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Project progress management-pty
Project progress management-pty, including planning progress management, defining activities, arranging the order of activities, estimating activity duration, developing progress plans, and controlling progress, everyone can learn it.
Editado a las 2023-06-29 22:48:11,
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Project progress management
[1]-Planning progress management (Plan Schedule Management)
Output:
progress management plan
①Development and maintenance of project schedule model
②The release and iteration length of the schedule
③Control critical value
④Quantity of emergency reserves
⑤Unit of measurement
⑥Performance measurement rules
⑦Control the location of the account
⑧Rule of completion percentage
⑨Report format
[2]-Define activities (Define Activities)
definition:
Identify and document specific actions required to complete the project deliverables (toolkit)
Continuing decomposition of work packages
effect:
Break down work packages into activities
Tools and Techniques:
break down
The result of WBS decomposition is deliverables, and the result of activity decomposition is smaller activities.
WBS, WBS dictionary and activity list can be compiled sequentially or simultaneously
rolling rules
Progressive detailing ≠ scope creep
Output:
Activity list
A list of all schedule activities required for the project
Activity properties
Project start stage: activity attributes include unique activity identification WBS identification activity tag/name
Milestone List (Milestone List)
Milestone: an important point or event in the project
type:
Mandatory - required by contract
Selective - based on historical information/experience
duration is 0
. . .
[3]-Sequence activities (Sequence Activities)
definition:
Identify and document relationships between project activities
effect:
Identify and document the logical sequence among project activities. To achieve maximum efficiency given all project constraints.
Path convergence:
A progress activity has more than one predecessor activity
Path branch:
A progress activity has more than one successor activity
Henger
An activity has neither predecessor activities nor successor activities (the logical relationship of the activities needs to be re-confirmed)
Tools and Techniques:
1) Immediate relationship drawing method (Precedence Diagramming Method, PDM)
Available with critical path method. Nodes represent activities and arrows represent logical sequences.
Also known as the node method (Activity-On-Node, AON)
definition:
[Predecessor activity]: It is the activity ranked before the start activity in the logical path of the schedule plan.
[Subsequent activity]: It is an activity that is ranked behind an activity in the logical path of the schedule plan.
four logical relationships
Finish-Start (FS, Finish-Start)
Finish-Finish (FF, Finish-Finish)
Start-Start (SS, Start-Start)
Start-Finish (SF, Start-Finish)
Least used, usually due to resource constraints
2) Determine and integrate dependencies
Forced dependencies (hard logic)
i.e. Make tea first, then drink tea
Selective dependence (soft logic)
i.e. tea ceremony
Category I
external dependencies
i.e. depends on other factors. Tea sellers go on strike
For the same dependency relationship, similar types are mutually exclusive, and heterogeneous types can be combined with each other.
internal dependencies
The project team can control the financial relationship before the activity. More of a logical relationship
Category II
3) Advance and lag
They are all aimed at follow-up activities
Lead
Start follow-up activities early, indicated by a negative sign
Hysteresis (Lag)
Delay the start of follow-up activities, indicated by a positive sign
Note: The amount of time in advance and after the amount cannot change the logical relationship of the activity
Progress network diagram
Graphics showing the progress activities of the project and the logical relationships between them
Explain the basic methods used in sorting
[4]-Estimated activity duration
definition:
The process of estimating the number of time periods required to complete a single activity based on the results of resource estimation.
Note:
Activity duration estimates do not include any time leads or lags
In activity duration estimates, certain ranges of variation can be indicated
Provide input from the people and groups most familiar with the event
Various estimation assumptions need to be documented
Other factors to consider when estimating event duration include:
law of diminishing returns
Resource quantity
skill improved
Employee incentive
Student syndrome (i.e. procrastination)
People only go all out at the last moment, when the deadline is approaching
Parkinson's Law
As long as there is time, the work will continue to expand until all time is used up
Tools and Techniques:
analogy estimation
In the early stages of the project, there is not enough detailed information
Comprehensive use of historical information and expert judgment
Low cost, less time-consuming, accurate and low-definition
parameter estimation
Based on historical data and project parameters. An estimation technique that uses an algorithm to calculate cost or duration
premise:
Historical information is accurate
Parameters are easy to quantify
Models can be scaled
Advantages and Disadvantages:
Low cost, gate cannot adapt to changes
three point estimate
Program Review Technology (PERT)
Most likely time (Tm)
The most optimistic time (To)
The most pessimistic time (Tp)
Expected activity duration (Te): weighted average of the first 3 items
Triangular distribution: Te=(To Tm Tp)/3
Normal distribution: Te=(To 4Tm Tp)/6
Standard deviation: σ=(Tp-To)/6
normal distribution
-σ~σ, 68.27%
-2σ~ 2σ, 95.45%
-3σ~ 3σ, 99.73%
-4σ~ 4σ, 99.99%
Bottom-up estimation
data analysis
Reserve analysis
Coping with costs
Contingency Reserve (PM Responsibility)
known unknown risks (Event known, probability/impact unknown)
Management Reserves (Management Responsibility)
unknown unknown risk (Event unknown, probability/impact unknown)
Output:
duration estimate
Estimate basis
[5]-Develop a progress plan
definition:
Analyze activity sequence, duration, resource requirements and schedule constraints, and prepare project schedule model
emm
progress model
Progress planning tool with data
progress data
A collection of information that describes and controls progress
schedule
Progress model output
progress baseline
Approved schedule model
Tools and techniques
1) Progress network analysis
2) Critical path method (Critical Path Method, CPM)
Feature: Routes with zero total float
Emmm:
The path with the longest total duration, used to estimate the shortest project duration in the schedule model
Paths that do not allow any delays
Regardless of any resource constraints
There are exceptions, please see the question bank~
At least one (more keys means greater risk)
subject to change at any time
Total float is usually 0, but may be negative or positive
basic concept:
Earliest start time (ES):
The working hours on the earliest start day of an activity
Earliest end time (EF)
Duration(DU)
Latest start time (LS)
Latest end time (LF)
float time
The maximum time an activity can be delayed without delaying the project
Total Float/Total Time Difference (Total Float/TF):
An activity that can be postponed without delaying the critical path of the project
Free float/free time difference (Free Float/FF):
The amount of time a schedule activity can be delayed without delaying the earliest start date of any successor activity or violating schedule constraints.
3) Resource optimization
resource balancing (Resource Leveling)
A technique that strikes a balance between resource demand and resource supply and adjusts start and finish dates based on resource constraints.
Resource leveling often results in changes to the critical path, often resulting in schedule extensions
Resource smoothing (Resource Smoothing)
A technique for adjusting activities in a schedule model so that project resource requirements do not exceed predetermined resource limits.
Resource smoothing does not change the project's critical path
4) Data analysis
What-if scenario analysis
simulation
Most commonly used: Monte Carlo analysis
5) Advance and lag
6) Progress compression
The premise of schedule compression is not to compress the project scope
Rush VS follow up quickly
rush work (Crashing)
A technique that adds resources to the critical path and compresses the schedule at the lowest cost
Activities that can shorten the construction period simply by adding resources
Disadvantages: May increase costs and risks
Quick follow up (Fast Tracking)
Sequential becomes parallel (at least partially)
Disadvantages: possible rework (increased costs), increased risks
Output:
progress baseline
Approved schedule model
Project schedule
bar chart
milestone chart
Project progress network diagram
A tool for expressing logical relationships between activities.
It cannot be used for reporting to management because it is not easy to understand.
progress data
A collection of information used to describe and control schedules
Project Calendar
is a limiting factor
[6]-Control progress
Iterative burndown chart (Iteration Burn-down Chart)
Predecessor Activity: In the logical path of the schedule, the activity that precedes the start activity. Successor Activity: An activity that follows an activity in the logical path of the schedule.