1. BSBPMG402A Apply Time Management Techniques 1 Apply Time Management Techniques Week 6 Project Time Processes – Part 2 C ertificate IV in Project Management 17871 Qualification Code BSB41507 Unit Code BSBPMG402A

2. BSBPMG402A Apply Time Management Techniques 2 Project Time Processes – Part 2 PMBOK Project Time Management Processes - 6.1 Define Activities 6.2 Sequence Activities 6.3 Estimate Activity Resources 6.4 Estimate Activity Duration 6.5 Develop Schedule 6.6 Control Schedule Related processes from Project Integration Management – 4.1 Develop Project Charter 4.2 Develop Project Management Plan

3. BSBPMG402A Apply Time Management Techniques 3 6.3 Estimate Activity Resources The process of estimating the type and quantities of material, people, equipment or supplies required to perform each activity Closely related to the Estimate Costs process (7.1) and normally done simultaneously Sometimes the resources are captured in project management software, most particularly human resources Supplementary registers are often maintained for non human resources Occurs during the Planning Phase Adapted from PMBOK 4 th Edition InitiationPlanning ExecutionClose Monitor Control

4. BSBPMG402A Apply Time Management Techniques 4 6.3 Estimate Activity Resources Inputs to Estimate Activity Resources Activity list and attributes Resource Calendars Resource availability and skills Staffing policies and procedures Procurement policies and procedures Tools and techniques to Estimate Activity Resources Adapted from PMBOK 4 th Edition Bottom-Up Estimating Expert Judgement Alternatives Analysis Published Estimating Data Project Management Software

5. BSBPMG402A Apply Time Management Techniques 5 6.3 Estimate Activity Resources Published Estimating Data Many industries (eg Construction) have standard production rates and unit costs for common activities Bottom-Up Estimating Decomposing activities into more detail to assist with estimation Project Management Software Can assist with planning, organising and managing resources Different levels of sophistication InitiationPlanning ExecutionClose Monitor Control Adapted from PMBOK 4 th Edition

6. BSBPMG402A Apply Time Management Techniques 6 6.3 Estimate Activity Resources Outputs of this process include – Activity Resource Requirements –Captured in project management software or supplementary registers Resource Breakdown Structure –Hierarchical chart of resources required –Commonly depicted as the project organisation structure for human resources Revised Activity List and Attributes Revised Resource Calendar –Resources marked as unavailable Adapted from PMBOK 4 th Edition InitiationPlanning ExecutionClose Monitor Control

7. BSBPMG402A Apply Time Management Techniques 7 6.4 Estimate Activity Duration The process of approximating the number of work periods needed to complete individual activities with the assigned or estimated resources Previous experience in the type of project and activities being estimated greatly helps with the accuracy of duration estimates Duration is a function of work effort and resources Most project management software can perform this function Occurs during the Planning Phase Adapted from PMBOK 4 th Edition InitiationPlanning ExecutionClose Monitor Control

8. BSBPMG402A Apply Time Management Techniques 8 6.4 Estimate Activity Duration Inputs to Estimate Activity Duration Activity list and attributes Activity Resource requirements and estimates Resource Calendars Project Scope Statement Productivity metrics and estimating data Tools and techniques to Estimate Activity Duration Adapted from PMBOK 4 th Edition Three-Point Estimating Expert Judgement Analogous Estimating Parametric Estimating Reserve Analysis

9. BSBPMG402A Apply Time Management Techniques 9 6.4 Estimate Activity Duration Analogous Estimating Develops duration estimates based on previous projects with similar size, risk and complexity Relies heavily of expert judgement and previous experience Less costly and less time consuming than other methods Least accurate Most common form of duration estimating Parametric Estimating Duration is quantified by multiplying the quantity of work by the labour hours required Relies on published estimating data Common in Construction InitiationPlanning ExecutionClose Monitor Control Adapted from PMBOK 4 th Edition

10. BSBPMG402A Apply Time Management Techniques 10 6.4 Estimate Activity Duration Three-Point Estimates - PERT Calculates the Expected activity duration based on the weighted average of the Most Likely, Optimistic and Pessimistic estimates Often more accurate than other methods and quantified range of uncertainty Reserve Analysis Inclusion of contingency Can be calculated for each activity Can be calculated for entire project Often a percentage based on risk or complexity InitiationPlanning ExecutionClose Monitor Control Adapted from PMBOK 4 th Edition

11. BSBPMG402A Apply Time Management Techniques 11 6.4 Estimate Activity Duration The major output of this process Activity Duration Estimates Draft or High Level Project Duration Estimate Often include some form of range of possible results Most common form of range is plus or minus - eg 2 weeks +/- 2 days – the activity could take between 8 and 12 days 3 weeks +/- 30% - the activity could take between 2 weeks and 4 weeks Adapted from PMBOK 4 th Edition InitiationPlanning ExecutionClose Monitor Control

12. BSBPMG402A Apply Time Management Techniques 12 6.5 Develop Schedule The process of analysing activity sequences, durations, resource requirements and schedule constraints to create the project schedule All this data is entered into a project scheduling tool which generates a schedule with planned dates for completing project activities An iterative process with several cycles of refinement Baseline Schedule developed in Planning Phase Simultaneous with 6.1, 6.2, 6.3 & 6.4 Adapted from PMBOK 4 th Edition InitiationPlanning ExecutionClose Monitor Control

13. BSBPMG402A Apply Time Management Techniques 13 6.5 Develop Schedule Inputs to Develop Schedule Activity list and attributes Project Schedule Network Diagrams – relationships and dependencies Activity Resource Requirements Resource Calendars Activity Duration Estimates Project Scope Statement Project Scheduling Tool Scheduling Methodology and Standards Overall Project Calendar and Priorities Adapted from PMBOK 4 th Edition InitiationPlanning ExecutionClose Monitor Control

14. BSBPMG402A Apply Time Management Techniques 14 6.5 Develop Schedule Tools and techniques to Develop Schedule Adapted from PMBOK 4 th Edition InitiationPlanning ExecutionClose Monitor Control Critical Chain Method Scheduling Tool Schedule Network Analysis Critical Path Method Resource Levelling Schedule Compression Applying Leads & Lags What-if Scenario Analysis

15. BSBPMG402A Apply Time Management Techniques 15 Critical Path Method Was developed in the 1950s by the Dupont Corporation The Critical Path Method, abbreviated CPM, or Critical Path Analysis, is a mathematically based algorithm for scheduling a set of project activities. It takes the activities in the Work Breakdown Structure, the durations and the interdependencies, and calculates the longest path through the project. It is the longest total duration of all the activities required to complete a project Advanced techniques and calculations (such as early start and early finish dates, and late start and late finish dates) are now carried out using project scheduling tools Does a forward and backward pass through the schedule with no regard for resource limitations Critical Path & Critical Chain Adapted from PMBOK 4 th Edition

16. BSBPMG402A Apply Time Management Techniques 16 Critical Chain Method Undertakes the same form of analysis and calculations, but takes into consideration the resource availability and constraints Takes the Critical Path and resource availability to produce a resource constrained critical path OR Critical Chain It is the longest total duration of all the activities required to complete a project, considering resource availability and limitations Often done simultaneously with Critical Path Critical Path and Critical Chain Adapted from PMBOK 4 th Edition Critical Chain = Resource Constrained Critical Path

17. BSBPMG402A Apply Time Management Techniques 17 Schedule Compression Shortens the project schedule without changing project scope 1. Crashing Only works for activities where additional resources will shorten duration Does not always produce a viable schedule Always results in increased cost Sometimes results in increase risk Cost Risk Crashing leads to increased

18. BSBPMG402A Apply Time Management Techniques 18 Schedule Compression Shortens the project schedule without changing project scope 2. Fast Tracking Phases or activities normally performed sequentially are performed in parallel Only works if activities can be overlapped to shorten duration May result in rework and increased risk Can result in decreased cost Cost Risk Fast Tracking leads to decreased increased Rework increased

19. BSBPMG402A Apply Time Management Techniques 19 6.5 Develop Schedule The major outputs of this process Project Schedule –Milestone charts –Bar chart – GANTT charts –Project Schedule Network Diagrams – PERT Charts Schedule Baseline Revised Activity Resource Requirements Revised Activity Attributes Project Calendar Revised Risk register Adapted from PMBOK 4 th Edition InitiationPlanning ExecutionClose Monitor Control

20. BSBPMG402A Apply Time Management Techniques 20 What is a GANTT chart? Gantt charts are named after their creator, an American engineer Henry Laurence Gantt, who created the first bar charts in the early 1910’s. It converts the Work Breakdown Structure into a graphical display of a project schedule It displays the durations of all scheduled activities including the interdependencies Often also includes information on project milestones and resource allocation to activities It has become one of the most widespread project management tools due to the prevalence of MS project

21. BSBPMG402A Apply Time Management Techniques 21 Sample GANTT Charts

22. BSBPMG402A Apply Time Management Techniques 22 What is a PERT chart? PERT stands for Programme Evaluation and Review Technique It was created by a Naval scientist, Frederick Taylor, in the 1950’s It is a project management technique for determining how much time a project needs before it can be completed. Each activity is assigned a best, worst and most probably completion time estimate. These estimates are then used to determine the average completion time and are represented graphically in a network diagram

23. BSBPMG402A Apply Time Management Techniques 23 Sample PERT Charts

24. BSBPMG402A Apply Time Management Techniques 24 6.6 Control Schedule The process of monitoring the status of the project in order to update progress and manage any changes to the baseline project schedule Includes – Determining the current status of the project schedule Influencing the factors that create the schedule changes Determining that the project schedule has changed Managing changes as they occur Occurs during Monitoring & Controlling Is part of Perform Integrated Change Control (4.5) Adapted from PMBOK 4 th Edition InitiationPlanning ExecutionClose Monitor Control

25. BSBPMG402A Apply Time Management Techniques 25 6.6 Control Schedule Inputs to Control Schedule Project Management Plan Project Schedule Performance data Project Reporting standards Tools and techniques to Control Schedule Adapted from PMBOK 4 th Edition Variance Analysis Status Reports Performance Reviews Project Management Software Scheduling Tool Resource Levelling Schedule Compression Applying Leads & Lags What-if Scenario Analysis

26. BSBPMG402A Apply Time Management Techniques 26 6.6 Control Schedule The major outputs of this process Work Performance measurement Costs and impacts of variance and corrective actions Lesson learned Change Requests Project Management Plan updates –Schedule baseline –Schedule management plan –Cost baseline Project Schedule updates Status Reports Adapted from PMBOK 4 th Edition InitiationPlanning ExecutionClose Monitor Control

27. BSBPMG402A Apply Time Management Techniques 27 Team Assignment Criteria Team Assignment Components MarksBasic CompetencyHigher Competency Work Breakdown Structure including deliverable/activity duration (start and end dates) and interdependencies 5  Basic WBS presented in Excel or a table  High level deliverables and activities included  Some interdependencies are indicated  Detailed WBS in MS Project  Phases broken down into detailed deliverables and activities with appropriate indentation  Interdependencies on all activities Baselined Gantt chart indicating the critical path 5  Basic Gantt chart  Report showing critical path  Detailed Gantt chart  Report showing critical path and the duration Explanation of the tools and techniques used to estimate the activity durations and timelines 10  Basic understanding of tools and techniques  At least two estimating methods used  Advanced understanding of tools and techniques  More than two methods used and experts consulted Total2013 to 1617 to 20