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

T A B L E O F C O N T E N T S
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. PERTMASTERS 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. PERTMASTERS 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



3
I N T R O D U C T I O N T O R I S K M A N A G E M E N T
Why do projects fail?
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.
Chapter
1
S


4
















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!!


5
BE N E F I T S O F R I S K A S S E S S M E N T
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 its unlikely to rain
everywhere and we dont 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
Chapter
2


6




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.



7
FE A T U R E C O M P A R I S O N L I S T
While both of PERTMASTERs 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
Risk Analysis
3 Optional fixed seed point

4 Fixed # iterations/iterate until convergence

5 Duration/cost sensitivity

6
10 distribution types (Triangular, Uniform,
Normal, BetaPert, BetaPert modified,
LogNormal, Discrete, Trigen,
General/Custom)

Risk Register
7 Customizable risk log

8 PI matrices

9 Waterfall diagrams

10 Mitigation planning

Qualitative
Risk Analysis
11
Generation of Risk Event Plans from risk
register

12 Alternate scenario modeling

13 XLS integration

Chapter
3


8
Primavera
14 P3 Project Planner

15 SureTrak

16
Enterprise (including P3e/c, TeamPlay, IT
Project Manager)

17 Primavera Contractor

18
Pertmaster data pushed back into the
Primavera schedule

19
Support for Primavera Java API v3.51, v4,
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
Modeling
28 Internal rate of return

29 Probabilistic cash flow



Resource
Modeling
30 Hierarchical resources

31 Resource uncertainty





9
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
Reporting
50 Criticality

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
Interface
59
Execution of pre-created macros

60
Customizable macro menu



10
PE R T M A S T E R s P L A N N I N G T O O L S
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 PERTMASTERs 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

























Chapter
4


11
2. Select Pertmaster
Plan.
Click Open






















3. Fill in the details of
the Project









4. Click OK












12
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



13
4.3 Preparing the Activity List
Exercise 3:
Add the following Activities in the respective WBS already created earlier.


Name
(Activity ID)
Description
Remaining
Duration
(days)
Activity
Type
OBA 0000 Office Building Addition summary
OBA 0010 Design and Engineering summary
OBA 0020
Start Office Building Addition
Project
0
start
milestone
OBA 0030 Design Building Addition 23 normal
OBA 0040 Review and Approve Designs 9 normal
OBA 0050
Review Technical Data for Heat
Pump
13 normal
OBA 0060 Foundation summary
OBA 0070 Begin Building Construction 0
start
milestone
OBA 0080 Site Preparation 18 normal
OBA 0090 Excavation 10 normal
OBA 0100 Install Underground Water Lines 5 normal
OBA 0110
Install Underground Electric
Conduit
5 normal
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


14
OBA 0160 Foundation Phase Complete 0
finish
milestone
OBA 0170 Structure summary
OBA 0180 Erect Structural Frame 20 normal
OBA 0190 Begin Structural Phase 0
start
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
OBA 0250 Structure Complete 0
finish
milestone
OBA 0260 Mechanical/ Electrical Systems summary
OBA 0270 Rough- In Phase Begins 0
start
milestone
OBA 0280 Rough In Complete 0
finish
milestone
OBA 0290 Elevator summary
OBA 0300
Install Elevator Rails and
Equipment
1 normal
OBA 0310 Install Elevator Cab and Finishes 2 normal
OBA 0320 Plumbing and Electrical summary
OBA 0330
Set Mechanical and Electrical
Equipment
15 normal













































OBA 0340 Rough- In Plumbing/ Piping 1 normal


15
OBA 0350 Install Wiring and Cable 15 normal
OBA 0360 Connect Equipment 1 normal
OBA 0370 Exterior Finishes summary
OBA 0380 Close- In Phase Begins 0
start
milestone
OBA 0390 Building Enclosed 0
finish
milestone
OBA 0400 Brick summary
OBA 0410 Assemble Brick Samples 0
start
milestone
OBA 0420
Review and Approve Brick
Samples
10 normal
OBA 0430
Prepare and Solicit Bids for Brick
Exterior
3 normal
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
OBA 0520
Install Exterior Doors and
Windows
2 normal
OBA 0530 Interior Finishes summary


16
OBA 0540 Drywall in Offices 15 normal
OBA 0550 Touch- up and Clean- up 1 normal
OBA 0560 Finishes Complete 0
finish
milestone
OBA 0570 Punch List 2 Normal
OBA 0580 Building Addition Complete 0
Finish
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
(Activity ID)
Description Predecessors Relationship
Lag
(Days)
OBA 0000 Office Building Addition
OBA 0010 Design and Engineering
OBA 0020
Start Office Building
Addition Project

OBA 0030 Design Building Addition OBA 0020 FS 0
OBA 0040
Review and Approve
Designs
OBA 0030 FS 0
OBA 0050
Review Technical Data
for Heat Pump
OBA 0040 FS 0
OBA 0060 Foundation
OBA 0070
Begin Building
Construction
OBA 0040 FS 0
OBA 0080 Site Preparation OBA 0070 SS 0


17
OBA 0090 Excavation OBA 0080 FS 0
OBA 0100
Install Underground
Water Lines
OBA 0090 FS 0
OBA 0110
Install Underground
Electric Conduit
OBA 0090 FS 0
OBA 0110 FS 0
OBA 0120
Form/ Pour Concrete
Footings
OBA 0100 FS 0
OBA 0130
Concrete Foundation
Walls
OBA 0120 FS 0
OBA 0140 Form and Pour Slab OBA 0130 FS 0
OBA 0150
Backfill and Compact
Walls
OBA 0140 FS 0
OBA 0160
Foundation Phase
Complete
OBA 0150 FS 0
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
OBA 0220
Erect Stairwell and
Elevator Walls
OBA 0210 FS 0
OBA 0230 Concrete Basement Slab OBA 0210 FS 0
OBA 0240 Concrete Second Floor OBA 0210 FS 0
OBA 0240 FS 0
OBA 0230 FS 0 OBA 0250 Structure Complete
OBA 0220 FS 0
OBA 0260
Mechanical/ Electrical
Systems



18
OBA 0270 Rough- In Phase Begins OBA 0330 FS 0
OBA 0050 FS 0
OBA 0390 FS 0
OBA 0270 FS 0
OBA 0330 FS 0
OBA 0300 FS 0
OBA 0280 Rough In Complete
OBA 0360 FS 0
OBA 0290 Elevator
OBA 0220 FS 0
OBA 0300
Install Elevator Rails and
Equipment
OBA 0270 FS 0
OBA 0390 FS 0
OBA 0310
Install Elevator Cab and
Finishes
OBA 0280 FS 0
OBA 0320 Plumbing and Electrical
OBA 0330
Set Mechanical and
Electrical Equipment
OBA 0210 SS 7
OBA 0340
Rough- In
Plumbing/ Piping
OBA 0330 FS 4
OBA 0390 FS 0
OBA 0350 Install Wiring and Cable
OBA 0340 SS 5
OBA 0050 FS 0
OBA 0390 FS 0
OBA 0330 FS 0
OBA 0360 Connect Equipment
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
OBA 0420
Review and Approve
Brick Samples
OBA 0410 FS
0



19
OBA 0430
Prepare and Solicit Bids
for Brick Exterior
OBA 0420 FS 0
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
OBA 0470 FS 0
OBA 0490
Insulation and Built- up
Roofing
OBA 0520 FF 0
OBA 0500 Doors and Windows
OBA 0510
Install Door and Window
Frames
OBA 0470 SS 5
OBA 0520
Install Exterior Doors
and Windows
OBA 0510 FS 0
OBA 0530 Interior Finishes
OBA 0390 FS 0
OBA 0540 Drywall in Offices
OBA 0280 FS 0
OBA 0040 FS 0
OBA 0540 SS 7 OBA 0550 Touch- up and Clean- up
OBA 0310 FS 0
OBA 0560 Finishes Complete OBA 0550 FS 0
OBA 0570 Punch List OBA 0560 FS 0
OBA 0570 FS 0
OBA 0580
Building Addition
Complete
OBA 0540 FS 0



20
4.5 Creating a calendar for work
1. Click on Plan.



2. Click on
Calendars.







3. Click on New.



4. Enter Calendar name.








21

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








22
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.




23
4.7 Resource Assignments
Assign the resources as given in the following table:
Name
(Activity ID)
Description Resource Units
OBA 0030 Design Building Addition CIVENG 1
OBA 0080 Site Preparation
LABOURER
CRANE
10
1
OBA 0090 Excavation
LABOURER
CRANE
10
1
OBA 0120 Form/ Pour Concrete Footings
CEMENT
LABOURER
200
5
OBA 0150 Backfill and Compact Walls
CEMENT
LABOURER
100
5
OBA 0220 Concrete First Floor
CRANE
LABOURER
CEMENT
1
7
150
OBA 0230 Concrete Basement Slab
CEMENT
LABOURER
150
5
OBA 0240 Concrete Second Floor
CEMENT
LABOURER
125
5
OBA 0470 Brick Exterior Walls
LABOURER
BRICKS
5
1000



24
PE R T M A S T E R s R I S K A N A L Y S I S T O O L S
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
(Activity ID)
Description
Distribution
type
Minimum
Most
Likely
Maximum
OBA 0030
Design Building
Addition
Triangle 18d 23d 25d
OBA 0040
Review and Approve
Designs
Triangle 9d 9d 13d
OBA 0050
Review Technical Data
for Heat Pump
Triangle 13d 13d 17d
OBA 0080 Site Preparation Trigen 16d(15) 18d 25d(90)
OBA 0090 Excavation Trigen 9d(10) 10d 15d(75)
OBA 0120
Form/ Pour Concrete
Footings
BetaPert 8d 10d 14d
OBA 0130
Concrete Foundation
Walls
Triangle 8d 10d 13d
OBA 0200 Floor Decking Triangle 13d 14d 18d
OBA 0210 Concrete First Floor Triangle 12d 15d 20d

Chapter
5


25
C
u
m
u
l
a
t
i
v
e

F
r
e
q
u
e
n
c
y
H
i
t
s
0
22
44
66
88
110
Distribution (start of interval)
28/Mar/08 15:00 11/Apr/08 16:30 26/Apr/0809:30 10/May/08 11:00
5% 07/Apr/0811:30
10% 09/Apr/0812:00
15% 10/Apr/0814:30
20% 12/Apr/0809:30
25% 12/Apr/0816:30
30% 14/Apr/0816:00
35% 15/Apr/0815:30
40% 16/Apr/0814:30
45% 17/Apr/0814:30
50% 18/Apr/0812:30
55% 19/Apr/0811:00
60% 21/Apr/0809:30
65% 22/Apr/0809:30
70% 22/Apr/0817:30
75% 23/Apr/0817:00
80% 24/Apr/0816:30
85% 26/Apr/0809:30
90% 28/Apr/0812:30
95% 30/Apr/0813:00
100% 10/May/08 12:30
Analysis
Simulation: Latin Hypercube
Iterations: 1000
Convergence at mean
Mean Plan Finish Date:
Converged in 200 iterations
(variation <0.1% over 100 iterations)
Mean Total Plan Cost:
Converged in 277 iterations
(variation <0.1% over 100 iterations)
Statistics
Minimum: 28/Mar/08 15:30
Maximum: 10/May/08 12:30
Mean: 18/Apr/08 15:00
MaxHits: 122
Std Deviation: 124.7
Selected Confidence
60%: 21/Apr/08 09:30
Deterministic Finish: 09/Apr/08 15:30
Probability 12%
Office Building Addition
Entire Plan : Finish Date
KLG SYSTEL LIMITED
You may now run the Risk Analysis!! Your Risk Histogram should look similar to the one
shown below.

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


26
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!



27
5.3 Task Existence Risk
Imagine a situation wherein there are 75 % chances that during excavation ground water
may be found.


















28











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).











29
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.

















30








































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.


31
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 dont)
3. If there is only one link with a probability less than 100%, then it can have any probability


32
RE P O R T S
6.1 Risk Histograms

Click on Risk/
Histogram View.
















Chapter
6


33

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







34
6.2 Tornado Graphs
Tornado graphs ar used to display & rank Sensitivity, Schedule Sensivity Index, Criticality &
Cruciality values.



35
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
Rs634,632
Rs661,373
Rs688,113
Rs714,854
Rs741,595
Rs768,336
Rs795,077
Rs821,817
Rs848,558
Rs875,299
E
n
t
i
r
e

P
l
a
n


C
o
s
t
Office Building Addition
Scatter Plot
KLG SYSTEL LIMITED
Analysis
Simulation: Latin Hypercube
Iterations: 1000
Correlation
Pearson's 72.1%
Spearman's 71.7%
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.



36
6.4 Schedule Check Report


























37

6.5 Summary Risk Reports

Click on
Reports/
Summary Risk
Report






38
UT I L I T I E S
7.1 Importing Pre build Plans
Click on File/ Import Plan











Chapter
7


39

Select the source
file format

















40
7.2 Exporting Pertmaster plans

The plan to be exported should be open.
Click on File/ Export Plan






















41
Select the destination & format for the output file.





















42
RI S K R E G I S T E R
Open the Risk register & add the following risks to the register
Chapter
8


43



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



















44

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.


45