NSW Department of Education and Training (DET) 2005

Permission is given to trainers and teachers to make copies by photocopying or other duplicating processes for use within their own training organisations, or in a workplace where training is being conducted. This permission does not extend to the resale of this material to third parties, the making of copies for use outside the immediate training environment for which they are made, and the use of the materials for hire. Outside these guidelines, all material is subject to copyright under the Copyright Act. 1968 (Commonwealth) and permission must be obtained in writing from the NSW Department of Education and Training.

Disclaimer

The views expressed in this work do not necessarily represent the views of the NSW Department of Education and Training. The NSW Department of Education and Training does not give warranty nor accept any liability in relation to the content of this work.

This work has been produced initially with the assistance of funding provided by the NSW Department of Education and Training, Training Development Unit, through the Training Resources & Support Program with advice from the Product Advisory Committee.

Further copies of this resource are available from: Website: www.skillsonline.net.au

For further information, contact: Email:

First published July 2005

Resource Development Team
Performance Development Solutions
Lorraine Wheeler & Assoc P/L
Precision Consultancy
RMIT
Training Plus Solutions P/L / Product Advisory Committee
Deborah Griffin NSW DET
Catherine Chaffey Financial Services Education Agency Aust ltd
Suellen Freeman SW Sydney Institute of TAFE Bankstown Campus
Paul Tweddell Dept Aging Disability and Home Care
David Makin/Neroli Sheldon AIM
Justine Mercer Moore NSW Chapter of the AIPM
Lorraine Wheeler/Stephen Auburn Project Team

1. Introduction 6

1.1 How the learning guide is organised 7

1.2 An overview of (BSBPM503A) Manage project time 7

1.3 Learning outcomes 8

1.3.1 Elements of competency 8

1.3.2 Knowledge and skills involved in managing project time 8

2. Project time management techniques: Topics and learning activities 10

2.1 About project time management 10

2.1.1 Definitions and main activities involved in project time management techniques 12

2.1.2 The relationship between time management activities and project phases 13

2.1.3 Responsibilities for managing project time management 17

2.1.4 Stakeholder involvement in project time management 18

2.2 Element 1: Determine project schedule 20

2.2.1 Time management planning 21

2.2.2 Activity Definition 23

2.2.3 Critical Path Analysis 39

2.2.4 Leads and Lags 41

2.2.5 Network Analysis 41

2.2.6 Gantt Charts 43

2.3 Element 2: Implement project schedule 50

2.4 Element 3: Assess time management outcomes 52

3. Assessment and demonstration of competency 53

3.1 Developing an evidence portfolio 53

3.2 Products that can be used as evidence of competency 54

3.3 Processes that can be used as evidence of competency 55

3.4 Record of your work experiences relating to project managing project time 56

3.5 Assessment Activities 58

4. Resources and reference materials 63

4.1 Project time management proformas and templates 63

4.2 Further references 68

4.2.1 General references 68

4.2.2 Web references 68

4.3 Key terms in project time management 70

Appendix 1 73

Appendix 2

Learning and Assessment Activities

Reflection: Draw a WBS 27

Reflection: Predecessor relationships 29

Reflection: Drawing a PERT diagram 33

Reflection: Duration estimation 35

Reflection: Completing the WBS 37

Reflection Working out the Critical Path 40

Reflection: Gantt Chart Analysis 48

Reflection: Creating a Gantt chart 50

Assessment Activity: Time management planning 58

Assessment Activity: Resource estimation 59

Assessment Activity: Network Analysis 60

Assessment Activity: Creating a Gantt chart 61

Assessment Activity: Schedule variations 61

Assessment Activity: Reviewing project time management 62

Index to templates

Sample PERT diagram for building a shed 63

Sample Work Breakdown Structure (WBS) 64

Template: Work Breakdown Structure (WBS) 65

Sample critical path for building a shed 66

Template Critical path Analysis 66

Template Network Analysis 66

Sample Gantt Chart 67

Template Gantt Chart 67

1. Introduction

Welcome to these materials, developed by the NSW Training Resources and Support Program (TRS) of the NSW Department of Education and Training to support delivery of the Diploma of Project Management (BSB51504) from the Business Services Training Package (BSB01).

These materials should be used in conjunction with the learning guides for the other units of competency in the qualification and the relevant assessment activities from the Assessment Guide including holistic and up-front assessment activities.

The design of the materials is based on the assumption that project management is not an entry level qualification and learners are likely to have existing training and qualifications. This learner guide is aimed at learners who will be working as project team members in a single project or in one area of a large, complex project.

This is the learning guide that applies to the national unit of competency (BSBPM503A) Manage project time, from the Diploma of Project Management (BSB51504) and is designed for use in conjunction with the other relevant components of the Kit. There are two other units of competency closely related to (BSBPM503A) Manage project time. These are:

§ (BSBPM402A) Apply project time management techniques. This unit deals with the outcomes required to assist a project manager with project time management activities to develop, apply, monitor and review the project schedule.

§ (BSBPM603A) Direct time management of multiple projects/programs. This unit applies to the functions performed by a program manager to direct time management activities across multiple projects so that key deliverables meet project and program schedules.

The required units of competency to attain the Diploma of Project Management (BSB51504) are:

(BSBPM502A) Manage project scope

(BSBPM503A) Manage project time

(BSBPM504A) Manage project costs

(BSBPM505A) Manage project quality

(BSBPM506A) Manage project human resources

(BSBPM507A) Manage project communications

(BSBPM508A) Manage project risk

(BSBPM509A) Manage project procurement

(BSBPM501A) Manage application of project integrative processes

1.1 How the learning guide is organised

This learner guide is divided into four sections:

§ Section One provides an overview of the unit of competency.

§ Section Two contains information and activities arranged around topic areas that reflect each of the elements in the unit of competency. The activities include reflective questions, problem solving exercises and activities involving workplace research. Many of the activities draw on the five case studies provided with these materials

§ Section Three provides information about assessment and demonstration of competency. It includes proformas for recording evidence of competency and assessment activities.

§ Section Four contains a number of relevant templates and proformas, a glossary of terms and a guide to electronic and print resources and reference materials.

1.2 An overview of (BSBPM503A) Manage project time

This unit specifies the outcomes required to manage time within projects. It covers determining and implementing the project schedule, and assessing time management outcomes assisting with scheduling project activities, applying the agreed schedule, monitoring it and reviewing the effectiveness of time management techniques used to achieve project objectives.

A project manager usually performs this function.

1.3 Learning outcomes

1.3.1 Elements of competency

The elements which are the critical outcomes of the unit of competency are:

§ 1. determine the project’s schedule

§ 2. implement project schedules

§ 3. assess time management outcomes.

1.3.2 Knowledge and skills involved in managing project time

The unit of competency identifies the required knowledge and skills listed below. Required knowledge and understanding include:

§ the need to link time, cost and resources to the project schedule

§ responsibilities for time management

§ development of project schedules

§ use of the schedule as a control mechanism

§ the place of time management in the context of the project life cycle and other project management functions

§ appropriate time management methodologies, their capabilities, limitations, application and outcomes.

Required skills and attributes include:

§ ability to relate to people from a range of social, cultural and ethnic backgrounds, and physical and mental abilities

§ project management

§ time management

§ planning and organising

§ communication and negotiation

§ problem-solving

§ leadership and personnel management

§ monitoring and review skills

§ attributes of being analytical, able to maintain an overview and positive leadership.

2. Project time management techniques: Topics and learning activities

The materials in this Kit are designed to provide a range of learning and assessment activities to support delivery of the unit (BSBPM503A) Manage project time. They are not intended to be exhaustive and trainers and learners are recommended to access additional resources from the list of references provided in Section 4 for more information. Extensive use has been made of examples and scenarios representing real life projects. However since there are many different types of work places and projects, it would have been impossible to represent them all in these materials. Consequently activities require learners to reflect on their own situations and to provide evidence of application within their own workplaces.

Although this kit is organised around topics that relate to each of the main project management skill areas in the qualification, a holistic approach to assessment is recommended. To support this, three detailed case studies have been provided that cover all aspects of project management and provide a basis for learning and assessment activities.

Since project management is rarely an entry level qualification into work it is assumed that learners will already have prior training and qualifications, so learning and assessment activities are designed to be self-directed and self-paced.

2.1 About project time management

Project time management consists of eight activities preceded by a planning effort reflected in the project scope statement. Figure 1 shows a structured framework for the activities involved in the project time management.

The purpose of this Learning Guide is to provide you with opportunities to practice and demonstrate skills and knowledge required to project time management. If you think you already know how to do this, go to Section Three of the Learning Guide for advice on how to collect evidence for assessment.

Figure 1 – The project time management process

The project scope statement sets the constraints and methodologies to be used in managing the project’s schedule. The first step involves defining the project’s activities, before analysing the sequential relationships between tasks. Once the sequence is confirmed, resources and duration estimates for each task is made, followed by the development of the schedule itself. Once implemented, the schedule needs to be monitored and controls taken where necessary to alter any deviations from the planned schedule. Finally, a review of the time management activities is conducted in the completion phase of the project.

The application of time management techniques is vitally important to ensure project objectives are completed in a timely fashion. Failure to develop, implement and control a realistic, accurate, achievable schedule may result in significant time overruns, in turn affecting the cost of the project.

2.1.1 Definitions and main activities involved in project time management techniques

Project time management involves using the processes described above to complete a project in a timely fashion. Once the project has been scoped and approved, the project manager develops a project schedule with the assistance of the project team members. The time management processes interact with each other and are closely linked to other project objectives such as cost estimation, human resources and procurement and contracting. Monitoring and control activities should be consider the effects of schedule variation on other project objectives. A summary of what is required in each component of project time management is described below:

§ Project Scope Statement – this contains a schedule management plan which outlines the processes, tools and techniques that will be used to develop and control the project schedule. It also identifies the time and other constraints which affect the schedule.

§ Activity Definition – breaking down the work that has to be done in a project (a ‘Work Breakdown Structure’) into smaller components (called ‘schedule activities’) using a technique called decomposition and creating an activity list.

§ Activity Sequencing – identifying and documenting the logical relationships between schedule activities using manual or computer techniques so that the schedule is realistic and achievable.

§ Activity Resource Estimation – deciding on the type and quantities of resources (human, physical, material) are required to perform each schedule activity. This process is closely aligned with the cost estimation and procurement and contracting project objectives.

§ Activity Duration Estimation – utilises the project’s scope document, sequencing and resource estimations to estimate the amount of work effort required to complete each scheduled activity in the Work Breakdown (WBS) structure.

§ Schedule Development – this involves determining the planned start and finish dates for each scheduled activity based on a through analysis of the activity sequence, duration and resource estimates and project constraints.

§ Schedule Implementation – once developed, the schedule should be implemented in accordance with the project scope statement.

§ Monitoring and controlling the schedule – monitoring the schedule is important to determine the current status of the schedule, diagnose which schedule activities are ahead or behind schedule, and determine whether the schedule has altered. Armed with this information, steps can be taken to influence factors affecting the schedule, plan strategies and implement changes to the schedule to ensure timely completion of the project.

§ Reviewing time management activities – while monitoring and controlling the schedule and in the final review of the project, the effectiveness of the time management tools, techniques and processes used is evaluated to identify lessons learned for future projects.

As the Project Manager, you will be required to take responsibility for ensuring the project is completed on time. This Learner’s Guide aims to provide you with practise using project time management techniques which will enable you to manage the design and development of project schedules apply time management techniques in your workplace and participate in evaluating the effectiveness of those techniques in achieving project outcomes. In doing this, you will become familiar with the four main time management techniques: