KLG SYSTEL LIMITED

Pertmaster (version 7.8.2050) Training Manual

© KLG SYSTEL LTD

301, Pujit Plaza, Sector 11,
CBD Belapur, Navi Mumbai 400614
Ph 022 2757 6789/90
 TABLE OF CONTENTS

CHAPTER 1. INTRODUCTION TO RISK MANAGEMENT......................................................................... 3

WHY DO PROJECTS FAIL?............................................................................................................................................. 3
CHAPTER 2. BENEFITS OF RISK ASSESSMENT....................................................................................... 5
CHAPTER 3. FEATURE COMPARISON LIST................................................................................................ 7
CHAPTER 4. PERTMASTER’S PLANNING TOOLS ................................................................................... 10
4.1 CREATING A PROJECT PLAN ........................................................................................................................... 10
4.2 DELIVERABLES OF WORK (WORK BREAKDOWN STRUCTURE).................................................................... 12
4.3 PREPARING THE ACTIVITY LIST .................................................................................................................... 13
4.4 ACTIVITY RELATIONSHIPS ............................................................................................................................. 16
4.5 CREATING A CALENDAR FOR WORK............................................................................................................... 20
4.6 RESOURCE DEFINITION.................................................................................................................................. 22
4.7 RESOURCE ASSIGNMENTS ............................................................................................................................. 23
CHAPTER 5. PERTMASTER’S RISK ANALYSIS TOOLS........................................................................ 24
5.1 DURATION RISK.............................................................................................................................................. 24
5.2 TASK RESOURCE RISK................................................................................................................................... 25
5.3 TASK EXISTENCE RISK .................................................................................................................................. 27
5.4 PROBABILISTIC BRANCHING .......................................................................................................................... 29
5.5 PROBABILISTIC LINKS .................................................................................................................................... 31
CHAPTER 6. REPORTS ...................................................................................................................................... 32
6.1 RISK HISTOGRAMS ......................................................................................................................................... 32
6.2 TORNADO GRAPHS ......................................................................................................................................... 34
6.3 SCATTER PLOT ............................................................................................................................................... 35
6.4 SCHEDULE CHECK REPORT........................................................................................................................... 36
6.5 SUMMARY RISK REPORTS ............................................................................................................................. 37
CHAPTER 7. UTILITIES ..................................................................................................................................... 38
7.1 IMPORTING PRE BUILD PLANS ....................................................................................................................... 38
7.2 EXPORTING PERTMASTER PLANS .................................................................................................................. 40
CHAPTER 8. RISK REGISTER......................................................................................................................... 42
 1
Chapter

INTRODUCTION TO RISK MANAGEMENT

Why do projects fail?

S
implistically, a project fails when it over-runs, over-spends or under-performs. In other
words, it fails when the plan is not met. There are only two reasons why the plan is not
met:

• The plan is too optimistic - an over-optimistic plan is very common, and can arise out of
shoe-horning and cramming in order to meet pre-determined targets. Under-bidding, scale-
to-fit, and political spin are also common causes.
• Things happen, that means the plan is exceeded - scope creep, insufficient resources,
unanticipated work and events are some
causes of this.
Parallelism in projects further
exaggerates optimism in estimates,
because parallel tasks compound
risk. This phenomenon is called “merge
bias” or “nodal bias”. It is especially
present when the project is deliberately
scheduled with minimal float (a common
planning technique).

Even when there is no significant

optimism, or significant parallelism to
compound it, the most likely outcome of the project is rarely the scenario based on the most
likely estimates. Using the most likely estimates in a plan usually gives a projected outcome
that has a very low level of confidence. This project will be delayed if either one of these
parallel tasks are delayed. The more parallelism there is, the more ways the project can slip.
A more realistic plan is one that recognizes uncertainty and risk. It simply needs to express
estimates as ranges:
• As well as the deterministic (single-point) estimate, use ranges (two- or three-point
estimates) to express uncertainty and risk
• Use the best knowledge available to the team. Reflect lack of knowledge with wide
ranges.
• You can give these range-estimates on any element of the project, including
durations, costs, resource rates, resource allocations, and even calendars.
• You can also add specific risk events.

3
The projected outcomes also become ranges when parameters in a project have ranges (two
or three-point estimates, with some specific risk events),. For example the project finish date
is no longer a single date, but is now a range, with a confidence level too!!

4
 2
Chapter

BENEFITS OF RISK ASSESSMENT

Project contingency can make or break a project. Having too much contingency is
uncompetitive; having too little contingency increases the chance of failure.
Risk assessment (allowing uncertainty on estimates) gives confidences on outcome targets,
allowing contingency to be set with a preferred level of risk. Ultimately risk assessment helps
you bid, negotiate and win the contract at the price.
Contingency is often set at task level – it is common to add some contingency to every
estimate. It may even be a fixed amount – 10% for example. However, it is much better to set
contingency at project level instead – in other words, use the ranges on the task estimates to
understand what contingency should be set for the project as a whole.
Setting contingency at project level reflects the reality that some tasks may be delayed while
others may not, or may even be early: “it could rain anywhere, but it’s unlikely to rain
everywhere – and we don’t know where it will rain”.
Considering project cost and schedule together is also rare – often cost and schedules are
separate disciplines within the team. A risk assessment workshop can bring the disciplines
together.
These are all compelling reasons to use risk assessment on a project. It allows contracts to
be negotiated, bids to be submitted at the right price, and sensitivity to be understood (as
discussed in the previous section).
Risk response (mitigation) strategies can be expressed too !!

Where we are now where we can be Cost of getting there

5
 Understanding the effects of risk
assessment on finish dates of a
Project:

The proposed risk response appears to

save around two months on the whole
project.

Understanding the effects of risk

assessment on Cost of a Project:

Cost-benefit analysis can be used to

compare response strategies and
understand how effectively the money
would be spent. When the cost of
implementing the response is included
in the comparison, it can show the net
effect of the response on the project
cost. The response can then be judged
in terms of whether its net effect is to
increase cost, and whether that
increase can be justified by the time it
saves.

6
 3
Chapter

FEATURE COMPARISON LIST

While both of PERTMASTER’s tools can be used too identify, assess, & build mitigation
plans, the RISK EXPERT MODULE provides greater scope for an in depth risk analysis &
resource and cost modeling. The following table should make your vision clear...

Pertmaster
Risk
Expert
Pertmaster
Project Risk

1 Monte Carlo Analysis √ √

2 Latin Hypercube Analysis √ √
Quantitative 3 Optional fixed seed point √ √
Risk Analysis
4 Fixed # iterations/iterate until convergence √ √
5 Duration/cost sensitivity √ √
10 distribution types (Triangular, Uniform,
Normal, BetaPert, BetaPert modified,
6
LogNormal, Discrete, Trigen, √ √
General/Custom)

Risk Register √
7 Customizable risk log √
8 PI matrices √
9 Waterfall diagrams √
10 Mitigation planning √
Qualitative Generation of Risk Event Plans from risk
11
register √
Risk Analysis
12 Alternate scenario modeling √
13 XLS integration √

7
 Primavera √ √
14 P3 Project Planner √ √
15 SureTrak √ √
Enterprise (including P3e/c, TeamPlay, IT
16
Project Manager) √ √
17 Primavera Contractor √ √
Pertmaster data pushed back into the
18
Primavera schedule √ √
Support for Primavera Java API v3.51, v4,
19
v4.1 and v5 √ √
20 Load Multiple projects into the same file √ √
Integration 21 Save projects as P3 files √ √
22 Project Management integrated menu √ √
Microsoft √ √
23 MS Project 200x (MPD, MPP) √ √
24 MS Project Server (EPM) √ √
Conquest √ √
Welcom √
25 Open Plan √ √
26 WelcomRisk √ √
Safran (Safran Project & Safran
√ √
Planner)
Generic Risk Import/Export √
√
27 Net present value √ √
Cost 28 Internal rate of return √ √
Modeling
29 Probabilistic cash flow √
√
Resource 30 Hierarchical resources √ √
Modeling
31 Resource uncertainty √ √
√

8
 32 Estimate uncertainty √ √
33 Task existence √ √
Risk Types 34 Probabilistic branching √ √
35 Conditional branching √
36 Fixed cost uncertainty √ √
37 Variable cost uncertainty √ √
38 Resource uncertainty √ √
39 Weather modeling √
√
40 Duration quick risk √ √
41 Resource quick risk √ √
Risk Utilities 42 Task lag quick risk √ √
43 Risk Correlation √ √
44 Schedule sanity check √ √
45 Templated Quick Risk √
√
46 Risk Histogram √ √
47 Tornado Graph √ √
48 Duration sensitivity √ √
49 Schedule sensitivity √ √
Risk
50 Criticality √ √
Reporting
51 Cruciality √ √
52 Cost sensitivity √ √
53 Compare plans √ √
54 Critical path report √ √
55 Compare pre and post-mitigated plans √ √
56 Risk trend report √ √
57 Probabilistic date reporting √ √
√
58 Edit/creation of VBA macros √
VBA 59 √ √
Interface Execution of pre-created macros
60 Customizable macro menu √

9
 4
Chapter

PERTMASTER’s PLANNING TOOLS

4.1 Creating a project plan

Let as presume our project plan is to be prepared from the beginning. So we start from
square one by first building a project plan.

Note: If you already have a project plan ready (using other planning tools) we can import that too! And
get started; however let us learn how to build project plans using PERTMASTER’s tools. Lessons on
importing a pre-build plan from other planning tools are covered in the latter part of this manual.

Our assignment now is to initiate a project. This project will be identified as “Office Building
Addition”. Our first aim would be to make a detailed plan of this project so that we can
identify all small & big risks in the next step

Exercise 1:

1. Click on File / New

10
2. Select Pertmaster
Plan.
Click Open

3. Fill in the details of

the Project

4. Click OK

11
4.2 Deliverables of Work (Work Breakdown Structure)

Now that we have initiated the ‘Office building Addition’ project, we need to split this into
possible deliverables i.e. we need to define the “Work Breakdown Structure”.

Exercise 2:
Create the Work Breakdown Structure as given in the Table below. You may follow
instructions from your tutor.

Office Building Addition

Design & Engineering

Structure

Foundation

Mechanical Electrical Systems

Elevators

Plumbing & Electrical

Exterior Finishes

Bricks

Roof

Doors & Window

Interior Finishes

Level 1
Level 2
Level 3

12
4.3 Preparing the Activity List
Exercise 3:
Add the following Activities in the respective WBS already created earlier.

Remaining
Name Activity
Description Duration
(Activity ID) Type
(days)

OBA 0000 Office Building Addition summary

OBA 0010 Design and Engineering summary

Start Office Building Addition start

OBA 0020 0
Project milestone

OBA 0030 Design Building Addition 23 normal

OBA 0040 Review and Approve Designs 9 normal

Review Technical Data for Heat

OBA 0050 13 normal
Pump

OBA 0060 Foundation summary

start
OBA 0070 Begin Building Construction 0
milestone

OBA 0080 Site Preparation 18 normal

OBA 0090 Excavation 10 normal

OBA 0100 Install Underground Water Lines 5 normal

Install Underground Electric

OBA 0110 5 normal
Conduit

OBA 0120 Form/Pour Concrete Footings 10 normal

OBA 0130 Concrete Foundation Walls 10 normal

OBA 0140 Form and Pour Slab 5 normal

OBA 0150 Backfill and Compact Walls 2 normal

13
 finish
OBA 0160 Foundation Phase Complete 0
milestone

OBA 0170 Structure summary

OBA 0180 Erect Structural Frame 20 normal

start
OBA 0190 Begin Structural Phase 0
milestone

OBA 0200 Floor Decking 14 normal

OBA 0210 Concrete First Floor 15 normal

OBA 0220 Erect Stairwell and Elevator Walls 10 normal

OBA 0230 Concrete Basement Slab 10 normal

OBA 0240 Concrete Second Floor 15 normal

finish
OBA 0250 Structure Complete 0
milestone

OBA 0260 Mechanical/Electrical Systems summary

start
OBA 0270 Rough-In Phase Begins 0
milestone
finish
OBA 0280 Rough In Complete 0
milestone

OBA 0290 Elevator summary

Install Elevator Rails and

OBA 0300 1 normal
Equipment

OBA 0310 Install Elevator Cab and Finishes 2 normal

OBA 0320 Plumbing and Electrical summary

Set Mechanical and Electrical

OBA 0330 15 normal
Equipment

OBA 0340 Rough-In Plumbing/Piping 1 normal

14
OBA 0350 Install Wiring and Cable 15 normal

OBA 0360 Connect Equipment 1 normal

OBA 0370 Exterior Finishes summary

start
OBA 0380 Close-In Phase Begins 0
milestone
finish
OBA 0390 Building Enclosed 0
milestone

OBA 0400 Brick summary

start
OBA 0410 Assemble Brick Samples 0
milestone
Review and Approve Brick
OBA 0420 10 normal
Samples
Prepare and Solicit Bids for Brick
OBA 0430 3 normal
Exterior

OBA 0440 Review Bids for Brick 3 normal

OBA 0450 Award Contract for Brick 1 normal

OBA 0460 Deliver Brick 1 normal

OBA 0470 Brick Exterior Walls 7 normal

OBA 0480 Roof summary

OBA 0490 Insulation and Built-up Roofing 10 normal

OBA 0500 Doors and Windows summary

OBA 0510 Install Door and Window Frames 1 normal

Install Exterior Doors and

OBA 0520 2 normal
Windows

OBA 0530 Interior Finishes summary

15
 OBA 0540 Drywall in Offices 15 normal

OBA 0550 Touch-up and Clean-up 1 normal

finish
OBA 0560 Finishes Complete 0
milestone

OBA 0570 Punch List 2 Normal

Finish
OBA 0580 Building Addition Complete 0
milestone

4.4 Activity Relationships

Our list of Activities is ready however there seems to be no logic to this plan. Let us define
relationships between activities which will give the network its logic.

Name Lag
Description Predecessors Relationship
(Activity ID) (Days)

OBA 0000 Office Building Addition

OBA 0010 Design and Engineering

Start Office Building

OBA 0020
Addition Project

OBA 0030 Design Building Addition OBA 0020 FS 0

Review and Approve

OBA 0040 OBA 0030 FS 0
Designs
Review Technical Data
OBA 0050 OBA 0040 FS 0
for Heat Pump

OBA 0060 Foundation

Begin Building
OBA 0070 OBA 0040 FS 0
Construction

OBA 0080 Site Preparation OBA 0070 SS 0

16
OBA 0090 Excavation OBA 0080 FS 0

Install Underground
OBA 0100 OBA 0090 FS 0
Water Lines
Install Underground
OBA 0110 OBA 0090 FS 0
Electric Conduit
Form/Pour Concrete OBA 0110 FS 0
OBA 0120
Footings OBA 0100 FS 0
Concrete Foundation
OBA 0130 OBA 0120 FS 0
Walls

OBA 0140 Form and Pour Slab OBA 0130 FS 0

Backfill and Compact

OBA 0150 OBA 0140 FS 0
Walls
Foundation Phase
OBA 0160 OBA 0150 FS 0
Complete

OBA 0170 Structure

OBA 0180 Erect Structural Frame OBA 0150 FS 0

OBA 0190 Begin Structural Phase OBA 0180 FS 0

OBA 0200 Floor Decking OBA 0180 FS 0

OBA 0210 Concrete First Floor OBA 0200 FS 0

Erect Stairwell and

OBA 0220 OBA 0210 FS 0
Elevator Walls

OBA 0230 Concrete Basement Slab OBA 0210 FS 0

OBA 0240 Concrete Second Floor OBA 0210 FS 0

OBA 0240 FS 0
OBA 0250 Structure Complete OBA 0230 FS 0
OBA 0220 FS 0

Mechanical/Electrical
OBA 0260
Systems

17
OBA 0270 Rough-In Phase Begins OBA 0330 FS 0

OBA 0050 FS 0
OBA 0390 FS 0
OBA 0270 FS 0
OBA 0280 Rough In Complete
OBA 0330 FS 0
OBA 0300 FS 0
OBA 0360 FS 0

OBA 0290 Elevator

Install Elevator Rails and OBA 0220 FS 0

OBA 0300
Equipment OBA 0270 FS 0
Install Elevator Cab and OBA 0390 FS 0
OBA 0310
Finishes OBA 0280 FS 0

OBA 0320 Plumbing and Electrical

Set Mechanical and

OBA 0330 OBA 0210 SS 7
Electrical Equipment
Rough-In
OBA 0340 OBA 0330 FS 4
Plumbing/Piping
OBA 0390 FS 0
OBA 0350 Install Wiring and Cable
OBA 0340 SS 5
OBA 0050 FS 0
OBA 0390 FS 0
OBA 0360 Connect Equipment
OBA 0330 FS 0
OBA 0350 FS 0

OBA 0370 Exterior Finishes

OBA 0380 Close-In Phase Begins OBA 0470 FS 0

OBA 0490 FS 0
OBA 0390 Building Enclosed
OBA 0520 FS 0

OBA 0400 Brick

OBA 0410 Assemble Brick Samples OBA 0040 FS 0

Review and Approve 0

OBA 0420 OBA 0410 FS
Brick Samples

18
 Prepare and Solicit Bids
OBA 0430 OBA 0420 FS 0
for Brick Exterior

OBA 0440 Review Bids for Brick OBA 0430 FS 0

OBA 0450 Award Contract for Brick OBA 0440 FS 0

OBA 0460 Deliver Brick OBA 0450 FS 0

OBA 0460 FS 0
OBA 0470 Brick Exterior Walls
OBA 0250 FS 0

OBA 0480 Roof

Insulation and Built-up OBA 0470 FS 0

OBA 0490
Roofing OBA 0520 FF 0

OBA 0500 Doors and Windows

Install Door and Window

OBA 0510 OBA 0470 SS 5
Frames
Install Exterior Doors
OBA 0520 OBA 0510 FS 0
and Windows

OBA 0530 Interior Finishes

OBA 0390 FS 0
OBA 0540 Drywall in Offices
OBA 0280 FS 0
OBA 0040 FS 0
OBA 0550 Touch-up and Clean-up OBA 0540 SS 7
OBA 0310 FS 0

OBA 0560 Finishes Complete OBA 0550 FS 0

OBA 0570 Punch List OBA 0560 FS 0

Building Addition OBA 0570 FS 0

OBA 0580
Complete OBA 0540 FS 0

19
4.5 Creating a calendar for work

1. Click on Plan.

2. Click on
Calendars.

3. Click on New.

4. Enter Calendar name.

20
5. Customize the working days as
required.
You may follow instructions from your
tutor.

21
4.6 Resource Definition

Let us define some resources for our case study.

1. Click on Plan.

2. Click on Resources.

3. Create the following

resources.

22
4.7 Resource Assignments

Assign the resources as given in the following table:

Name
Description Resource Units
(Activity ID)

OBA 0030 Design Building Addition CIVENG 1

LABOURER 10
OBA 0080 Site Preparation
CRANE 1

LABOURER 10
OBA 0090 Excavation
CRANE 1

CEMENT 200
OBA 0120 Form/Pour Concrete Footings
LABOURER 5

CEMENT 100
OBA 0150 Backfill and Compact Walls
LABOURER 5
CRANE 1
OBA 0220 Concrete First Floor LABOURER 7
CEMENT 150
CEMENT 150
OBA 0230 Concrete Basement Slab
LABOURER 5

CEMENT 125
OBA 0240 Concrete Second Floor
LABOURER 5

LABOURER 5
OBA 0470 Brick Exterior Walls
BRICKS 1000

23
 5
Chapter

PERTMASTER’s RISK ANALYSIS TOOLS

Now once our project plan is ready let us start identifying risks & continue further analysis.

5.1 Duration Risk

Add the following Duration Risks.

Name Distribution Most

Description Minimum Maximum
(Activity ID) type Likely

Design Building
OBA 0030 Triangle 18d 23d 25d
Addition

Review and Approve

OBA 0040 Triangle 9d 9d 13d
Designs

Review Technical Data

OBA 0050 Triangle 13d 13d 17d
for Heat Pump

OBA 0080 Site Preparation Trigen 16d(15) 18d 25d(90)

OBA 0090 Excavation Trigen 9d(10) 10d 15d(75)

Form/Pour Concrete
OBA 0120 BetaPert 8d 10d 14d
Footings

Concrete Foundation
OBA 0130 Triangle 8d 10d 13d
Walls

OBA 0200 Floor Decking Triangle 13d 14d 18d

OBA 0210 Concrete First Floor Triangle 12d 15d 20d

24
You may now run the Risk Analysis!! Your Risk Histogram should look similar to the one
shown below.

Office Building Addition

Entire Plan : Finish Date

100% 10/May/08 12:30 Analysis

95% 30/Apr/08 13:00 Simulation: Latin Hypercube
110 90% 28/Apr/08 12:30 Iterations: 1000
85% 26/Apr/08 09:30
Convergence at mean
80% 24/Apr/08 16:30
75% 23/Apr/08 17:00
Mean Plan Finish Date:

Cumulative Frequency
88 Converged in 200 iterations
70% 22/Apr/08 17:30
(variation < 0.1% over 100 iterations)
65% 22/Apr/08 09:30 Mean Total Plan Cost:
60% 21/Apr/08 09:30 Converged in 277 iterations
66 55% 19/Apr/08 11:00 (variation < 0.1% over 100 iterations)
Hits

50% 18/Apr/08 12:30

45% 17/Apr/08 14:30 Statistics
40% 16/Apr/08 14:30 Minimum: 28/Mar/08 15:30
44 35% 15/Apr/08 15:30 Maximum: 10/May/08 12:30
30% 14/Apr/08 16:00
Mean: 18/Apr/08 15:00
Max Hits: 122
25% 12/Apr/08 16:30
Std Deviation: 124.7
20% 12/Apr/08 09:30
22
15% 10/Apr/08 14:30 Selected Confidence
10% 09/Apr/08 12:00 60%: 21/Apr/08 09:30
5% 07/Apr/08 11:30
Deterministic Finish: 09/Apr/08 15:30
Probability 12%
0
28/Mar/08 15:00 11/Apr/08 16:30 26/Apr/08 09:30 10/May/08 11:00
Distribution (start of interval)

KLG SYSTEL LIMITED

5.2 Task Resource Risk

The cost of certain resources are not always known quantities, hence risk distribution of
such resources needs to
be modeled.

1. Click on Risk

25
2. Click on “Risk On for sub resource”

Sometimes the quantity of a material resource required may be uncertain. We need to model
such cases too!

26
5.3 Task Existence Risk
Imagine a situation wherein there are 75 % chances that during excavation ground water
may be found.

27
Rules for Task Existence:
1. If the Keep Links to other tasks option is selected and the task does not exist then its duration is
set to zero & any resource requirements are set to zero. The effect of its duration & resources on
the project is therefore removed.
2. If the Remove Links to other tasks option is selected and the task does not exist then it is ignored –
Ignoring a task removes the task & all preceding & succeeding links. (This may arouse a situation
wherein there may be open ends in project in a particular iteration).

28
5.4 Probabilistic Branching
Probabilistic branching allows you to model the risk of outcomes occurring in a project. It is
used when the outcomes are exclusive, i.e. only one of the many outcomes occurs

Imagine a situation wherein there are chances that archaeological remains may be found
while excavating. In such case the following probable outcomes are probable:

a. Archaeological remains found that needs expert removal (50% chance; duration= 10d;
cost= Rs 5000)

b. Archaeological remains found which do not need expert removal (50% chance; duration=
0d; cost= Rs. 0)

Now we need to modify the existing plan as shown below.

29
Rules for Probabilistic branching:
1. Succeeding tasks can have a probability of 100%.
2. When there are two or more succeeding tasks with less than 100% probability, all of those
probabilities must add up to 100%.
3. If there is only one task with a probability less than 100%, then it can have any probability.
4. A task that has more than one predecessor has to have a probability of 100% (such tasks are
shown with an * mark on the ‘Risks-Probabilistic Branch’ tab.

30
5.5 Probabilistic Links
Probabilistic links allow you to model the probability of a link between two tasks existing or
not existing.

Select the task “Structure Complete”. Add the probabilistic link risk to its predecessors as
shown below.

Rules for Probabilistic Links:

1. Preceding links can have a probability of 100%.

2. When there are two or more preceding links with less than 100% probability, all of those
probabilities must add up to 100%. (If one happens the others don’t)

3. If there is only one link with a probability less than 100%, then it can have any probability

31
 6
Chapter

REPORTS
6.1 Risk Histograms

Click on Risk/
Histogram View.

32
You can view the histograms for various parameters of the project or even selected tasks, viz., Durations,
Start Dates, Finish Dates, Float, Cost, etc.

33
6.2 Tornado Graphs
Tornado graphs ar used to display & rank Sensitivity, Schedule Sensivity Index, Criticality &
Cruciality values.

34
6.3 Scatter Plot
The scatter plot shows the relationship between two outputs of a risk analysis. Each point on
the scatter plot represents two values for one iteration of the risk analysis. The total number
of points is equal to the number of iterations that were run in the risk analysis.
The example below shows the relationship between the time and cost of the plan. In this
example it shows that the time to finish the plan is correlated to the cost of the plan (i.e. as
the time to complete the project increases so does the cost).
The level of correlation between the inputs is indicated by the Pearson's and Spearman's
correlation indices shown to the right of the report.

Office Building Addition

Scatter Plot

Analysis
Rs875,299
Simulation: Latin Hypercube
Rs848,558 Iterations: 1000

Rs821,817 Correlation
Entire Plan C ost

Rs795,077 Pearson's 72.1%

Spearman's 71.7%
Rs768,336

Rs741,595

Rs714,854

Rs688,113

Rs661,373

Rs634,632
26/Mar/08 15:00 03/Apr/08 16:00 11/Apr/08 17:00 20/Apr/08 09:30 28/Apr/08 10:30

Entire Plan Finish

KLG SYSTEL LIMITED

35
6.4 Schedule Check Report

36
6.5 Summary Risk Reports

Click on
Reports/
Summary Risk
Report

37
 7
Chapter

UTILITIES
7.1 Importing Pre build Plans
Click on File/ Import Plan

38
Select the source
file format

39
7.2 Exporting Pertmaster plans

The plan to be exported should be open.

Click on File/ Export Plan

40
Select the destination & format for the output file.

41
 8
Chapter

RISK REGISTER

• Open the Risk register & add the following risks to the register

42
• In the Mitigation Tab, add the
following mitigation plan & post
mitigation scoring for the risk “Board
Approvals Delayed”.

43
• Click on the waterfall
chart tab. This will
show the risk score
plotted against time.

• Click on the Quantitative Tab.

• Click on the Pre-Mitigated tab.
• Click on the Risk View Tab.
• Select the risk “ Board Approval Delayed.”
• In the right hand pane select the task “OBA 0040”. The risk is now mapped to the
task.

Clicking on the quantified tab will allow you to edit the grayed parameters.
You may also build Pre- Mitigated & Post Mitigated plans. Follow instructions from your
tutor.

44
45