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PMP-06 Project Progress Management
PMP-06 Project Progress Management shares the content of planning progress management, defining activities, sequencing activities, estimating activity duration, developing progress plans, and controlling progress.
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PMP-06 Project Progress Management
- bacteria
This is a mind map about bacteria, and its main contents include: overview, morphology, types, structure, reproduction, distribution, application, and expansion. The summary is comprehensive and meticulous, suitable as review materials.
- Plant asexual reproduction
This is a mind map about plant asexual reproduction, and its main contents include: concept, spore reproduction, vegetative reproduction, tissue culture, and buds. The summary is comprehensive and meticulous, suitable as review materials.
- Reproductive development of animals
This is a mind map about the reproductive development of animals, and its main contents include: insects, frogs, birds, sexual reproduction, and asexual reproduction. The summary is comprehensive and meticulous, suitable as review materials.
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project Progress management
Too much advance progress is also a form of management loss of control
Early delivery is prone to quality problems
iterative schedule
on-demand schedule
Limit the work a team is doing based on their ability to deliver
6.1 Planning progress management
Purpose: Prepare a progress management plan and stipulate the procedures and methods that must be followed in project progress management work
enter
project management plan
scope management plan
development method
output
progress management plan
Project schedule model
Specifies schedule planning methodologies and tools for developing project schedule models, And stipulate how the project status will be updated in the schedule model and the project progress will be recorded.
Release and iteration length of schedule, unit of measurement, accuracy
control threshold
Deviation thresholds need to be specified for monitoring schedule performance
performance measurement rules
Specify Earned Value Management (EVM) rules or other measurement rules for performance measurement
report format
Specify the format and frequency of preparation of various progress reports
Tools & Techniques
data analysis
Alternatives Analysis
This includes determining which scheduling methods to use and how to integrate different methods into the project;
This includes determining the level of detail in the schedule, the duration of rolling planning, and the frequency of reviews and updates.
6.2 Define activities
Purpose: WBS -> Work Package
enter
Project Management Plan: Progress Management Plan
work package
Break out progress activities
Team members participate in the decomposition process
output
Activity list
Content: serial number, name, description
Activity properties
Content: Name, predecessor activities, successor activities, resource requirements, completion date, constraints, assumptions
type of activity
independent activities
Can be carried out independently and completion can be accurately measured. For example: workers building walls
dependent activities
Attachment to independent activities. Such as: supervision work
support activities
Project external liaison work
Milestone List
Important time points or events in the project, with a duration of zero
Indicate whether each milestone is mandatory (such as required by contract) or optional (such as determined based on historical information)
Tools & Techniques
break down
Break down the work package into activities. How to decompose it requires expert judgment and meetings.
rolling planning
Decompose the work packages to be completed in detail in the near future, roughly decompose the work packages to be completed in the long term, and then gradually refine them in the future.
Meeting
6.3 Sorting the order of activities
Clarify the logical relationships between activities and use network diagrams to express the workflow composed of these logical relationships
enter
Project management plan: schedule management plan, scope baseline
Project documents: activity list, activity attributes, milestone list
When arranging activities, various assumptions and constraints need to be considered, so a hypothesis log is used
Tools & Techniques
Antecedent relationship drawing method; Logical bar chart; Leading diagram method; node method
Indicates the order of activity implementation, and uses arrows to indicate the logical relationship between activities.
Paths Converging: The Risks Are Most High
four logical relationships
Finish to start FS (commonly used)
From digging holes to planting trees
Complete to Complete FF
Edit as you write
start to start SS
Concrete to smoothing
Start to finish SF
Bring the new system online and take the old system offline at the same time
arrow line drawing
Activities are online and there are virtual activities
Dependencies; Logical relationships between activities
mandatory dependence hard logic
Determined by nature
You can only build a house after the foundation is built
Required by contract regulations and cannot be changed
selective dependence soft logic
The project team chooses and is completely controlled by the project team
external dependencies
The team cannot control, such as government approval and supplier supply.
internal dependencies
Within team control
Advance and lag
Three days in advance: FS-3 days
project management information system
output
Project progress network diagram
Graphics that represent logical relationships (also called dependencies) between project schedule activities
Project document updates Activity attributes (necessary sequence or determined precedence or successor relationship between events) Activity list Assumption log Milestone list
6.4 Estimate activity duration
Estimate how long each activity will take to complete based on activity attributes and available resources
Estimated by the team members who will be working on the activity
output
duration estimate
A quantitative assessment of the number of work periods required to complete an activity, phase, or project, conducted by the individuals and groups most familiar with the activity
Factors affecting time
law of diminishing returns
Twice the resources does not mean that the construction period is halved, and the duration may increase due to risks
skill improved
Experts are highly efficient and the construction period is short
Employee incentive
Student Syndrome (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
Estimate basis
The amount and type of supporting information required will vary by application area
Tools & Techniques
analogy estimation
Rough estimate, low cost, less time consuming and less accurate
Use similar or historical events as a reference
Bottom-up estimation
The most accurate estimation method
Aggregate time estimates for wbs components
parameter estimation
Establish mathematical formulas to calculate construction period. For example, use the total area of building a house and the time required to build a unit area to estimate the construction period.
learning curve
As you become more proficient, the time required will decrease regularly.
regression analysis
Predict one parameter based on another parameter
three point estimate
Program Review Technology PERT: The most pessimistic construction period (tP), The most likely construction period (tM), The most optimistic construction period (tO), Calculate the average duration.
Beta distribution, PERT formula: (P 4M O) / 6. The probability of completion within this construction period is 50%
Triangular distribution, PERT formula: (P M O) / 3. The probability of completion within this construction period is 50%
Standard deviation formula: (P-O)/6. Using a normal statistical distribution chart, the construction period falls on the average construction period The probability of being within one standard deviation is 68.26%, The probability of being within two standard deviations is 95.46%, The probability of being within three standard deviations is 99.73%. If a standard deviation is used to estimate the construction period, then the construction period is within the average construction period. plus or minus one standard deviation.
Variance is the square of the standard deviation
Accounts for uncertainty and risk in estimating
standard deviation
The gap between rich and poor
The standard deviations of each activity cannot be added, only the variances can be added
The most pessimistic and optimistic levels of dispersion
The standard deviations of each activity cannot be added together.
variance
standard deviation squared
The variances of each activity can be summed
data analysis
Alternatives Analysis
Analyze various alternatives for carrying out the activity, such as doing it yourself or outsourcing, using different resource allocations, different technologies or different schedule compression methods
Reserve analysis
Analyze the known and unknown risks faced by the activity in order to allow reasonable contingency time (contingency reserve) in the duration. You can also analyze the unknown and unknown risks that the project may face, so as to reserve a certain schedule management reserve during the project duration. Schedule management reserves can only be reserved for the entire project, not for activities or phases
decision making
vote
It will improve the accuracy of errors and can organize a group of people to vote. For activity duration estimates, voting is usually carried out according to unanimous agreement rules, and unanimous consent of all personnel must be obtained. Multiple rounds of voting may be required to achieve unanimous consent
Fist Five and Delphi Technique
Meeting
Activity durations should be estimated by the team member directly responsible for or most familiar with the activity, with support and coordination provided by the project manager
6.5 Develop a progress plan
Combine the results of the first three processes, consider various constraints that constrain the schedule, and prepare a project schedule.
enter
project files
Output files for the first 4 processes
output
Project schedule
Planned dates, duration, milestones, resources required are noted
milestone chart (high level)
Only time nodes and deliverables
Provide an overview of project progress and understand the key interfaces between internal and external projects
Suitable for reporting progress plans or actual progress to management and customers
Gantt Chart (Gantt Chart) (middle level)
summary schedule
Provide a progress bar for each milestone based on the milestone
The advantage is tracking activity progress
Project progress network diagram (most complete)
Detailed progress plan
Progress activities are the lowest level activities listed
Show logical relationships between activities
progress data
Information used to describe and control schedules
Project Calendar
Specifies the available working days during which progress activities can be carried out
For example, highway construction projects usually do not carry out construction during the rainy season.
progress baseline
Approved schedule model Changes can only be made through a formal change control process Used as a basis for comparison with actual results
Tools & Techniques
Progress network analysis
Only show logical relationships, not diachrony
critical path method
The longest path is the shortest construction period
There is at least one critical path, and there may be more than one. The more critical paths there are, the greater the risk
The critical path is variable
The critical path is a path that does not allow for any delays
total float
The total float on the critical path is zero
The amount of time an activity can be delayed without causing the project to fail to meet its deadline. Total float is equal to or greater than free time
Taking total float deviation into account can help identify problems on the non-critical path as early as possible. Prevent non-critical paths from becoming critical paths
free float
Seven-square grid method
The amount of time an activity can be delayed without affecting subsequent activities
Project float
The amount of time a project can be delayed without the project not being completed by the date required by the client
For example, if the customer requires that the project be completed on June 30, but the project team stipulates that it should be completed on June 20, These 10 days are the project floating time
What should I do when negative floating time occurs?
It must be resolved as soon as possible, and rush work, quick follow-up, etc. can be carried out
Resource optimization
(First) Resource Smoothing
Internal adjustments do not change the critical path and the completion date will not be delayed.
Use it when the amount of resources required fluctuates greatly.
(Post) Resource Balancing
Resources are scarce, over-allocated, and resources are only available at specific times
Often results in critical path changes, usually delays
data analysis
What-if scenario analysis
For example: if the duration of an activity is extended by 5 days, how will the project schedule be affected? Helps to reasonably determine the contingency reserve time of the project
Monte Carlo simulation
Use software to simulate the project multiple times to calculate all possible project durations and their probability distributions
lead and lag
Increase lead time and start follow-up activities early
Reduce the amount of lag, the time between predecessor and successor activities
Progress compression
rush work
Accomplished by adding resources, such as scheduling overtime or using additional resources, to speed up work progress. Rushing can only target activities on the critical path. Disadvantages: high cost
Quick follow up
Several activities can be run in parallel and can only be used for activities with soft logical relationships. Disadvantages are: poor quality, which may lead to the risk of rework
6.6 control progress
Compare with the project schedule, supervise the implementation of the project progress, discover progress deviations, predict future progress performance, and make necessary change requests
enter
job performance data
actual schedule performance
Project Management Plan: Schedule Management Plan, Scope Baseline, Schedule Baseline and Performance Measurement Baseline
output
Re-prioritize remaining work plan (backlog items)
Determine how quickly deliverables can be produced, verified and accepted within each iteration (agreed work cycle duration, usually two weeks or one month)
Conduct retrospective reviews (regular reviews to record lessons learned) to correct and improve the process
job performance information
Includes performance of project work compared to schedule baseline
progress forecast
Make predictions about future schedule performance
change request
If the deviation is too large or the prediction results are unsatisfactory, file a change request
When repeating this process, the Lessons Learned Register will need to be consulted
Tools & Techniques
data analysis
Iterative burndown chart
Visually display the amount of work completed and remaining
performance review
Examine the overall progress performance of the project
Earned value analysis
Calculate progress deviation, progress performance index and other indicators
critical path method
Review schedule performance on critical and sub-critical paths
Resource optimization
Internal allocation of resources to solve the problem
lead and lag
Adjust advance and lag
Progress compression
Rush work or follow up quickly