          CONTRACTOR'S CONSTRUCTION SCHEDULE, GENERAL

A.      Time Frame:  Extend schedule from date established for the Notice to proceed to date of Substantial
Completion.

1.       Contract completion date shall not be changed by submission of a schedule that shows an early completion date, unless specifically authorized by Change Order.

B.      Activities: Treat each story or separate area as a separate numbered activity for each principal element of the Work. Comply with the following:

1.       Activity Duration:   Define activities so no activity is longer than 30 days, unless specifically allowed by Architect.
2.       Procurement Activities:  Include procurement process activities for the following long lead items and major items, requiring a cycle of more than 60 days, as separate activities in schedule. Procurement cycle activities include, but are not limited to, submittals, approvals, purchasing, fabrication, and delivery.
3.       Submittal Review Time:   Include review and re-submittal times indicated in Division 1 Section "Submittal Procedures" in schedule.   Coordinate submittal review times in Contractor's Construction Schedule with Submittals Schedule.
4.       Startup and Testing Time: Include not less than seven days for startup and testing.
5.       Substantial Completion:   Indicate completion in advance of date established for Substantial Completion, and allow time for Architect's administrative procedures necessary for certification of Substantial Completion.

C.      Constraints:   Include constraints and work restrictions indicated in the Contract Documents and as follows in schedule, and show how the sequence of the Work is affected.

1.       Phasing: Arrange list of activities on schedule by phase.
2.       Work under More Than One Contract: Include a separate activity for each contract.
3.       Work by Owner: Include a separate activity for each portion of the Work performed by Owner.
4.       Work Restrictions: Show the effect of the following items on the schedule:

a.       Coordination with existing construction.
b.       Limitations of continued occupancies.
c.       Uninterruptible services.
d.       Partial occupancy before Substantial Completion.
e.       Use of premises restrictions.
f.        Provisions for future construction.
g.       Seasonal variations.
h.       Environmental control.

5.       Work Stages: Indicate important stages of construction for each major portion of the Work.
6.       Other Constraints: As indicated in the document



D.      Milestones:   Include milestones indicated in the Contract Documents in schedule, including, but not limited to, the Notice to Proceed, Substantial Completion, and Final Completion and as required by the Architect.

E.      Contract Modifications:  For each proposed contract modification and concurrent with its submission, prepare a time-impact analysis using fragnets to demonstrate the effect of the proposed change on the overall project schedule.


2.3          CONTRACTOR'S CONSTRUCTION SCHEDULE (CPM SCHEDULE)

A.      Preliminary Network Diagram:  Submit diagram within seven days of date established, commencement form the Notice to Proceed.   Outline significant construction activities for the first 60 days of construction.    Include  skeleton  diagram  for  the  remainder of  the  Work  and  a  cash  requirement prediction based on indicated activities.

B.      CPM Schedule:   Prepare Contractor's Construction Schedule using a computerized, cost, resource- loaded, time-scaled CPM network analysis diagram for the Work.

1.       Develop network diagram in sufficient time to submit CPM schedule so it can be accepted for use no later than 30 days after date established for the Notice to Proceed.

a.       Failure to include any work item required for performance of this Contract shall not excuse Contractor from completing all work within applicable completion dates, regardless of Architect's approval of the schedule.

2.       Establish procedures for monthly monitoring and updating CPM schedule and for reporting progress. Coordinate procedures with progress meeting and payment request dates.
3.       Use "one workday" as the unit of time. Include list of nonworking days and holidays incorporated into the schedule.

C.      CPM Schedule Preparation:  Prepare a list of all activities required to complete the Work.  Using the preliminary network diagram, prepare a skeleton network to identify probable critical paths.

1.       Activities: Indicate the estimated time duration, sequence requirements, and relationship of each activity in relation to other activities. Include estimated time frames for the following activities:

a.       Preparation and processing of submittals.
b.       Mobilization and demobilization.
c.       Purchase of materials.
d.       Delivery.
e.       Fabrication.
f.        Utility interruptions
 g.       Installation.
h.       Work by Owner that may affect or be affected by Contractor's activities.
i.        Testing and commissioning.

2.       Critical Path Activities:   Identify critical path activities, including those for interim completion dates. Scheduled start and completion dates shall be consistent with Contract milestone dates.

3.       Processing:  Process data to produce output data on a computer-drawn, time-scaled network.
Revise data, reorganize activity sequences, and reproduce as often as necessary to produce the
CPM schedule within the limitations of the Contract Time.

4.       Format:  Mark the critical path.  Locate the critical path near center of network; locate paths with most float near the edges.

a.       Sub-networks on separate sheets are permissible for activities clearly off the critical path

D.       Initial Issue of Schedule:  Prepare initial network diagram from a list of straight "early start-total float" sort. 

Identify critical activities. Prepare tabulated reports showing the following:

1.       Contractor or subcontractor and the Work or activity.
2.       Description of activity.
3.       Principal events of activity.
4.       Immediate preceding and succeeding activities.
5.       Early and late start dates.
6.       Early and late finish dates.
7.       Activity duration in workdays.
8.       Total float or slack time.
9.       Average size of workforce.

E.      Schedule Updating:  Concurrent with making at least monthly revisions to schedule, prepare tabulated reports showing the following:

1.       Identification of activities that have changed.
2.       Changes in early and late start dates.
3.       Changes in early and late finish dates.
4.       Changes in activity durations in workdays.
5.       Changes in the critical path.
6.       Changes in total float or slack time.
7.       Changes in the Contract Time.


2.4          REPORTS

A.      Daily Construction Reports:   Prepare a daily construction report recording the following information concerning events at Project site:

1.       List of subcontractors at Project site.
2.       Equipment at Project site.
3.       Material deliveries.
4.       High and low temperatures and general weather conditions.
5.       Accidents.
6.       Stoppages, delays, shortages, and losses.
7.       Meter readings and similar recordings.
8.       Orders and requests of authorities having jurisdiction.
9.       Services connected and disconnected.
10.     Equipment or system tests and startups.

B.      Field Condition Reports:   Monthly basis or immediately on discovery of a difference between field conditions and the Contract Documents, prepare and submit a detailed report.  Submit with a request for interpretation on approved form by the Architect.   Include a detailed description of the differing conditions, together with recommendations for changing the Contract Documents.


PART 3 - EXECUTION


3.1          CONTRACTOR'S CONSTRUCTION SCHEDULE

A.      Contractor's Construction Schedule Updating:  At monthly intervals, update schedule to reflect actual construction progress and  activities.    Issue  schedule one  week  before each  regularly scheduled progress meeting.

1.       Revise schedule immediately after each meeting or other activity where revisions have been recognized or made. Issue updated schedule concurrently with the report of each such meeting.
2.       Include Weekly or Monthly report with updated schedule that indicates every change, including, but not limited to, changes in logic, durations, actual starts and finishes, and activity durations.
3.       As the Work progresses, indicate Actual Completion percentage for each activity.



B.      Distribution:  Distribute copies of approved schedule to Architect Owner, separate contractors, testing and inspecting agencies, and other parties identified by Contractor with a need-to-know schedule responsibility.

1.       Post copies in Project meeting rooms and temporary field offices.
2.       When revisions are made, distribute updated schedules to the same parties and post in the same locations.   Delete parties from distribution when they have completed their assigned portion of the Work and are no longer involved in performance of construction activities.


END OF SECTION 01320

Thursday, 8 January 2015

Post Categories in our Group

As we slowly building-up the OFWP6PLANNERS web-forum, the following are the categories to be selected in order for your post to be posted in the group.


P6 Discussion Categories
All about Primavera.
PRIMAVERA USER INTERFACE
Discussion and a sort of quick help about the "how-to" with user-interface of primavera
CPM BASIC SCHEDULING
Topics covering from the basics of primavera sceduling concepts.
CPM ADVANCE SCHEDULING/REPORTING
Topics covering advance scheduling and reporting concepts.
SCHEDULING in DEPTH
Topics that is more advance leading to project management and control.

OFWP6PLANNERS WIKI
For database building of information for project planning/scheduling aid exclusively for OFWP6PLANNERS members.
PRODUCTIVITY RATES
Topics about work productivity rate used in project planning/scheduling for developing of schedules.
PROJECT MANAGEMENT
Topics about project management that would aid project planning/scheduling.

GENERAL INFO
Generalities.
REMARKS
For your suggestions and remarks.
HUMOR AT WORK!
Be a Samaritan of enjoyable life.


Mabuhay ang lahing Pilipino.