BSBPMG531 - Assessment Task 1done

 

 Assessment Task 1 Manage project time BSBPMG531

Student Declaration To be filled out and submitted with assessment responses ◻  I declare that this task and any any attached document related to the task is all my own work and I have not cheated or plagiarised the work or colluded with any other student(s) found to have plagiarised, plagiarised, cheated or colluded, action will be taken against ◻  I understand that if I am found me according to the process explained to me ◻  I have correctly correctly referenced all resources and reference reference texts throughout throughout these assessment assessment tasks. ◻  I have read and understood the assessment requirements requirements for for this unit ◻  I understand the rights to re-assessment ◻  I understand the right to appeal the decisions made in the the assessment

Unit Title Unit Code Student name

Nghia H Tran

Student ID number

63507

Student signature Task Number

Date

 

------OFFICE USE ONLY----For Trainer and Assessor to complete:   Student requested reasonable adjustment for the assessment assessment

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Question

Marking Sheet - Assessor to complete. Did the student satisfactorily address each question as instructed: Completed satisfactorily S NYS DNS Comments

Question 1 Question 2 Question 3 Question 4 Question 5 Question 6 Question 7 Task Outcome: Student Name:  Assessor Name: Name:  Assessor Signature: Date:

Satisfactory

Not Yet Satisfactory

 

 

Task 1 – Knowledge Questionnaire Task summary and instructions What is this assessment task about?

This assessment is a written questionnaire with a mix of objective and subjective questions. The questionnaire is designed to meet the knowledge required to meet the unit requirements safely and effectively. The questions focus on the knowledge evidence required for this unit of competency: •

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estima estimatio tion n techniq techniques ues to de deter termin mine e task d dura uratio tion n and resou resource rce effort pr proc oced edur ures es for for iden identi tify fyin ing g criti critica call path path procedu procedures res for for managin managing g project project baselin baselines, es, estab establis lishme hment nt and variance proj projec ectt lif life e cyc cycle le ph phas ases es best-practi best-practice ce time management management methodologi methodologies, es, their capabili capabilities, ties, limitations, applications and outcomes ke key y to tool olss for for pr proj ojec ectt sch sched edul ulin ing g

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work work breakd breakdown own struc structure turess and h how ow they they appl apply y to proje project ct schedules.

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What do I need to do to complete this task satisfactorily?

 Your assessor will be looking for demonstrated evidence of your ability to answer the questions satisfactorily, follow instructions, conduct online research and review real or simulated s imulated business documentation as instructed. • submit submit your your answe answers rs to the the questi questions ons with within in the the set timef timefram rame, e, • answe answerr all all ques questi tion onss as as iins nstru truct cted ed,, • answer answer all all quest question ionss using using your your own own words words and and refer referenc ence e any sources appropriately, • all questi questions ons must must be be a answ nswere ered d sati satisfa sfacto ctoril rily. y.  It is advisable to: •

revi review ew the the ques questi tion onss car caref eful ully ly,,

 

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• Specifications

You must submit to GOALS the • • •

Resources and equipment Re-submission opportunities

answer answer the the questi questions ons using using onli online ne resea research rch and and the lear learnin ning g material provided for the unit and by reviewing real or simulated relevant business documentation (such as policies and procedures), furthe furtherr resear research ch the topics topics addre addresse ssed d in each each ques questio tion. n.

asses ssessm smen entt co cov ver ersh shee eet, t, an answ swer erss to to all all qu ques esti tion ons, s, references.

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comp comput uter er wit with h Inte Intern rnet et acc acces ess, s, access access to Micr Microso osoft ft Offic Office e suite suitess or simi similar lar softwar software, e, • learning material.  You will be provided feedback on your performance by the Assessor. The feedback will indicate if you have satisfactorily addressed the requirements of each part of this task. If any parts of the task are not satisfactorily completed, the assessor will explain why, and provide you with written feedback along with guidance on what you must undertake to demonstrate satisfactory performance. Re-assessment attempt(s) will be arranged at a later time and date. You have the right to appeal outcome of assessment decisions if you feel that you have been the dealt with unfairly or have other appropriate grounds for an appeal. You are encouraged to consult with the assessor prior to attempting this task if you do not understand any part of this task or if you have any learning issues or needs that may hinder you when attempting any part of the task.

 Answer all the questions below: below: Question 1 Explain each of the following estimating techniques and how each can be b e used to determine task duration and resource effort within a project. Estimating techniques  Analogous Estimating Estimating

Parametric Model Estimating

Explan ana ation (40-80 word rds s/estimating technique) The analogous estmaton echnique uses informaton from similar projecs o esablish a cos estmae based on on available daa. The analogous estmae needed Includes exper review for seup reusabiliy of daa. The analogous estmae is used where here is limied informaton abou he projec. Parameric estmatng, a more accurae echnique for estmatng cos and duraton, uses he relatonship beween variables o calculae he cos or duraton. Essentally,, a parameric estmae is deermined by identfying he Essentally uni cos or duraton and he number of  unis required for he projec or actviy.The

 

3 Point Estimating

Expert Judgment Estimating

Reserve Analysis

Bottom-Up Analysis

measuremen mus be scalable in order o be accurae. is a echnique ha uses optmistc and pessimi pessimistc stc estmaes o deermine ideal estmaed value for a projec ask. The hree-poin estmaton echnique used in Informaton Informato n and managemen sysem applicaton for he consructon of an approximae probabili probabiliy y disributon represens he oucome of fuure evens, based on very limied informaton. When he disributon used for estmaton can be a normally disribued, his is no always he case, and for for example a riangular disributon can be used, depending on he applicaton. Exper Judgmen is a echnique in which judgmen is provided based upon a specic se of crieria or expertse ha has been acquired in a specic knowledge area, applicaton area, or produc area, a partcular discipline, an indusry, ec. Such expertse may be provided by any group or person wih specialized educaton, knowledge, skill, experience, or raining. This knowledge base can be provided by a member of he projec eam, or multple members of  he projec eam, or by a eam leader or eam leaders. However,, ypically exper judgmen requires an However expertse ha is no presen wihin he projec eam and, as such, i is common for an exernal group or person wih a specic relevan skill se or knowledge base o be brough in for a consulaton. Reserve analysis is a special analytcal echniques are used for he purposes complee and horough identcaton of  he full range of specic and precise feaures and or in multple relatonship insances of all individual projecs relaed componens currenly exis as par of  predened projec managemen plan. The purpose of making and performing a reserve analysis is he esablishmen of an estmae reserves can be used for purposes se schedule duraton, any and all estmaed expenses, budge, as well as he entre fund assigned or allocaed o he projec. This analysis seeks o identfy proable opporunites hrough he idiosyncrasies of a company’s aribues and is valuatons in comparison o he marke. Inves from he boom up sar research a he company level bu don' sop here. These analyzes weigh he fundamenals of he company bu also look a indusry and microeconomic facors. So, boom-up invesmen invesmen can be a bi wide on one whole indusry or laser focus o identfy he key propertes.

 

Question 2 Describe the critical path of a project and explain the steps used to identify it using the Critical Path Method. Method. (50-100 words) The key roadmap covers the longest sequence of activities from the start of the project to end that must be completed to ensure the project is finished by a certain c ertain time. NS activities on the critical road must be managed very closely. If work on the important road slip, take immediate action to get the project back on track. Otherwise, O therwise, the whole The project may be delayed. Step 1: define the task   You should find out what tasks to include in your project and describe the problem structure your work. To do this, talk to stakeholders to get an idea of what the project will be requirements and what the products are delivered. Then you can define the tasks that need to completed to complete the project. Step 2: Set up dependencies Some operations will depend on the performance of others. List immediately The predecessor of each operation will help determine the correct order. Step 3: Draw the network diagram Once have identified activities andastheir dependencies, can derive criticalyou path analysis (CPA)the graph, known a network diagram.you Network diagram is a visual representation of the order of your operations based on dependencies. Step 4: Estimate the time to complete the activity Using past experience or the knowledge of an experienced team member, you must Now estimate the time required to complete each activity. If you are ar e managing a smaller project, you will most likely estimate time in days. If you are working with a complex projects, you may have to measure time in weeks. Step 5: Identify the important path There are two ways you can now define the key path. You can eyeball your net diagram and simply determine the longest path in the whole network - the longest sequence of operations on the path. Make sure to look for the longest path in terms of longest duration in days, not the path with the most boxes or buttons. You can also identify critical operations with the Forward Pass / Backward Pass technique, t echnique, identify earliest start and end times as well as the latest start and end times for each activity. Step 6: Update Critical Path Map to show progress  As the project progresses, you will know the actual completion time of the activity. activity. The network diagram can then be updated to include this information. By updating network map when new information comes in, you can recalculate a road. You will also have a more realistic view of project completion dates and will be able to tell if you are on the right track or falling behind.

Question 3 Explain the concept of a project baseline, the procedures for establishing project baselines and how to manage adjustments to a project baseline due to a major change to project scope, cost or schedule.

 

(80-120 words) The project management baseline is a fixed standard against which to measure and compare progress of your project. This allows to evaluate the performance of the project overtime. A project baseline typically has three components: schedule, cost, and limit. These three baselines are typically monitored, controlled, and reported separately make sure each is on the right track. When fully integrated, it can be called a performance measurement baseline Once the schedule has (PMB). been fully developed, the project management team will create base scheduler and accept it. This timeline provides the start and end dates of the project, identify the critical path and provide a fixed point at which project performance can measured. The established critical path may change throughout the project due to finish the task early or late. Usually, multiple baselines can be created depending on the scope of the work w ork or potential or unspecified conditions that may significant change to the original schedule baseline where measurement is not possible changes. Need schedule control to ensure that project progress is up to date when events require it. Typically, such a review period will occur at milestones, personnel changes affecting the program, such as key personnel, products product s complete, and complete the project. A schedule control system can be used to manage such changes and facilitate tracking of changes, approval process and to do so considering the t he conditions of change requests, reasons, costs and risks of these changes. Change of schedule can also be due tto o poor performance, this is necessary to monitor through performance review review actual start and end dates, percentage completed, and duration remaining. A part of  The project management process is to determine when corrective actions may be required depending on the overall impact of poor performance on an activity.

Question 4 Summarise the project life cycle phases and describe each phase. Project phase Initiation

Summary and description (40-80 words/phase)

Planning

Identfy a business need, problem, or opporuniy and brainsorm brains orm ways you can mee his nee need, d, solve his problem, or ake advanage of his opporuniy. During his sep, you mus deermine an objectve for your projec, conclude if he projec is feasible, and identfy he main deliverables for he projec. During his phase of he projec managemen life cycle, you break down larger projecs ino smaller asks, Build your eam and prepare he schedule for complee he exercises. Creae smaller goals in larger projecs, ensuring ha each is achievable wihin he tme frame. Smaller goals should have poental for success

Implementation (execution)

The executon phase your planofino projec manager’s joburns in his phase heacton. projecThe

 

Closing (finalisation)

managemen life cycle is o keep work on rack, organize organiz e eam members, manage tmelines, and make sure he work is done according o he original plan. In he closing phase, you deliver he nal produc, release projec resources and deermine he success of  projec. Jus because he work on he big projec is over over,, ha doesn' mean he projec manager's job is done— here is stll imporan work o do, including evaluae wha worked and didn' work for he projec.

Question 5 Select and explain three best-practice time management methodologies. For each, summarise their capabilities, limitations, applications and outcomes. Best-practice time management methodologies

Explanation and summary of capabilities, limitations, applications and outcomes. (50-100 words/best practice)

Critcal Pah Mehod

The critcal pah mehod is a echnique used in estmatng and monioring a projec’s overall duraton. When a projec is broken down ino asks, each is given an estmaed duraton. Those asks are hen organized ino an order for delivery based on logic and any dependencies. Adding up he duraton of he longes sequence of asks gives an estmae of he overall projec duraton. During projec executon, if any of hose asks are delayed, he projec’s estmaed duraton will also be exceeded. Program Evaluaton and Review Techniques echnique s (PERT) are Anoher way o estmae he overall duraton of a projec. I is dieren from he Critcal Pah Mehod because i does no focus only on he duraton of he critcal c ritcal pah bu also relatonships beween projec asks. PERT shows projec asks organized like a

Per

Waerfall Waerf all

owchars hanand sequental evens. o organizing and Is a srucured linear approach conrol projecs. Wih Waerfall Waerfall projec managemen, he entre scope of  The projec mus be dened and agreed a he beginning of he projec. Some of he dicultes i presens is ha i is no exible enough o deal wih volatle and uncerain environmen in which mos projecs currenly being delivered. Bu Waerf Waerfall all has benes. Predeermine he expeced oucome projec clariy and simplify projec planning. I I is also easy o rack wheher he projec is on rack or no. Tha makes i good for more sable projecs he environmen needs o commi o a schedule or budge, such as large infrasrucure he projecs.

 

Question 6 Summarise the following key tools for project scheduling. scheduling . Schedule Network Analysis Schedule Network Analysis

Critical Path Analysis

Schedule Compression

A Schedule Nework Analysis is a graphical represenaton of a schedule showing each sequenced actviy he tme akes nish eachas one. I I’s ’s used o and identfy earlyiand laeosar daes, well as early and lae nish daes, for he uncompleed portons of projec schedule actvites. This analysis also helps deermine he Critcal Pah, Wha-if Analysis, and Schedule Compression. I’s usually represened in he form of a Gan Char or PERT Char. Critcal pah analysis (CPA) is a projec managemen echnique ha requires mapping ou every key ask ha is necessary o complee a projec. I includes identfying he amoun of tme necessary o nish each actviy and he dependencies of each actviy on any ohers. Schedule compression is a echnique used in he projec managed o shoren a schedule. This can be done in response o an updae delivery dae, a new opporuniy opporuniy,, or a schedule delay. I is execued wihou changing he scope of he program.

Question 7 Explain how a work breakdown structure is used to create project schedules (50100 words).  A Work Breakdown Structure (WBS) identifies tasks and deliverables deliverables associated with a project. Resources areof identified for eachThe itemWBS within facilitates the budgeting as well as assignment responsibilities. canthe be WBS usedthat to determine critical path of the project and create the t he project schedule. Project activities in which WBS and schedules are useful: Drafts are created during the project definition phase of the project then details are flushed out during the planning phase. The WBS and schedules are continuously revisited and updated through the duration of the project.