A presentation proposing one method of integrating and managing a mega-project portfolio through the use of a KIM schedule without losing interproject relationships key to critical path calculation. RCF Method-1 uses P6 as the only tool required to manage, execute and control the project schedule regardless of its daunting size. Here is a proposal on a workable method that will support accurate, quick date analysis and timely decision making.

1. MEGA-PROJECT
SCHEDULE INTEGRATION
AND MANAGEMENT
RCF METHOD-1
Rufran C. Frago, P. Eng., PMP®, CCEC, PMI-RMP®
Revision 0: August 6, 2013

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AnnouncementAnnouncement
More learning related to the subject can be found in the book "Risk-based Management in the World
of Threats and Opportunities: A Project Controls Perspective." It is now available in paperback and
Kindle edition at Amazon.com. Follow the hyperlinks below for more information.
http://www.amazon.com/RUFRAN-C.-FRAGO-PMI-RMP/e/B01055MPYI
http://www.amazon.com/dp/B0104OFUDI/ref=rdr_kindle_ext_tmb
https://www.amazon.com/author/rufrancfrago
The book provides new/additional knowledge to project management practitioners (beginners to
experts), risk management specialists, project controls people, estimators, cost managers, planners
and schedulers, and for students of undergraduate courses in Risk Management.
The sectional contents offer practical and common sense approach to identifying/managing risks. It
is a must have for company managers, directors, supervisors, aspiring industry professionals, and
even those students fresh from high school. The material is especially design to start with the
foundational principles of risk gradually bringing the reader to deeper topics using a conversational
style with simple terminologies. You can grab a copy now.
https://youtu.be/wxWgYUhiWos
Source:
Frago, R., 2015.Risk-based Management in the World of Threats and Opportunities: A Project
Controls Perspective

4. Effectively managing the overall and overarching
schedule of a super mega-project portfolio has always
been a challenge to all Project Managers. In spite of
having divided the project into smaller pieces or sub-
projects, the size issue remains because each
supposedly smaller project is still quite sizeable, perhaps
several hundred million, half a Billion to a Billion or more
each.
In this presentation, I have experimented on a theoretical
mega-project portfolio using a pilot model that I have
divided into five (5) Major Sub-Projects or Areas, each one
of them approximately $1B to $2.5B each.
Primavera Enterprise Project Portfolio Management P6.7
SP4 was used in this study.
Effectively managing the overall and overarching
schedule of a super mega-project portfolio has always
been a challenge to all Project Managers. In spite of
having divided the project into smaller pieces or sub-
projects, the size issue remains because each
supposedly smaller project is still quite sizeable, perhaps
several hundred million, half a Billion to a Billion or more
each.
In this presentation, I have experimented on a theoretical
mega-project portfolio using a pilot model that I have
divided into five (5) Major Sub-Projects or Areas, each one
of them approximately $1B to $2.5B each.
Primavera Enterprise Project Portfolio Management P6.7
SP4 was used in this study.
4
FOREWORDFOREWORD

5. KIMs = Key Interface Milestones
MS = Milestone
RD = Remaining Duration
DD = Data Date
CP = Critical Path
CPM = Critical Path Method
SME = Subject Matter Expert
IPL = Inter-project Links
KIMs = Key Interface Milestones
MS = Milestone
RD = Remaining Duration
DD = Data Date
CP = Critical Path
CPM = Critical Path Method
SME = Subject Matter Expert
IPL = Inter-project Links
5
ACRONYMS and DEFINITIONSACRONYMS and DEFINITIONS

6. Construction of a Mega-Project Portfolio to the
tune of 10 Billion Dollars
The portfolio was divided into five (5) Major Project
Areas of approximately $1B to $2.5B each
Each area schedule was defined down to the work
package level
The number of activities in each of the five
schedule ranges from 7,000 to 10,000
Total number of activities of the project portfolio
is about 43,000 activities
The five (5) sub-projects are all EPC/S projects and
can be further divided into phase components.
Construction of a Mega-Project Portfolio to the
tune of 10 Billion Dollars
The portfolio was divided into five (5) Major Project
Areas of approximately $1B to $2.5B each
Each area schedule was defined down to the work
package level
The number of activities in each of the five
schedule ranges from 7,000 to 10,000
Total number of activities of the project portfolio
is about 43,000 activities
The five (5) sub-projects are all EPC/S projects and
can be further divided into phase components.
6
Pilot Model is representing:Pilot Model is representing:

7. 1. Full integration using hard linking between areas is
daunting and half of the SMEs oppose it.
2. It was pointed out that calculation of CP needs all the
linked schedules to be opened before F9 (P6
calculation). The schedule is just too large to maintain
good control.
3. However, everyone knows that without those IPL, a
fast-accurate CP identification is not available.
4. The project would like to use a KIM table outside of
Primavera to manage the overall project portfolio.
5. I have big reservations using a separate KIM table as a
tool to consolidate date information.
6. Using a separate application seems like managing the
overall schedule using two versions of the truth. IMHO,
it is dangerous.
1. Full integration using hard linking between areas is
daunting and half of the SMEs oppose it.
2. It was pointed out that calculation of CP needs all the
linked schedules to be opened before F9 (P6
calculation). The schedule is just too large to maintain
good control.
3. However, everyone knows that without those IPL, a
fast-accurate CP identification is not available.
4. The project would like to use a KIM table outside of
Primavera to manage the overall project portfolio.
5. I have big reservations using a separate KIM table as a
tool to consolidate date information.
6. Using a separate application seems like managing the
overall schedule using two versions of the truth. IMHO,
it is dangerous.
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ISSUES TO TACKLEISSUES TO TACKLE

8. ∗ To come up with a workable alternative
to the most common KIM Schedule
Management method of using a flat file
from a separate application.
∗ To come up with a method that preserve
the Critical Path calculation and
identification.
∗ To propose a method that does not
require opening the whole project
portfolio at the same time to do a one
time F9 (calculate)
∗ To come up with a workable alternative
to the most common KIM Schedule
Management method of using a flat file
from a separate application.
∗ To come up with a method that preserve
the Critical Path calculation and
identification.
∗ To propose a method that does not
require opening the whole project
portfolio at the same time to do a one
time F9 (calculate)
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OBJECTIVESOBJECTIVES

9. ∗ To simplify the management of the Overall
schedule though the use of a KIM Schedule
without losing that essential inter-project
relationships nor limited by the Project
Portfolio’s sheer size
∗ To propose a workable method that will
support accurate, quick date analysis and
timely decision making.
∗ To do away the time-consuming collection
of data by offering a common work
environment and promoting “what you see
is what you get” information quality
∗ To simplify the management of the Overall
schedule though the use of a KIM Schedule
without losing that essential inter-project
relationships nor limited by the Project
Portfolio’s sheer size
∗ To propose a workable method that will
support accurate, quick date analysis and
timely decision making.
∗ To do away the time-consuming collection
of data by offering a common work
environment and promoting “what you see
is what you get” information quality
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OBJECTIVES … (CONTINUATION)OBJECTIVES … (CONTINUATION)

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SAMPLE HIGH LEVEL KIMs MAPPINGSAMPLE HIGH LEVEL KIMs MAPPING
4 KIMs
2 KIMs
3 KIMs
3 KIMs
3 KIMs
3 KIMs
KIM1
KIM2
KIM3
KIM4
18 KIMS
TOTAL
02Sep13-08Jan15
06May14-01May15
KIM5
KIM6 KIM13
KIM14
KIM15
KIM7
KIM8
KIM9
KIM10
KIM11
KIM12
KIM16
KIM17
KIM18
22Mar15-30Aug16
06Jan16-05Mar17
08May15-02May16
Note that a Mega-Project can easily have 100 to 200 KIMs. The
one shown below was put together to facilitate understanding.
Note that a Mega-Project can easily have 100 to 200 KIMs. The
one shown below was put together to facilitate understanding.

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4 KIMs
2 KIMs
3 KIMs
3 KIMs
3 KIMs
3 KIMs
18 KIMS TOTAL
02Sep13-08Jan15
06May14-01May15
22Mar15-30Aug16
06Jan16-05Mar17
08May15-02May16
EACH PROJECT AREA HAS A SEPARATE EPSEACH PROJECT AREA HAS A SEPARATE EPS

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CREATE THE OVERALL
MILESTONE SCHEDULE
CREATE THE OVERALL
MILESTONE SCHEDULE
Create a separate EPS Node for the Overall MS
Schedule.
Create the Overall MS Schedule.
Open the empty schedule and add all the approved
KIM activities (see below).
Create a separate EPS Node for the Overall MS
Schedule.
Create the Overall MS Schedule.
Open the empty schedule and add all the approved
KIM activities (see below).

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THE KIM SCHEDULE IS PLACED IN
A SEPARATE EPS NODE
THE KIM SCHEDULE IS PLACED IN
A SEPARATE EPS NODE

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KINDS OF PROJECT INTERFACEKINDS OF PROJECT INTERFACE
ONE-SIDED INTERFACE (SINGLE DEPENDENCY)
TWO-SIDED INTERFACE (MUTUAL DEPENDENCY)
06May14-01May15
22Mar15-30Aug16
08May15-02May16
3 KIMs
3 KIMs
4 KIMs
2 KIMs 06May14-01May15
02Sep13-08Jan15

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SETTING UP THE SCHEDULESETTING UP THE SCHEDULE
1. Develop and finalize the project Execution Schedule.
This is most likely a level-3 schedule which is down to
the Work Package Level.
2. Each of the five major project areas should have a
separate EPS Node each containing an EPC/S
integrated area schedules.
3. Create an Integrated Key Interface Milestone Schedule
containing all the KIMs in a separate EPS. These
contains all KIMs only.
4. The Deliverer and the Requestor shares a common
milestone in the KIM schedule.
5. Baseline the Level 3 and the KIM Schedule.
6. Upon stakeholder’s sign-off & approval, publish the
KIMs BL Schedule.
7. Use the KIM Schedule to monitor & control the project.
1. Develop and finalize the project Execution Schedule.
This is most likely a level-3 schedule which is down to
the Work Package Level.
2. Each of the five major project areas should have a
separate EPS Node each containing an EPC/S
integrated area schedules.
3. Create an Integrated Key Interface Milestone Schedule
containing all the KIMs in a separate EPS. These
contains all KIMs only.
4. The Deliverer and the Requestor shares a common
milestone in the KIM schedule.
5. Baseline the Level 3 and the KIM Schedule.
6. Upon stakeholder’s sign-off & approval, publish the
KIMs BL Schedule.
7. Use the KIM Schedule to monitor & control the project.

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CREATE THE INDIVIDUAL PROJECT BASELINECREATE THE INDIVIDUAL PROJECT BASELINE
When KIM Dates are approved, create the Overall Project BaselineWhen KIM Dates are approved, create the Overall Project Baseline

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CREATE THE KIM BASELINECREATE THE KIM BASELINE

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MAKE SURE THAT THE KIMS ARE
LINED UP WITH THEIR BL BEFORE
THE FIRST UPDATE
MAKE SURE THAT THE KIMS ARE
LINED UP WITH THEIR BL BEFORE
THE FIRST UPDATE

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Move the Data Date on the Project WindowMove the Data Date on the Project Window
a) Original DD = 18-Jul-13a) Original DD = 18-Jul-13
b) Change each Project to DD = 30-Sep-13b) Change each Project to DD = 30-Sep-13

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Move the Data Date … (continuation)Move the Data Date … (continuation)
c) Change the first line & fill in to change allc) Change the first line & fill in to change all
d) Update All 5 Project Areas including the KIM Scheduled) Update All 5 Project Areas including the KIM Schedule

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SEQUENTIAL UPDATING OF THE KIM SCHEDULESEQUENTIAL UPDATING OF THE KIM SCHEDULE
1) Update Project A and the KIM Schedule1) Update Project A and the KIM Schedule

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SEQUENTIAL UPDATING … (continuation)SEQUENTIAL UPDATING … (continuation)
2) Update Project B and the KIM Schedule2) Update Project B and the KIM Schedule

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SEQUENTIAL UPDATING … (continuation)SEQUENTIAL UPDATING … (continuation)
3) Update Project C and the KIM Schedule3) Update Project C and the KIM Schedule

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SEQUENTIAL UPDATING … (continuation)SEQUENTIAL UPDATING … (continuation)
4) Update Project D and the KIM Schedule4) Update Project D and the KIM Schedule

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SEQUENTIAL UPDATING … (continuation)SEQUENTIAL UPDATING … (continuation)
5) Update Project E and the KIM Schedule5) Update Project E and the KIM Schedule

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OPEN THE KIM SCHEDULE AND RUN THE KIM
SCHEDULE VARIANCE REPORT
OPEN THE KIM SCHEDULE AND RUN THE KIM
SCHEDULE VARIANCE REPORT
1) Run the Start & Finish Dates Variance Report VS. BL1) Run the Start & Finish Dates Variance Report VS. BL

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F9 EACH AREA & RUNS AN ANALYSIS WITHOUT
OPENING THE KIM SCHEDULE
F9 EACH AREA & RUNS AN ANALYSIS WITHOUT
OPENING THE KIM SCHEDULE
Note that the primary critical path was identified.
With the date variances, this makes a good decision tool.
Note that the primary critical path was identified.
With the date variances, this makes a good decision tool.
PROJECT A

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F9 EACH AREA & RUNS THEIR… (CONTINUATION)F9 EACH AREA & RUNS THEIR… (CONTINUATION)
PROJECT B
The calculation works partially on the basis of the updated KIMs
which appears as constrains in each of the area schedule.
The calculation works partially on the basis of the updated KIMs
which appears as constrains in each of the area schedule.

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F9 EACH AREA & RUNS THEIR… (CONTINUATION)F9 EACH AREA & RUNS THEIR… (CONTINUATION)
PROJECT C

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F9 EACH AREA & RUNS THEIR… (CONTINUATION)F9 EACH AREA & RUNS THEIR… (CONTINUATION)
PROJECT D

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F9 EACH AREA & RUNS THEIR… (CONTINUATION)F9 EACH AREA & RUNS THEIR… (CONTINUATION)
PROJECT E

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1) Managing Project Interfaces by Peter Morris
2) SQRA Fundamentals Using 3-point Estimate by Rufran C. Frago
3) Managing Primavera Dbase Security using RMC by Rufran C. Frago
4) ABB, Interface Management , by Josh Caglar, P.E. and Mike Connolly,
2007, ABB Inc., Houston
5) Risk and Interdependency in Programs by Martin Vaughan, April 21, 2011,
Project Manager-Education and Opinion Website.
Additional Reading MaterialsAdditional Reading Materials

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