BSBPMG402A Apply Time Management Techniques Apply Time Management Techniques Project Time Processes – Part 1 C ertificate IV in Project Management Qualification Code BSB41507 Unit Code BSBPMG402A

BSBPMG402A Apply Time Management Techniques Project Time Management Processes PMBOK Project Time Management Processes 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 PMBOK 4 th Edition

BSBPMG402A Apply Time Management Techniques Project Time Processes – Part 1 PMBOK Project Time Management Processes 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

BSBPMG402A Apply Time Management Techniques Learning Objectives – Part 1 1.Understand of the processes required to manage Project Time 2.Acquire the skills and knowledge required to assist with project scheduling activities 3.Explain the project scheduling process and several tools and techniques used to define and sequence activities 4.Understand the different types of logical relationships and dependencies between activities

BSBPMG402A Apply Time Management Techniques Reading – Time Processes Part 1 Please take some time to review the PMBOK Chapters 4.1, 4.2, 6.1, 6.2 This could take 30 to 45 minutes

BSBPMG402A Apply Time Management Techniques 4.1 Develop Project Charter The process of developing a document that formally defines and authorises a project by documenting the initial requirements that will satisfy the needs of the Project Sponsor and stakeholder The high level Project Timeframe is often specified during this process Any Project Timeframes specified at this stage are predictions or preferences only, they have been subject to detailed planning and scheduling processes Assumptions should be documented and formal commitments avoided Occurs during the Initiation Phase Adapted from PMBOK 4 th Edition InitiationPlanning ExecutionClose Monitor Control

BSBPMG402A Apply Time Management Techniques 4.1 Develop Project Charter Inputs into the Project Charter that have a major impact on Project Timeframe - Business need or rationale Strategic Plan Business Case assumptions Contractual requirements Methodologies, policies and procedures The output at this stage is a preferred Project Timeframe It is best specified as a range estimate eg 6 months +/- 4 weeks Assumptions made with respect to Time must be documented to prevent misunderstandings and conflict

BSBPMG402A Apply Time Management Techniques 4.2 Develop Project Management Plan This is the process of defining and documenting the actions necessary to prepare and integrate all subsidiary plans for each of the 8 key knowledge areas of project management. Good practice dictates that the Project Management Plan is baselined at the end of the Planning Phase, particularly in the areas of scope, cost and time It is progressively updated during project execution via the Perform Integrated Change Control process (PMBOK 4.5) Adapted from PMBOK 4 th Edition InitiationPlanning ExecutionClose Monitor Control

BSBPMG402A Apply Time Management Techniques The planning processes for all project management key knowledge areas are normally performed at the same time and during this process, or expanded upon shortly afterwards The relationship to Scope, Time and Cost is slightly different to the other areas of Communication, Risk, Human Resources, Quality and Procurement There are no stand alone Scope, Time or Cost Planning processes, they contained within the Develop Project Management Plan process The other key knowledge areas have discrete processes for planning that are defined in their process groups 4.2 Develop Project Management Plan Adapted from PMBOK 4 th Edition

BSBPMG402A Apply Time Management Techniques Schedule Management Plan The Schedule Management Plan is a critical output of this process and is critically connected to all the Project Time Management processes that occur within the Planning phases – (6.1 to 6.5) Often called the Time Management Plan and very often overlooked entirely, which is unfortunate as it is a critical management tool for the Project Schedule Common inclusions in the Schedule Management Plan – Schedule baseline Processes, tools and techniques used to estimate activity duration Processes to Monitor and Control time Change Control process Assumptions, dependencies and constraints Adapted from PMBOK 4 th Edition InitiationPlanning ExecutionClose Monitor Control

BSBPMG402A Apply Time Management Techniques 6.1 Define Activities Adapted from PMBOK 4 th Edition InitiationPlanning ExecutionClose Monitor Control The process of identifying the specific activities to be performed to produce the project deliverables All activities should relate to a project deliverable Takes the deliverables and work packages defined in the WBS and decomposes them into activities Activities provide the basis for estimating, scheduling, executing, and monitoring and controlling the project work Links back to the Project Objectives Occurs during Planning

BSBPMG402A Apply Time Management Techniques 6.1 Define Activities Inputs to Define Activities Scope Baseline Project Management methodologies and procedures Standard project schedules and activities Historical data on similar projects Tools and techniques to Define Activities Adapted from PMBOK 4 th Edition Templates Expert Judgement Decomposition Rolling Wave Planning

BSBPMG402A Apply Time Management Techniques 6.1 Define Activities Rolling Wave Planning – Progressively elaborate on the project plan and schedule Plan near term activities in detail and at a high level for work in the future Templates Acceptance criteria Support and training requirements Assumptions and constraints InitiationPlanning ExecutionClose Monitor Control Adapted from PMBOK 4 th Edition

BSBPMG402A Apply Time Management Techniques 6.1 Define Activities Outputs of this process include – Activity List –Includes scope of work description for each activity Activity Attributes –Progressively fleshed out during time planning processes Milestone List –Highlight significant points in project execution to focus attention on the project schedule –Can be related to contract obligations, external dependencies, completion of major deliverables or phases –Can be mandatory or for information purposes –Often used for summary level reporting Adapted from PMBOK 4 th Edition InitiationPlanning ExecutionClose Monitor Control

BSBPMG402A Apply Time Management Techniques 6.2 Sequence Activities Adapted from PMBOK 4 th Edition InitiationPlanning ExecutionClose Monitor Control The process of identifying and documenting relationships between the project activities Every activity, except the first and last, must be connected to at least one predecessor and one successor Milestones are generally connected to predecessor and successor activities with some exceptions, particularly when the milestone denotes an external dependency or a major event that is outside of the project Simplified by using project management software Occurs during Planning

BSBPMG402A Apply Time Management Techniques 6.2 Sequence Activities Adapted from PMBOK 4 th Edition Inputs to Sequence Activities Activity List and Attributes Milestone List Project Scope Statement Work Breakdown Structure Learning from past projects Tools and techniques to Sequence Activities Lead & Lag Times (advanced technique) Schedule Templates Precedence Diagramming Dependency Determination

BSBPMG402A Apply Time Management Techniques Precedence Diagramming Method This is one of the key techniques used to sequence activities in projects It has become an industry standard and underpins project management software that produces both GANTT and PERT charts Defines 4 types of logical relationships between activities 1.Finish-to-start (FS) 2.Finish-to-finish (FF) 3.Start-to-start (SS) 4.Start-to-finish (SF) Adapted from PMBOK 4 th Edition InitiationPlanning ExecutionClose Monitor Control

BSBPMG402A Apply Time Management Techniques Finish-to-start Relationships The initiation of the successor activity depends on the completion of the predecessor activity Translated this means…you can't start the 2nd activity until the 1st one is finished In a GANTT chart this is depicted as an arrow from the end of the first activity pointing to the start of the second activity Most common type of logical relationship between activities Adapted from PMBOK 4 th Edition Activity 1 Activity 2 Finish-to-start

BSBPMG402A Apply Time Management Techniques Finish-to-finish Relationships Adapted from PMBOK 4 th Edition The completion of the successor activity depends on the completion of the predecessor activity Translated this means…one activity must end before the other can end In a GANTT chart this is depicted as an arrow from the end of the first activity pointing to the end of the second activity and the end dates need to be the same Activity 1 Activity 2 Finish-to-finish

BSBPMG402A Apply Time Management Techniques Start-to-start Relationships The initiation of the successor activity depends on the initiation of the predecessor activity Translated this means…one activity cannot start until the other activity has started In a GANTT chart this is depicted as an arrow from the start of the first activity pointing to the start of the second activity and the start dates need to be the same Adapted from PMBOK 4 th Edition Activity 1 Activity 2 Start-to-start

BSBPMG402A Apply Time Management Techniques Start-to-finish Relationships The completion of the successor activity depends on the initiation of the predecessor activity Translated this means…the second activity can’t finish until the first activity starts Very RARE and not available in some project management software In a GANTT chart this is depicted as an arrow from the start of the first activity pointing to the end of the second activity Adapted from PMBOK 4 th Edition Activity 1 Activity 2 Start-to-finish

BSBPMG402A Apply Time Management Techniques Example Relationships Finish-to-startFinish-to-finish This means Activity A must finish before Activity B can finish. Assume you’re cooking dinner and you want the turkey to finish cooking before the potatoes. Activity A is “Cook turkey” Activity B is “Cook potatoes” The finish-to-finish relationship says that the turkey must finish cooking (activity A) before the potatoes finish cooking (activity B). This relationship is based on the end times. They can each start whenever they need to, as long as they finish in this order. This means that Activity B cannot start until Activity A has completed. This is by far the most common relationship between multiple activities. Activity A is “Create the Project Charter” Activity B is “Obtain Project Charter approval from the Project Sponsor” This finish-to-start relationship would say that we must create the Project Charter before we obtain Project Charter approval from the Project Sponsor This means Activity A must start before Activity B can start. Assume that you are having your walls painted in one room and wallpaper is being hung in another room. You want to minimize the total disruption by having both activities happen at the same time. Activity A is “Paint the walls” Activity B is “Hang the wallpaper” The wallpaper hangers may be ready to go (activity B). However, the start-to-start relationship says that they cannot start until the painting starts (activity A). This relationship is based on the activity start times. The end times of each activity are not related and, in fact, one activity could end at a much later time than the other. Let’s assume that you want to fertilize your garden, but the plants must all be wet when the fertilizer is applied. Activity A is to “fertilize the garden.” Activity B is to “water the garden” The start-to-finish relationship says we need to start watering the garden (activity B) first to get the plants wet. This activity must continue until the fertilizing starts (activity A). This will ensure the plants remain wet until the fertilizer is ready to be applied. Note that you can start watering at any time and you can finish fertilizing at any time. The relationship only ties the start of activity A to the completion of activity B. Start-to-startStart-to-finish

BSBPMG402A Apply Time Management Techniques Types of Dependencies Mandatory Contractually required or inherent in the nature of the work Often involve physical limitations Discretionary Based on preferences and knowledge of best practice Can be reviewed if fast tracking of project schedules is required External A relationship between project activities and activities outside of the project and outside of the project team’s control Often regulatory Adapted from PMBOK 4 th Edition InitiationPlanning ExecutionClose Monitor Control

BSBPMG402A Apply Time Management Techniques 6.2 Sequence Activities Adapted from PMBOK 4 th Edition InitiationPlanning ExecutionClose Monitor Control Outputs of this process include – Draft Project Schedule – Most Common –High level project schedule with phases, deliverables, activities and interdependencies Project Network Diagrams –High level PERT chart excluding time estimates, shows interdependencies between all activities Project Document Updates –Changes to Activity Lists and Attributes –Changes to the Risk Register –Changes to the Work Breakdown Structure –Changes to Project Scope via Change Requests

BSBPMG402A Apply Time Management Techniques Activity Relationships Forum 1.Take some time to reflect on the 4 different types of interrelationships that are possible between project activities. 2.Reflect on projects that you have been involved with and do some online research to find your best examples, one for each of the 4 relationship types (FF, SF, FS, SS) 3.Then go to the Forum on Activity Relationships load up your examples and provide comments on the examples provided by others learners in the course Research PracticeComment

BSBPMG402A Apply Time Management Techniques Next Steps Please proceed to Time Processes Part 2 in the Learning Program. Best of Luck!