Project Time Management Processes

1. Apply TimeManagement TechniquesProject Time Processes – Part 2Certificate IV in Project Management 17871Qualification Code BSB41507Unit Code BSBPMG402A

2. 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 4th Edition

3. 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. Learning Objectives – Part 2 Understand of the processes required to manage Project Time Acquire the skills and knowledge required to assist with project scheduling activities Explain the project scheduling process and several tools and techniques used to estimate activity resourcing and duration Understand the importance of defining the Critical Path for a project Understand how to control the project schedule to ensure projects can stay on track

5. 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. Monitor Initiation Planning Execution Close Control 6.3 Estimate Activity Resources • The process of estimating the type and quantities of material, people, equipment or supplied 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

7. 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 Project Management Software Alternatives Analysis Expert Judgement Published Estimating Data Bottom-Up Estimating Adapted from PMBOK 4th Edition

8. 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 Monitor Initiation Planning Execution Close Control Adapted from PMBOK 4th Edition

9. 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 Monitor Initiation Planning Execution Close Control Adapted from PMBOK 4th Edition

10. Monitor Initiation Planning Execution Close Control 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

11. 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 Reserve Analysis Analogous Estimating Expert Judgement Parametric Estimating Three-Point Estimating Adapted from PMBOK 4th Edition

12. 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 Monitor Initiation Planning Execution Close Control Adapted from PMBOK 4th Edition

13. 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 Monitor Initiation Planning Execution Close Control Adapted from PMBOK 4th Edition

14. 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 Monitor Initiation Planning Execution Close Control Adapted from PMBOK 4th Edition

15. Monitor Initiation Planning Execution Close Control 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

16. 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 Monitor Initiation Planning Execution Close Control Adapted from PMBOK 4th Edition

17. 6.5 Develop Schedule Tools and techniques to Develop Schedule Monitor Initiation Planning Execution Close Control What-if Scenario Analysis Scheduling Tool Schedule Network Analysis Critical Path Method Schedule Compression Critical Chain Method Applying Leads & Lags Resource Levelling Adapted from PMBOK 4th Edition

18. 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 4th Edition

19. 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 Critical Chain Resource Constrained Critical Path = Adapted from PMBOK 4th Edition

20. 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 increased Cost Crashing leads to increased Risk

21. 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 decreased Cost increased Rework Fast Tracking leads to increased Risk

22. 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 Monitor Initiation Planning Execution Close Control Adapted from PMBOK 4th Edition

23. 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. Sample GANTT Charts

25. 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. Sample PERT Charts

27. Monitor Initiation Planning Execution Close Control 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

28. 6.6 Control Schedule Inputs to Control Schedule Project Management Plan Project Schedule Performance data Project Reporting standards Tools and techniques to Control Schedule Applying Leads & Lags Resource Levelling Scheduling Tool Performance Reviews Project Management Software What-if Scenario Analysis Variance Analysis Schedule Compression Status Reports Adapted from PMBOK 4th Edition

29. 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 Monitor Initiation Planning Execution Close Control Adapted from PMBOK 4th Edition

30. Project Scheduling Forum Take some time to reflect on the different tools and techniques that can be used to develop the project schedule. Reflect on how schedules are developed on your projects and those within your organisations. See if you can find some policies, standards or templates to assist with project scheduling. Look both inside your organisation and do some online research. Then go to the Forum on Project Scheduling and discuss the tools and techniques that you have seen in use. Get involved in the debate about which ones are better than others and provide your rationale. Practice Comment Research

31. Project Scheduling Activity Carefully read the Project Scheduling activity for the Dinner Party case study Prepare a detailed project schedule using project scheduling software (preferably MS Project). Ensure that you have linked all your activities using the different types of relationships and then calculate the critical path. Then go to Assignments – Time Exercise and upload your solution. Your facilitator will provide feedback in a few days and your results will contribute to your participation mark. Learn Improve Practice

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