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

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

3. BSBPMG402A Apply Time Management Techniques 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

4. BSBPMG402A Apply Time Management Techniques Learning Objectives – Part 2 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 estimate activity resourcing and duration 4.Understand the importance of defining the Critical Path for a project 5.Understand how to control the project schedule to ensure projects can stay on track

5. BSBPMG402A Apply Time Management Techniques Reading – Time Processes Part 1 Please take some time to review the PMBOK Chapters 6.3, 6.4, 6.5, 6.6 This could take 30 to 45 minutes

6. BSBPMG402A Apply Time Management Techniques 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

7. BSBPMG402A Apply Time Management Techniques 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

8. BSBPMG402A Apply Time Management Techniques 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

9. BSBPMG402A Apply Time Management Techniques 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

10. BSBPMG402A Apply Time Management Techniques 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

11. BSBPMG402A Apply Time Management Techniques 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

12. BSBPMG402A Apply Time Management Techniques 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

13. BSBPMG402A Apply Time Management Techniques 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

14. BSBPMG402A Apply Time Management Techniques 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

15. BSBPMG402A Apply Time Management Techniques 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

16. BSBPMG402A Apply Time Management Techniques 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

17. BSBPMG402A Apply Time Management Techniques 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

18. BSBPMG402A Apply Time Management Techniques 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

19. BSBPMG402A Apply Time Management Techniques 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

20. BSBPMG402A Apply Time Management Techniques 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

21. BSBPMG402A Apply Time Management Techniques 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

22. BSBPMG402A Apply Time Management Techniques 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

23. BSBPMG402A Apply Time Management Techniques 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

24. BSBPMG402A Apply Time Management Techniques Sample GANTT Charts

25. BSBPMG402A Apply Time Management Techniques 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

26. BSBPMG402A Apply Time Management Techniques Sample PERT Charts

27. BSBPMG402A Apply Time Management Techniques 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

28. BSBPMG402A Apply Time Management Techniques 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

29. BSBPMG402A Apply Time Management Techniques 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

30. BSBPMG402A Apply Time Management Techniques Project Scheduling Forum 1.Take some time to reflect on the different tools and techniques that can be used to develop the project schedule. 2.Reflect on how schedules are developed on your projects and those within your organisations or use the case study and decide on the most appropriate methods. 3.Then go to the Forum on Project Scheduling and discuss the tools and techniques that you would recommend. Get involved in the debate about which ones are better than others and provide your rationale. Research PracticeComment

31. BSBPMG402A Apply Time Management Techniques Next Steps Please proceed to Tests & Tasks and take the Project Time Quiz. Be sure that you have participated in the Forums. Best of Luck! These are all due at the end of Week 6 in the Course Delivery Schedule