BSBPMG402A Apply Time Management Techniques1
Apply TimeManagement Techniques
Week 6Project Time Processes – Part 2
Certificate IV in Project Management 17871Qualification Code BSB41507
Unit Code BSBPMG402A
BSBPMG402A Apply Time Management Techniques2
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
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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 4th Edition
Initiation Planning Execution Close
Monitor
Control
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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 4th Edition
Bottom-UpEstimating
ExpertJudgement
AlternativesAnalysis
PublishedEstimating
Data
ProjectManagement
Software
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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 Initiation Planning Execution Close
Monitor
Control
Adapted from PMBOK 4th Edition
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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 4th Edition
Initiation Planning Execution Close
Monitor
Control
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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 4th Edition
Initiation Planning Execution Close
Monitor
Control
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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 4th Edition
Three-PointEstimating
ExpertJudgement
AnalogousEstimating Parametric
Estimating
ReserveAnalysis
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6.4 Estimate Activity Duration
• Analogous EstimatingDevelops 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 EstimatingDuration is quantified by multiplying the quantity of work by
the labour hours required
Relies on published estimating data
Common in Construction
Initiation Planning Execution Close
Monitor
Control
Adapted from PMBOK 4th Edition
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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
Initiation Planning Execution Close
Monitor
Control
Adapted from PMBOK 4th Edition
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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 4th Edition
Initiation Planning Execution Close
Monitor
Control
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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 4th Edition
Initiation Planning Execution Close
Monitor
Control
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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 PrioritiesAdapted from PMBOK 4th Edition
Initiation Planning Execution Close
Monitor
Control
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6.5 Develop Schedule
• Tools and techniques to Develop Schedule
Adapted from PMBOK 4th Edition
Initiation Planning Execution Close
Monitor
Control
Critical ChainMethod
SchedulingTool
ScheduleNetworkAnalysis Critical Path
Method
ResourceLevelling
ScheduleCompression
ApplyingLeads &
Lags
What-ifScenarioAnalysis
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• Critical Path MethodWas 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 4th Edition
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• Critical Chain MethodUndertakes 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 4th Edition
Critical Chain = Resource Constrained Critical Path
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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
RiskCrashing leads to
increased
increased
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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 costCost
Risk
Fast Tracking leads to
decreased
increased
Reworkincreased
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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 4th Edition
Initiation Planning Execution Close
Monitor
Control
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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
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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
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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 4th Edition
Initiation Planning Execution Close
Monitor
Control
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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 4th Edition
VarianceAnalysis
StatusReports
PerformanceReviews
ProjectManagement
Software
SchedulingTool
ResourceLevelling
ScheduleCompression
ApplyingLeads &
Lags
What-ifScenarioAnalysis
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6.6 Control Schedule
• The major outputs of this processWork 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 4th Edition
Initiation Planning Execution Close
Monitor
Control
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Team Assignment Criteria
Team AssignmentComponents
Marks Basic Competency Higher Competency
Work Breakdown Structure including deliverable/activity duration (start and end dates) and interdependencies
5 Basic WBS presented in Excel or a tableHigh level deliverables and activities includedSome interdependencies are indicated
Detailed WBS in MS ProjectPhases broken down into detailed deliverables and activities with appropriate indentationInterdependencies on all activities
Baselined Gantt chart indicating the critical path
5 Basic Gantt chart Report showing critical path
Detailed Gantt chartReport 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 techniquesAt least two estimating methods used
Advanced understanding of tools and techniques More than two methods used and experts consulted
Total 20 13 to 16 17 to 20