Download Session 6

Apply Time
Management Techniques
Week 6
Project Time Processes – Part 2
Certificate IV in Project Management 17871
Qualification Code BSB41507
Unit Code BSBPMG402A
BSBPMG402A Apply Time Management Techniques
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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
Monitor
• Occurs during the Planning Phase
Initiation
Planning Execution
Close
Control
Adapted from PMBOK 4th Edition
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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
Alternatives
Analysis
Published
Estimating
Data
Bottom-Up
Estimating
Expert
Judgement
Project
Management
Software
Adapted from PMBOK 4th Edition
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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
Monitor
 Different levels of sophistication
Initiation
Planning Execution
Close
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
Monitor
Initiation
Planning Execution
Close
Control
Adapted from PMBOK 4th Edition
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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
Monitor
• Occurs during the Planning Phase
Initiation
Planning Execution
Close
Control
Adapted from PMBOK 4th Edition
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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
Analogous
Estimating
Parametric
Estimating
Three-Point
Estimating
Expert
Judgement
Reserve
Analysis
Adapted from PMBOK 4th Edition
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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
Monitor
the labour hours required
 Relies on published estimating data
 Common in Construction
Initiation
Planning Execution
Close
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
Monitor
Initiation
 Often a percentage based on risk or complexity
Planning Execution
Close
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
Monitor
and 4 weeks
Initiation
Planning Execution
Close
Control
Adapted from PMBOK 4th Edition
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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
Monitor
Initiation
Planning Execution
Close
Control
Adapted from PMBOK 4th Edition
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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 Priorities
BSBPMG402A Apply Time Management Techniques
Monitor
Initiation
Planning Execution
Close
Control
Adapted from PMBOK 4th Edition
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6.5 Develop Schedule
• Tools and techniques to Develop Schedule
Schedule
Network
Analysis
Critical Path
Method
Critical Chain
Method
Scheduling
Tool
Schedule
Compression
Resource
Levelling
What-if
Scenario
Analysis
Applying
Leads &
Lags
Monitor
Initiation
Planning Execution
Close
Control
Adapted from PMBOK 4th Edition
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Critical Path & Critical Chain
• 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
Adapted from PMBOK 4th Edition
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Critical Path and Critical Chain
• 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 Chain
=
Resource Constrained Critical Path
Adapted from PMBOK 4th Edition
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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
increased Cost
Crashing
leads to
increased Risk
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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 cost
decreased Cost
Fast Tracking leads to
BSBPMG402A Apply Time Management Techniques
increased
Rework
increased
Risk
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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
Monitor
Initiation
Planning Execution
Close
Control
Adapted from PMBOK 4th Edition
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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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Sample GANTT Charts
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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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Sample PERT Charts
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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)
BSBPMG402A Apply Time Management Techniques
Monitor
Initiation
Planning Execution
Close
Control
Adapted from PMBOK 4th Edition
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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
Performance
Reviews
Project
Management
Software
Status
Reports
Resource
Levelling
Variance
Analysis
BSBPMG402A Apply Time Management Techniques
Applying
Leads &
Lags
Scheduling
Tool
Schedule
Compression
What-if
Scenario
Analysis
Adapted from PMBOK 4th Edition
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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
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Team Assignment Criteria
Team Assignment
Components
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 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
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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
20
13 to 16
Total
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17 to 20
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