A1-BSBPMG512

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TAFE NSW - Sydney Institute *

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512

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Management

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Jan 9, 2024

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Assignment 1 A1-BSBPMG512 1. What is the business understanding of project governance in relation to time management? 1. Defines a plan and organises chaos – projects are naturally chaotic. The primary business function of project management is organizing and planning projects to tame this chaos. A clear path mapped out from start to finish ensures the outcome meets the goals of your project. 2. Establishes a schedule and plan – Without a schedule, a project has a higher probability of delays and cost overruns. A sound schedule is key to a successful project. 3. Enforces and encourages teamwork – A project brings people together to share ideas and provide inspiration. Collaboration is the cornerstone to effective project planning and management. 4. Maximises resources – Resources, whether financial or human, are expensive. By enforcing project management disciplines such as project tracking and risk management, all resources are used efficiently and economically. 5. Manages Integration – Projects don’t happen in a vacuum. They need to be integrated with business processes, systems and organizations. You can’t build a sales system that doesn’t integrate with your sales process and sales organization. It wouldn’t add much value. Integration is often key to project value. Project management identifies and manages integration. 6. Controls cost – some projects can cost a significant amount of money so on budget performance is essential. Using project management strategies greatly reduces the risk of budget overruns. 7. Manages change – projects always happen in an environment in which nothing is constant except change. Managing change is a complex and daunting task. It is not optional. Project management manages change. 8. Managing quality – Quality is the value of what you produce. Project management identifies, manages and controls quality. This results in a high- quality product or service and a happy client. 9. Retain and use knowledge – projects generate knowledge or at least they should. Knowledge represents a significant asset for most businesses. Left unmanaged knowledge tends to quickly fade. Project management ensures that knowledge is captured and managed. Page 1 of 10

Assignment 1 A1-BSBPMG512 10. Learning from failure – projects do fail. When they do, it is important to learn from the process. Project management ensures that lessons are learned from project success and failure. 2. Who has carriage of governance of time in projects? What are the senior management team’s roles to ensure time management is adhered to? Control schedule is a process in project management that involves monitoring the status of activities related to a project. Aside from monitoring the status, it also involves updating of the project process as well as managing the changes to the schedule in order to achieve the plan. Comparing the progress of the project against a scheduled baseline allows project managers to determine if a project activity is ahead or behind the schedule. Project managers can then plan on corrective actions to manage the changes to the baseline schedule. This will reduce the risk of delivery of the products or services especially when it is managed well. 3. Read following scenarios: Scenario 1: “When Boeing sales of the new 878 Dreamliner Airplane exceeded expectations, contractors who were building the plane were asked to increase production while maintaining all quality and safety requirements. All contractors involved in the plane production were affected by this change. One project team was responsible for developing and delivering training to the new employees who would be building the fuselage of the Dreamliner. Training for new employees had to be complete three months early and the project team developed an execution strategy to meet the new deadlines. The project had a month of float, so the project accelerated the schedule by two months. The team authorized overtime from forty to fifty hours a week for team members working activities on the critical path. The project team leased additional space and hired contractors to perform selected work packages on the critical path and delayed the production of library quality documents until after the critical dates on the project. Authorizing overtime and hiring contractors added a 15% cost to the project. Overtime and the procurement of additional contract help were authorized only for work packages Page 2 of 10

Assignment 1 A1-BSBPMG512 on the critical path because work not on the critical path would not accelerate the schedule.” Scenario 2: “A western university contracted an online learning company to make an online independent study course for their Calculus 112 class. As the project went on it fell behind schedule. To speed up the project, it was decided to produce fewer animated videos, which meant that some of the lessons would not have these learning aids. The contract did not specify the amount or quality of these videos, so this change did not require a change of scope. As a result, some of the more difficult calculus principles had only text as instruction. The university did not realize this change had been made until after the project was completed and being used by the students.” Question: Identify and briefly explain the approaches of schedule acceleration that have been applied in the above scenarios? Scenario 1: Adding additional resources List the resource required Labor . Identify all the roles involved in performing the project, including all full- time, part-time and contracting roles. Equipment. Identify all the equipment involved in performing the project. For instance, this may include office equipment (e.g. PCs, photocopiers, and mobile phones), telecommunications equipment (e.g. cabling, switches) and machinery (e.g. heavy and light machinery). Materials. Identify all the non-consumable materials to complete project activities such as materials required to build physical deliverables (e.g. wood, steel and concrete). Scenario 2: Making Up Time by Reducing Quality- Researching, defining, and deploying all the right tools to support your continual development pipeline is a significant investment of time and resources. Even though it may seem time-consuming at first, careful planning is critical to reduce risk, ensure quality, and save costly rework in the future. 4. What evidence exists to prove that projects operate within a governance framework in relation to managing time? Page 3 of 10

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Assignment 1 A1-BSBPMG512 Project Oversight Structuring and analysis of project data is also vital to the governance role of overseeing your project. This is about ensuring that a project is on track, meeting the needs of the organization and complying with rules, regulations, and procedures. Whilst there are a lot of important skills for people involved in governance to learn, perhaps their single most important asset will be curiosity. This will lead them to deploy the two principal techniques: questioning and listening and zooming. 5. What measurable benefits can you identify as a result of project governance in time management? Governance Models: Based on the project's scope, timeline, complexity, risk, stakeholders, and importance to the organization, the organization should formulate a baseline of critical elements needed for project governance. There should be a primary tool that based on some of the above indicators decides what changes your governance framework needs to have and which components are compulsory. Accountability and Responsibilities: Defining accountability and responsibilities is the core of the project manager's tasks. Improper distribution of accountabilities and responsibilities will have a negative impact on the effectiveness of operations of organization. While defining both the factors, the project manager not only needs to define who is accountable, but also who is responsible, consulted, and notified for each of the project's deliverables. Stakeholder Engagement: While lying down the foundation of your governance plan, it is compulsory to understand the project ecosystem completely. Identifying all the stakeholders is the first step. If even one stakeholder is left out, it can disrupt the entire project and can have an adverse effect. You need to identify the stakeholders from a wide spectrum of sponsors, suppliers, the project team, government boards, business owners, and so on. The project manager must define who the stakeholders are, what their interests and prospects are and most important, how to communicate with them. Stakeholder Communication: Once all the stakeholders have been recognized and their interests and expectations have been described, the project manager needs to develop a Page 4 of 10

Assignment 1 A1-BSBPMG512 communication plan. A well-devised communication plan delivers concise, efficient, and well-timed information to all stakeholders. Meeting and Reporting: Once the communication plan is appropriately defined, the project manager ensures that the balance of meetings and reporting is right. It is essential to define the communication plan to ensure that each stakeholder understands the mode and content of the communication, owner, receiver, communication milestones, and decision gates. In addition, communication needs to be brief, precise and to the point. Risk and Issue Management: Due to uncertainties and unpredictability associated with projects or programs, they are loaded with risks and issues. It is tough to predict what is going to happen, but it is necessary as lack of preparation will put the project team much further behind. At the initiation of any project or program, there needs to be an agreement on how to identify, categorize, and prioritize the risks and issues. The tact of handling the risk or issue is more important than the issue itself. Assurance: Project assurance sees that risks and issues are managed efficiently and outlines the metrics that brings the delivery confidence of the project. One of the most essential components of assurance is creating the metrics that would give a view of the project performance. Project Management Control Process: It sounds like the simplest component but is most difficult to execute. The monitoring and controlling process controls tasks and metrics related to the project and measures. Also, this is not a single-time assessment; the manager needs to measure the performance regularly and act on any deviations on-time. 6. What is the purpose of sequencing activities? Sequence Activities Sequence activities is the process of identifying and documenting relationships among the project activities. In the project management, the key benefit of this type of process is that it defines the logical sequence of work to obtain the greatest efficiency given all project constraints. In the project management process groups and knowledge area mapping the sequence activities fall under the planning process group and project time management knowledge areas. The project schedule development uses the outputs from the processes to define activities, sequence activities, estimate Page 5 of 10

Assignment 1 A1-BSBPMG512 activity resources, and estimate activity durations in combination with the scheduling tool to produce the schedule model. In the sequence activities data flow diagram, every activity and milestone except the first and last should be connected to at least one predecessor with a finish- to-start logical relationship and at least one successor with the finish-to-start or finish-to-finish logical relationship. Sequencing can be performed by using project management software or by using manual or automated techniques. 7. Explain following types of activities that exist in a project- • Predecessor and successor activities A predecessor is an activity whose start, or finish controls start or finish of another activity. And a successor is an activity whose start, or finish is controlled by start or finish of another activity. In process of determining relationships between activities, predecessor and successor activities are identified first and then they are given a relationship type, for example Finish to Start. • Concurrent activities The definition of Concurrent Activities is when the nature of the work allows for more than one activity to be accomplished at the same time, these activities are called concurrent, and parallel project paths are constructed through the network. • Dummy activities A dummy activity is a simulated activity of sorts, one that is of a zero duration and is created for the sole purpose of demonstrating a specific relationship and path of action on the arrow diagramming method. • Lag activities Lag is the delay of a successor activity and represents time that must pass before the second activity can begin. There are no resources associated with a lag. Lag may be found in activities with all relationship types: finish-to-start, start-to- start, finish-to-finish, and start-to-finish. • Milestones Page 6 of 10

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Assignment 1 A1-BSBPMG512 Milestones are tools used in project management to mark specific points along a project timeline. These points may signal anchors such as a project start and end date, or a need for external review or input and budget checks. In many instances, milestones do not impact project duration. 8. How do dependencies affect activity sequencing? Explain in terms of Mandatory dependencies, Discretionary dependencies and External dependencies • Mandatory dependencies Mandatory dependency refers to a relationship that is inherent work. This means that the tasks are contractually required therefore no other tasks should be implemented until the needs of the mandatory tasks are satisfied. • Discretionary dependencies A discretionary dependency is one that isn't based on a "have to", but on a "should". These decisions are usually based upon best practices, business knowledge, etc. They are placed on the project diagram where the team members would like them to occur. • External dependencies The external dependency is defined as the relationship between project activities and non-project activities. Such dependency involves things that are beyond the control of the project team but should be reflected in the project schedule. 9. What is slack, and how does it affect risk management? In project management, float or slack is the amount of time that a task in a project network can be delayed without causing a delay to: subsequent tasks ("free float") project completion date ("total float"). Total float is associated with the path. If a project network chart/diagram has 4 non-critical paths, then that project would have 4 total float values. The total float of a path is the combined free float values of all activities in a path. The total float represents the schedule flexibility and can also be measured by subtracting early start dates from late start dates of path completion Float is core to critical path method, with the total floats of noncritical activities key to Page 7 of 10

Assignment 1 A1-BSBPMG512 computing the critical path drag of an activity, i.e., the amount of time it is adding to the project's duration. 10. How can the resources be managed when sequencing dependencies? If the activity durations are added in the Network diagram during sequence activities process, the critical path of the project can be seen as well. A network diagram is a critical input to determine the critical path of the project and if activity durations are placed on these activity boxes, these will help in seeing the critical path of the project as well. Precedence Diagramming Method which is abbreviated as PDM is the most common method to draw network diagrams. PDM is also referred as Activity-On- Node and abbreviated as AON. This is because the activities are represented as boxes or nodes in the network diagram. In Precedence Diagramming Method boxes represent the activities of the project and arrows represent the dependencies of these activities. 11 b 12 c 13 a 14 a 15 b 16 a 17 d 18 a Page 8 of 10

Assignment 1 A1-BSBPMG512 19 b 20 c 21 d 22 a 23 d 24 b 25 d Page 9 of 10

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Assignment 1 A1-BSBPMG512 References 1. Project Management Institute. A guide to the Project Management Body of Knowledge (PMBOK Guide) . Project Management Institute, 4 Original edition (December 31, 2008). 2. ^ * Stephen A. Devaux (Jan 2012). "The Drag Efficient: The Missing Quantification of Time on the Critical Path" (PDF). Defense AT&L Magazine. Archived from the original (PDF) on 2013-03-13. 3. AACE International (August 2007). "Cost Engineering Terminology, AACE International Recommended Practice No. 10S-90" (PDF). www.aacei.org. Page 10 of 10

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