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

2. BSBPMG402A Apply Time Management Techniques 2 Project Time – Covers all aspects of time and duration, from how long it takes to complete one activity right through to the timeframe for the entire project Project Schedule - Comprises the planned dates for performing project activities, completing deliverables and meeting milestones Normally represented as a GANTT chart using MS Project or a similar project scheduling tool Project Time Management – The processes required to manage the timely completion of a project Definitions for Project Time Adapated from PMBOK 4 th Edition

3. BSBPMG402A Apply Time Management Techniques 3 Importance of Time Project Managers often cite delivering projects on time as one of their biggest challenges. Schedule issues are one of the main reason for conflicts on projects. There will be constant pressure from your Project Sponsor and other stakeholders to accelerate delivery In the relationship between Scope, Time, Cost and Quality, Time normally has the least amount of flexibility Cost ScopeTime Quality

4. BSBPMG402A Apply Time Management Techniques 4 Staying on Schedule To stay on schedule, Project Managers must – Diligently control Project Scope Re-baseline the project schedule after any Change Requests are approved Closely monitor the Critical Path activities Urgently resolve or escalate risks and issues that relate to activities on the Critical Path Renegotiate the baseline Project Schedule whenever it changes due to external factors Manage stakeholder expectations closely Evaluate performance against the agreed and re-baselined Project Schedule

5. BSBPMG402A Apply Time Management Techniques 5 An Analogy Staying on schedule is like piloting a plane that is on auto pilot You will always get from point A to point B but at any point in time you are normally off course You need to constantly correct your course Point A Point B Most direct route Critical Path given weather and other air traffic

6. BSBPMG402A Apply Time Management Techniques 6 Characteristics of Project Time Project timeframes are one of the primary sources of conflict on projects Timeframes are often artificially imposed on projects due to other factors such as business plan cycles, sales targets, performance objectives etc Project timeframes are hard to predict when there is high risk Changes need to be monitored Assumptions often required High level becoming detailed Constraints will be applied Measures project success Refined during the project

7. BSBPMG402A Apply Time Management Techniques 7 Project Time Interrelationships Time is one of the “triple constraints” to Project Scope Normally the least flexible Often imposed on the project based business priorities and other dependencies When the timeframe is fixed then Scope and Quality will need to be sacrificed when additional time is required due to invalid assumptions, missed deadlines or additional effort High Risk projects normally exceed original timeframes! Cost ScopeTime Quality

8. BSBPMG402A Apply Time Management Techniques 8 Project Time Processes – Part 1 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

9. BSBPMG402A Apply Time Management Techniques 9 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

10. BSBPMG402A Apply Time Management Techniques 10 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

11. BSBPMG402A Apply Time Management Techniques 11 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

12. BSBPMG402A Apply Time Management Techniques 12 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

13. BSBPMG402A Apply Time Management Techniques 13 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

14. BSBPMG402A Apply Time Management Techniques 14 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

15. BSBPMG402A Apply Time Management Techniques 15 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

16. BSBPMG402A Apply Time Management Techniques 16 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

17. BSBPMG402A Apply Time Management Techniques 17 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

18. BSBPMG402A Apply Time Management Techniques 18 6.1 Define Activities What are the milestones for our class project? Adapted from PMBOK 4 th Edition InitiationPlanning ExecutionClose Monitor Control

19. BSBPMG402A Apply Time Management Techniques 19 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

20. BSBPMG402A Apply Time Management Techniques 20 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

21. BSBPMG402A Apply Time Management Techniques 21 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

22. BSBPMG402A Apply Time Management Techniques 22 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

23. BSBPMG402A Apply Time Management Techniques 23 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

24. BSBPMG402A Apply Time Management Techniques 24 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

25. BSBPMG402A Apply Time Management Techniques 25 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

26. BSBPMG402A Apply Time Management Techniques 26 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

27. BSBPMG402A Apply Time Management Techniques 27 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

28. BSBPMG402A Apply Time Management Techniques 28 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