The activity list and activity attributes

BSBPMG512 Manage Project Time Part 1, 2 & 3

Each process occurs at least once in every project and occurs in one or more project phases (if the project is divided into phases).

Although the processes are presented as discrete components with well-defined interfaces, in practice they can overlap and interact in many other ways.

BSBPMG512 Manage Project Time Part 1, 2 & 3

project time management area will occur in the control schedule process to ensure completion of

project work in a timely manner.

• Project schedule and sub-schedules

• Critical path analysis

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BSBPMG512 Manage Project Time Part 1, 2 & 3

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Defining activities is the process of identifying the specific actions to be performed to produce the project deliverables. The create WBS process identifies the deliverables at the lowest level in the Work Breakdown Structure (WBS) – the work package. Project work packages are typically decomposed into smaller components called activities that represent the work necessary to complete the work package.

Activities provide a basis for estimating, scheduling, executing and monitoring and controlling the project work. Implicit in this process is defining the planning the schedule activities such that the project objectives will be met.

Inputs
The inputs that are required to complete the activity definition process include enterprise environmental factors, organisational process assets, the project scope statement and the WBS and WBS dictionary.

The project management plan includes the introductory schedule management plan and procedures for how activities are defined, scheduled and developed. This plan also includes the scope management plan which ensures that planned activities support the project scope.

Tools and Techniques
The tools and techniques that are required to complete the activity definition include decomposing the project work packages, relying on templates, using rolling wave planning, expert judgement and using planning component.

The activity list, WBS and WBS dictionary can be developed either sequentially or concurrently, with the WBS and WBS dictionary being the basis for development of the final activity list. Each work package within the WBS is decomposed into the schedule activities required to produce the work package deliverables. This activity definition is often performed by the project team members responsible for the work package.

A standard activity list or a portion of an activity list from a previous project is often usable as a template for a new project. The related activity attributes information in the templates can also contain a list of resource skills and their required hours of effort, identification of risks, expected deliverables and other descriptive information. Templates can also be used to identify typical schedule milestones.

The schedule activities used for these planning components may be summary activities that are not enough to support detailed estimating, scheduling, executing, monitoring or controlling of the project work.

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Compiling the activity list
The primary output of decomposing the work is the activity list, which is a collection of all the work elements required to complete the project. The activity list is actually an extension of the WBS and will serve as a fundamental tool in creating the project schedule. The activity list is needed to ensure that all the deliverables of the WBS are accounted for and that the necessary work is mapped to each.

The activity list is a comprehensive list including all schedule activities that are planned to be performed on the project. The activity list does not include any schedule activities that are not required as part of the project scope. The activity list includes the activity identifier and a scope of work description for each schedule activity in sufficient detail to ensure that project team members understand what work is required to be completed.

BSBPMG512 Manage Project Time Part 1, 2 & 3

The activity attributes are an extension of the activity attributes in the activity list and identify the multiple attributes associated with each schedule activity. Activity attributes for each schedule activity include the activity identifier, activity codes, activity description, predecessor activities, successor activities, logical relationships, leads and lags, resource requirements, imposed dates, as well as constraints and assumptions.

Activity Sequencing Process

Every activity and milestone, except the first and last, are connected to at least one predecessor and one successor. It might be necessary to use lead or lag time between activities to support a realistic and achievable project schedule.

This can be accomplished in a few different ways:

Project scheduling tools and techniques can include:

➢Bar charts
➢Conducting or supervising qualitative and/or quantitative time analysis, such as schedule simulation, decision analysis, contingency planning and what-if scenarios
➢Critical chain management
➢Critical path diagrams
➢Gantt charts
➢Project schedule network diagrams
➢Stand-alone, enterprise integrated or cloud based software tools
➢Using personal experience and/or subject matter experts
➢Using specialist time analysis tools to assist in the decision-making process

Inputs
The inputs that are required to complete activity sequencing include the project scope statement, organisational process assets, the activity list and attributes, the milestone list and any approved change requests.

The project scope statement contains the product scope description, which includes product
characteristics that often can affect activity sequencing, such as the physical layout of a plant to be constructed or subsystem interfaces on a software project. While these effects are often apparent in the activity list, the product scope description is generally reviewed to ensure accuracy.

Milestones must be considered and evaluated when sequencing events to ensure all of the work needed to complete the milestones is included.

Approved change requests are the documented, authorised changes to expand or contract project scope. The approved change requests can also modify policies, project management plans, procedures, costs or budgets or revised schedules.

BSBPMG512 Manage Project Time Part 1, 2 & 3

The tools and techniques required to complete activity sequencing include the Precedence Diagramming Method (PDM), the Arrow Diagramming Method (ADM), schedule network templates, dependency determination and applying leads and lags.

4.Start-to-finish. This relationship is unusual and is rarely used. It requires that Task A start so that Task B may finish. Such relationships may be encountered in construction and manufacturing. It is also know as just-in-time (JIT) scheduling. The completion of the successor activity depends upon the initiation of the predecessor activity.

In PDM, finish-to-start is the most commonly used type of precedence relationship. Start-to-finish relationships are rarely used.

BSBPMG512 Manage Project Time Part 1, 2 & 3

The Arrow Diagramming Method (ADM) is a method of constructing a project schedule network diagram that uses arrows to represent activities and connects them at nodes to show their dependencies. The ADM approach to activity sequencing uses arrows to represent the activities. The arrows are connected on nodes. ADM only uses finish-to-start relationships. In some instances dummy activities are required to express the logical relationship between two activities. A dummy activity is illustrated with a dashed arrow between the nodes.

ADM uses only finish-to-start dependencies and can require the use of dummy relationships called dummy activities, which are shown as dashed lines to define all logical relationships correctly. Since dummy activities are not actual schedule activities (the have no work component) they are given a zero value duration for schedule network analysis purposes.

Just as a project team can rely on WBS templates, there can be network templates available to streamline the planning process or to conform to a predetermined standard. Network templates can represent an entire project, if appropriate, through portions of a network template, such as the required project management activities.

Dependencies

Dependency determination – the progression of the project is built on the sequence of activities. Activities are dependent on their predecessor activities completing before successor activities begin. Three types of dependencies are used to define the sequence among the activities.

The project management team determines the dependencies that require a lead or lag to accurately define the logical relationship. The use of leads and lags should not replace schedule logic. Activities and their related assumptions should be documented. Values are added to work packages to slightly alter the relationship between two or more work packages.

A lead allows an acceleration of the successor activity. For example, a technical writing team can begin writing the second draft of a large document (the successor activity) 15 days before they finish writing the entire first draft (the predecessor activity). This could be accomplished by a finish-to-start relationship with a 15-day lead time.

Outputs

BSBPMG512 Manage Project Time Part 1, 2 & 3

The activity attributes are updated to include the defined logical relationships and any associated leads and lags. If approved change requests resulting from the activity sequencing process affect the activity list, then the related items in the activity attributes are updated to include those approved changes.

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Estimating schedule activity resources involves determining what resources (persons, equipment or material) and what quantities of each resource will be used, and when each resource will be available to perform project activities. The activity resource estimating process is closely coordinated with the cost estimating process.

For example, landscaping a building may take 60 hours to complete with two workers assigned to the job. Add one more worker and now the work will only take 30 hours. The duration to complete the landscaping in the preceding example is 30 hours; however, there will still be 90 hours of effort expended on the activity. At some point in the work, the duration to effort ratio becomes saturated and adding additional labourers will actually become counterproductive.

The activity resource estimating process uses the infrastructure resource availability information included in enterprise environmental factors. Organisational process assets provide the policies of the performing organisation regarding staffing and the rental or purchase of supplies and equipment that are considered during activity resource estimating. If available, historical information regarding what types of resources were required for similar work on previous projects are reviewed.

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Resources calendars specify when and how long identified project resources will be available during the project. The information might be at the activity or project level. This knowledge includes consideration of attributes, such as resource experience and/or skill level, as well as various geographical locations from which the resources originate and when they are available.

The organisational process assets that can influence the activity resource process include any policies and procedures regarding staffing, policies and procedures relating to rental and purchase of supplies and equipment and any historical information regarding types of resources used for similar work on previous projects.

Many schedule activities have alternative methods of accomplishment. They include using various levels of resource capability or skills, different size or type of machines, different tools (hand versus
automated) and make-or-buy decisions regarding the resource.

Several companies routinely publish updated production rates and unit costs of resources for an extensive array of labour trades, material and equipment for different countries and geographical locations within countries.

Outputs

The outputs of activity resource estimating include the activity resource requirements, updating the activity attributes, the resource breakdown structure (RBS), updating the resource calendar and any requested changes.

A composite resource calendar for the project documents working days and non-working days that determine those dates on which a specific resource, whether a person or material, can be active or is idle.

The project resource calendar typically identifies resource-specific holidays and resource availability periods. The project resource calendar identifies the quantity of each resource available during each availability period.

The activity resource estimating process can result in requested changes to add or delete planned schedule activities within the activity list. Requested changes are processed for review and disposition through the integrated change control process.

Activity duration estimating process