Scope baseline: includes project scope statement, WBS and WBS dictionary, which can be used to define activities, duration calculation and schedule management

Additional information: Cost, risk and communication decisions related to planning schedule

The overall milestone schedule and project approval requirements specified in the project charter, Will affect the progress management of the project

(1) Organizational culture and structure that can affect schedule management (2) Resource availability and skills that may affect schedule planning (3) Project management software that provides schedule planning tools, which is conducive to the design and management of various plans for schedule (4) Published commercial information (such as resource generation rate), usually from various commercial databases (5) Work authorization system in the organization

(1) Available monitoring and reporting tools, (2) Historical information, (3) Progress control tools, (4) Existing, formal and informal policies, procedures and guidelines related to progress control, (5) ) template, (6) project closure guidelines, (7) change control procedures, (8) risk control procedures, including risk categories, probability definitions and impacts, and probability and impact matrices

Contents Tip: Control the national football team, hold the penis and touch it

It is an integral part of the project management plan that establishes criteria and defines activities for preparing, monitoring and controlling project progress. Can be formal or informal, very detailed and highly general, and should include appropriate control thresholds

Gradually divide the project scope and project deliverables into Technology for smaller, more manageable components

It is an iterative planning technology, that is, the work to be completed in the near future is planned in detail at the lowest level of the WBS; while the work planned to be completed in the long term is roughly planned at the higher level of the WBS. In the early strategic planning stages, when the information is not clear enough, work packages may only be broken down to the milestone level; later, as more information is learned, the work packages to be implemented in the near future can be broken down into specific activities.

A comprehensive list of all activities required for the project

Every activity should have a unique name

is an extension of the activity description in the activity list

Activities have duration, and activity properties evolve over time.

Activity attributes may change as the project progresses

In the initial stage of the project, it includes activity identification, WBS identification and activity labels or names; when the preparation is completed, it may also include activity coding, activity description, predecessor activities, successor activities, logical relationships, lead and lag amounts, resource requirements, Mandatory dates, constraints and assumptions

Milestones are important points or events in a project.

A checklist lists all project milestones and indicates whether each milestone is mandatory (contractual requirement) or optional (determined by historical information)

The milestone list provides the basis for later project control.

A milestone is a moment in the project life cycle

Milestone has a duration of zero

Milestones consume neither resources nor costs

A milestone usually refers to the completion of a major deliverable

A checklist shows the sequence of conditions or states that a project must pass through to reach its final goal, describing what state is to be achieved at each stage.

There should be several key events that reach milestones in a project

The most outstanding characteristic of a good milestone is that the criteria for achieving it are unambiguous

The preparation of the milestone plan proceeds in reverse: determine the last milestone first, and then determine each milestone in reverse order. Determine milestones using brainstorming

4 types of dependencies that exist

In the lead diagram method, each activity has a unique activity number, each activity is marked with an estimated duration (activity duration), and each node activity has several times: Earliest start time (ES), latest start time (LS), earliest finish time (EF), latest finish time (LF)

3 basic principles

virtual activity

1||| Mandatory dependencies (hard)

2||| Selective dependencies (soft)

3||| external dependencies

4||| internal dependencies

Adding time advance and lag between activities can more accurately express the logical relationship between activities

The advance amount is the amount of time that the successor activity can be advanced relative to the predecessor activity, and is often expressed as a negative number. The lag is the amount of time that the successor activity needs to be postponed relative to the immediately preceding activity, and is often a positive number.

It is a graph that represents the logical relationship between project activities.

activity list,

activity attributes,

milestone list,

risk register

Identify the types and quantities of resources required for each activity in the work package, and then aggregate these requirements into resource estimates for each work package and each work period

RBS, for short, is a hierarchical display of resources by category and type, including manpower, materials, equipment, and supplies.

Resource types include skill level, grade level, or other types applicable to the project. The resource breakdown structure helps organize and report project progress data in conjunction with resource usage.

activity list,

activity attributes,

Resource Calendar

Assumptions

Constraints

By drawing on historical information, expert judgment can provide the information needed to estimate duration, or give an on-line estimate of activity duration based on previous experience with similar projects.

Is a technique that uses historical data in the form of activities or projects to estimate the duration or cost of current activities or projects

Analogous estimating is based on parameter values ​​of similar projects in the past (such as duration, budget, scale, weight, complexity, etc.) to estimate similar parameters or indicators of future projects.

When estimating duration, analogous estimating techniques use the actual duration of similar projects in the past to estimate the duration of the current project.

This is a rough estimating technique often used to estimate project duration when there is insufficient project detail. Need to adjust for known differences in project complexity

Analog estimates are generally less expensive and less time-consuming, but they are also less accurate. Analogous estimates can be made for the entire project or for a portion of the project. Analogous estimates are most reliable if past activities are similar in nature, not superficially, and if the project team members working on the estimate have the necessary expertise.

It is an estimating technique that uses an algorithm to calculate cost or duration based on historical data and project parameters.

Parameter estimation refers to the use of statistical relationships between historical data and other variables to estimate activity parameters such as cost, budget, and duration.

Derived from the Program Review Technique (PERT), using 3 estimates to define approximate activity duration intervals Most likely time (tm): estimated activities based on the most likely resources to be obtained, the most likely resource productivity, realistic estimates of resource availability time, the possible dependence of resources on other participants, and various possible interferences. duration Most optimistic time (to): The estimated activity duration based on the best case scenario of the activity Most pessimistic time (tp): the estimated activity duration based on the worst-case scenario of the activity Calculation formula of expected duration tE: tE=(to 4tm tp)/6

Brainstorming, Delphi technique, nominal group technique

contingency reserve

management reserves

It is a technology for creating project schedule models. It uses a variety of analysis techniques to calculate the earliest and latest start times of unfinished parts of project activities, as well as the earliest and latest finish times, such as critical path method, critical chain method, and what-if scenarios. Analysis, resource optimization technology

It is a method to estimate the shortest construction period of the project and determine the schedule flexibility of the logical network path in the schedule model.

Without considering any resource constraints, perform forward and backward analysis along the progress network path to calculate the earliest start, earliest end, latest start and latest completion dates of all activities

Sequential push method: (1) According to the direction of logical relationship: calculated from the beginning of the network diagram to the terminal (2) The earliest start time of the first activity is the earliest start time of the project (3) The earliest completion time of the activity is the earliest start time of the activity Add the duration of the activity (4) The earliest start time of the activity is determined by the earliest completion time of the predecessor activity. When multiple predecessor activities exist, the earliest completion time of the last completed activity is used.

Backward reasoning method: (1) According to the direction of logical relationship: calculated from the end of the network diagram to the beginning (2) The latest completion time of the last activity is the latest completion time of the project (3) The latest start time of the activity is the latest completion time of the activity Late completion time minus activity duration (4) The latest completion time of an activity is determined by the latest start time of the successor activity. When multiple successor activities exist, the latest start time of the activity that starts first is used.

The critical path is like the longest sequence of activities in a project and determines the shortest possible project duration.

Activities on the critical path are called critical activities, and the schedule network diagram may ultimately have multiple critical paths.

Total float: The amount of time an activity can be postponed or delayed from the earliest start time without delaying the project completion time and without violating schedule constraints. This is the method for calculating the schedule flexibility of the activity: the latest completion time of this activity Subtract the earliest finish time of this activity, or the latest start time of this activity minus the earliest start time of this activity. Under normal circumstances, the total floating time of key activities is zero.

Free float: The amount of time an activity can be delayed or delayed from its earliest start time without delaying the earliest start time of any successor activity and without violating schedule constraints. Calculated by: Minimum value of the earliest start time of the successor activity minus Go to the earliest completion time of this activity

Is a schedule planning method that allows the project team to set buffers on any project schedule path to account for resource constraints and project uncertainty

The impact of resource allocation, resource optimization, resource balancing and activity duration uncertainty on the critical path is considered.

Project buffer: used to ensure that the project is not delayed due to delays in the critical chain

Connecting buffer: placed at the junction of non-critical chains and critical chains to protect the critical chain from delays in non-critical chains

definition

including but not limited to)

What-if scenario analysis

simulation

Lead time: used to start follow-up activities early if conditions permit Lag: Adding a period of natural time between predecessor and successor activities that does not require work or resources, subject to certain constraints

meaning

rush work

Quick follow up

Includes a schedule model, which uses activity lists, network diagrams, resource requirements, activity durations, etc. as input, and uses the schedule network analysis assistant to automatically generate start and end times, thereby speeding up the schedule planning process.

Is an approved project schedule that can be changed only through formal change control procedures and used as a basis for comparison with actual results

meaning

Gantt Chart (Gantt Chart)

milestone chart

Project progress network diagram (pure logic diagram)

Progress benchmark, progress management plan

Activity resource requirements, activity attributes, calendar, risk register

Refers to measuring and comparing the progress performance of each analysis, such as actual start time and completion time, completed percentage and reputation duration of the current work, including trend analysis, critical path method, critical chain method, and earned value management

Schedule baseline, schedule management plan, cost baseline

Progress data, project schedule, risk register

Reasons for deviations, corrective measures taken and reasons, and other lessons learned from project progress control