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Nowadays, Microsoft Project save file as MPP format. However Primavera allow to import file as MPX format.

So, here is the tool help you to convert MPP to MPX.

https://drive.google.com/file/d/0ByHnieTJNwKGdGVybE5LaElOcnM/view?usp=sharing

Let us first understand the terms i.e., planning & scheduling:

Planning is control of time on a project by:

·         Project Plans which optimise expenditure of time, recognise cost implications and reflect the contractual obligations for the design, procurement, construction and commissioning of plant facilities.

·         Regular updates of all project activities and their inter relationships.

·         Early indication of deviations from the approved project programme so that action can be taken to minimise their effect.

It is to be noted that key elements of plans are Scope of work and Method of execution including WBS.   

With regards to Scheduling, it is a determination of timing of events in the Project i.e., When tasks will be performed and its a reflection of plan. Here are main features of scheduling :

·         Provides comparison of actual progress against plan

·         Identify deviations from plan (problem areas)

·         Enables early corrective actions and adjustments to plan

In other words, scheduling is the science of using mathematical calculations and logic to predict when and where work is to be carried out in an efficient and time-effective sequence.

Here are some rules to minimise the chances of your plan to get failed and ensure project completes before or on time.

Ø   Most importantly, Project Planning & Scheduling must involve decisions concerning :

·         the overall strategy of how the work process is to be broken down for control;

·         how the control is to be managed;

·         what methods are to be used for design, procurement & construction;

·         the strategy for subcontracting and procurement;

·         the interface between the various participants;

·         the zones of operation and their interface;

·         maximising efficiency of the project strategy with respect to cost and time;

·         risk and opportunity management.

Ø   In the process of converting the plan into a schedule  the scheduler should determine:

·         the duration of the activities;

·         the party who will perform the activities;

·         the resources to be applied to the activities; and

·         the method of sequencing of one, or more activities in relation to other activities.

Ø   Depending upon the density of the schedule, the purpose for which it is to be used and the information available, an activity duration must be derived from following only. Any assumptions must be documented in case needs to be validated in future.

·         experience

·         industry standards

·         benchmarking

·         comparison with other projects

·         calculation from resources

·         specification.

Ø   The schedule must illustrate a realistic and practical project plan showing how the project is intended to be, in a form that is sufficiently accurate for its identified density.

Ø   Schedule must be capable of identifying the following:

·         the longest path to completion;

·         the longest path to intermediate key dates, or sectional completion dates;

·         logic and activities, which are critical from those, which are not critical to one, or more completion dates;

·         total float on each path;

·         free float on each activity, on each path;

Ø   The strategy for schedule review must take account of the development of the schedule as better information becomes available and, as the project proceeds, the increasing density of the schedule as it develops from initiation through the work on site to commissioning the completed project.

Ø   When change is imposed, scheduler must be able to identify it contemporaneously, the effect of delaying and disrupting causal events on the planned sequence and to advise team members on the likely effect of possible recovery strategies.

Ø   Risk is inevitable part of any program however if dealt well, can be brought under control. Contingency period to deal with risks should be designed to be identified separately for both the employers and the contractors risks and for those risks which are related to:

·         an activity, or chain of activities

·         a contractor, subcontractor, supplier, or other resource

·         an access, or egress date, or date of possession, or relinquishment of possession

·         the works, any defined section, and any part of the works.

Ø   For Schedule reporting , it is impracticable to use the whole of the schedule at any one time in its detail. For effective reporting it should be summarised to different degrees of summarisation for differing purposes. Most project scheduling software packages facilitate this hierarchical structuring by virtue of a summarisation, or roll-up facility.

Some basic tips:

• Do not use Mandatory Constrained dates. If a constraint has been used, then "Start on or After" can be opted. Keep use constraints as minimal as possible.
• Adopt Finish to Start logic as much as possible. Avoid SF links completely.
• No "Dangles" at all in schedule. LOE tasks could be an exception here.
• Avoid use of lags, especially long duration lags
• Keep Level 3 activities to similar levels of detail whenever possible
• Roll-ups from Level 3 to Level 2 must be "many to one" with no splitting of level 3 activities into individual level 2's
• Status activities only after confirming its reliability & source
• Make your activity ID's intelligent to identify where it belongs to.
• WBS development is must before the creation of schedule
• Avoid changing RD just to keep the activity out of critical path
• Identify Key Events and Drop Dead Times before developing the plan
• Schedules needs not to be way too detailed.
• Be realistic irrespective of pressure from Client, Project Managers and Engineering/Construction leads.
• Avoid "tweaking" of the logic to "make it fit."
• Activities must be linear and sequential (Finish-to-Start), instead of being overlapped, i.e., successor starts before the predecessor - a version of "fast-tracking" at the molecular level.
• Planning procedure should encompass familiarisation, outline plan, strategic plan and detailed plan along with planning method statement
• Do not deceive (to mislead by a false appearance or statement). Don't mislead the schedule by false appearance
• Get buy-in from the responsible owners of the plan. In absence of this, plan is no more than a worthless piece of paper.
• Ensure the calendars are set before developing the plan to includes the holidays and working hours restrictions, if any.
• Activity codes should identify the various attributes of the schedule as fields, the values of which will facilitate organisational changes, and facilitate filtering of important parts of the schedule.
• Schedule review must check for buildability, content, integrity, constraints, open end tasks, long lags, negative lags, ladders and critical paths to name a few.

Summary:

Don't twist the plan, contort the plan, reduce the plan, expand the plan, modify the plan, distort the plan, adjust the plan, change the plan.. Instead, follow the plan..

For that reason, Civil Works Installation drawings (page 88), complete with all underground objects and networks, are required very early, for construction reasons, as completion of civil works is a pre-requisite for mechanical works to proceed.

The irony is that these drawings come last in the Engineering work sequence. Take the example of the drains. This is the last network Process engineer will care about… It will nevertheless be a show stopper for the installation of process lines, which will have been designed much earlier.

-In the design method of the project plan, there is always a leader who will initially govern the work that will be enforced throughout the process. There are different means of establishing a project plan. Whether one desires to use software that has been pre-planned or a course of action that calls for self-designation origin, all have certain commonalities that might include:

-Measurable Goal Setting. There must an idea as to where the project is going and in a given time frame what is to be accomplished. The goals must be obtainable and able to gauge. A given time frame must be set to complete a specific sector of the project assigned to certain individuals and that responsibility must be monitored, measured, and a record kept of events by an appointee. This is especially important in situations where each portion of the project relies on completion of another.

-Identifying deliverables. Deliverables can be defined as changes that were made or something new that has been added to accomplish the goals. At any rate, the deliverable should be identified, stating what different steps were used, apart from the original, to meet the achieved goals. Make sure that deliverables are given to an authorized individual and approved. 

-Schedule Planning. Deciding how to use the timeframe that has been given to complete a project to meet the specified goal is important. This route will help one to understand what can be reasonably accomplished, use time wisely, provide extra time for the uncertainties, and to lessen overextension of oneself.
 

-Support plans. These plans include the process that will be used to accomplish the goals of the project. What approach will be used?What are the requirements for reaching the goals of the project? 

Back up plans. For every project that is planned there has to be some type of back up plan. If any part of the original procedures fail or has to be completely changed, there should be another avenue available to take its place. This will lessen the amount of set backs, reassuring that the time allocation that has been set for the project to be finished is met. 
 

Benefits of Project Planning
-Timely completion of project. Time is of the essence and with project planning one can be assured that the project will be completed on target.
-Uninterrupted work flow. In addition, project planning will lessen the disruption of work and allow for continuous progression without a lot of delays.
-Cost Control. The expenditure for the project will be decreased because the monies have been previously allocated and planned to the last penny as to what will be spent on what and when.
-Decreased changes. A work in progress is unsuccessful if there are many changes that have to be carried out and reworked. Project planning reduces these occurrences to the minimal.
-Keeps management informed. Project planning keeps management informed with timely reports as to the status of the project. No one has to guess or wonder what is actually going on, but information will be provided through memos, emails, etc.
-Stability. There is strength among the assigned workers when there is a project paln. Each individual has a clear understanding of what he or she is responsible for and when it is due. Project planning assures that the participants are running the project, instead of the project running them.

- a good system in place for design changes. First, develop a strong resistance to design change and habit to strive to find alternatives. For changes that cannot be avoided, early implementation by means of identification of all impacts, prompt actions (E, P, C) and precise dedicated follow-up of implementation of all actions,

- focus and control of key vendor drawings (interface dwgs: GA, foundation and loads, piping connection, load list, PID, control narrative, C&E), avoiding engineering hold up due to vendor information,

- proper organisation for spooling, reducing the lag between design and shop ISOs, such organisation integrates both engineering and the construction contractor,

- definition of relevant early work packages, with construction, during construct-ability workshop,

- maintain up-to date bill of quantities, e.g., list of steel structures to be erected, with dwgs and material delivery dates, for Site to plan adequate resources,

- provide Site with adequate and updated list of items, material take-of, item count etc. to enable an accurate monitoring of the construction progress. The Construction progress shall indeed be measured against the up-dated work volumes. The later, which constitutes the "100%" will keep changing up to the end of Engineering. It is necessary that such changes are incorporated in the Construction progress measure in order to reflect the progress against the actual work volume,

- Implement a precise Engineering progress monitoring. Such as precise progress monitoring is one where steps are precisely and indisputably identified, such as with a binary status 0/1 (document not issued/document issued). Intermediate statuses, such as "document started" etc. shall not not considered. The individual document status is weighted by the number of documents to give the progress of a task consisting of the issue of multiple documents, such as P&IDs.