Wondershare EdrawMind
MindMap Gallery Advanced Software Exam Chapter 6 Project Progress Management Process
- 3
Advanced Software Exam Chapter 6 Project Progress Management Process
[Progress management process] is a part of the software information system project manager, from planning progress management, activity definition, arranging activity sequence, estimating activity resources, estimating activity duration, formulating schedule, controlling progress, workload and duration estimation, Techniques and tools for sequencing project activities, methods for adjusting project schedules, and techniques and tools for formulating project schedules describe how to manage project schedules. They are very practical for students who are engaged in project management or preparing for soft exams.
Edited at 2022-06-30 13:56:09
- cáncer de pulmón
El cáncer de pulmón es un tumor maligno que se origina en la mucosa bronquial o las glándulas de los pulmones. Es uno de los tumores malignos con mayor morbilidad y mortalidad y mayor amenaza para la salud y la vida humana.
- diabetes
La diabetes es una enfermedad crónica con hiperglucemia como signo principal. Es causada principalmente por una disminución en la secreción de insulina causada por una disfunción de las células de los islotes pancreáticos, o porque el cuerpo es insensible a la acción de la insulina (es decir, resistencia a la insulina), o ambas cosas. la glucosa en la sangre es ineficaz para ser utilizada y almacenada.
- sistema digestivo
El sistema digestivo es uno de los nueve sistemas principales del cuerpo humano y es el principal responsable de la ingesta, digestión, absorción y excreción de los alimentos. Consta de dos partes principales: el tracto digestivo y las glándulas digestivas.
Advanced Software Exam Chapter 6 Project Progress Management Process
- cáncer de pulmón
El cáncer de pulmón es un tumor maligno que se origina en la mucosa bronquial o las glándulas de los pulmones. Es uno de los tumores malignos con mayor morbilidad y mortalidad y mayor amenaza para la salud y la vida humana.
- diabetes
La diabetes es una enfermedad crónica con hiperglucemia como signo principal. Es causada principalmente por una disminución en la secreción de insulina causada por una disfunción de las células de los islotes pancreáticos, o porque el cuerpo es insensible a la acción de la insulina (es decir, resistencia a la insulina), o ambas cosas. la glucosa en la sangre es ineficaz para ser utilizada y almacenada.
- sistema digestivo
El sistema digestivo es uno de los nueve sistemas principales del cuerpo humano y es el principal responsable de la ingesta, digestión, absorción y excreción de los alimentos. Consta de dos partes principales: el tracto digestivo y las glándulas digestivas.
- Recommended to you
- Outline
Chapter 6 Project Progress Management Process
1. Planning progress management
enter
project management plan
Scope Baseline: Includes project scope statement, WBS, and WBS dictionary, which can be used to define activities, duration estimates, and schedule management
Other information: The schedule can be developed based on other information in the project management plan, such as costs, risks, and communication decisions related to the planning schedule.
Project Charter
The overall milestone schedule and project approval requirements specified in the project charter will affect the project's progress management
organizational process assets
Organizational process assets that impact the planning schedule management process include (but are not limited to) available monitoring and reporting tools
Historical information, progress control tools, project closure guidelines, change control procedures
Risk control procedures, including risk categories, probability definitions and impacts, and probability and impact matrices
Existing, formal and informal policies, procedures and guidelines related to progress control
business environment factors
Organizational culture and structure that can influence schedule management
Resource availability and skills that may impact schedule planning
Project management software that provides schedule planning tools to facilitate the design and management of various plans for schedule
Published commercial information (such as resource productivity), often from various commercial databases
Work authorization system in Organization Huizhong
output
Project schedule management plan
Project schedule model development
Accuracy: Specifies the acceptable interval for activity duration estimates
Unit of measurement: Specify the unit of measurement for each resource
Organization Program Links
Project schedule model link: It is necessary to specify how the project status will be updated in the schedule model during project execution and record the project progress.
Control thresholds: Deviation thresholds may need to be specified to monitor schedule performance
Performance Measurement Rules: Need to specify Earned Value Management (EVM) rules or other measurement rules for performance measurement, for example: rules for determining percentage of completion
Report format: The format and frequency of preparation of various progress reports need to be specified
Process Description: Provide a written description of each schedule management procedure
2. Activity Definition
enter
progress management plan
The level of detail required to manage the project work is specified in the project schedule management plan
Scope Baseline
When defining activities, explicitly consider the WBS, deliverables, constraints, and assumptions in the scope baseline
organizational process assets
Organizational process assets that can influence the process of defining activities include, but are not limited to
Lessons learned knowledge base, including historical information such as activity lists of similar projects in the past
standardized process
Templates containing standard activity lists or partial activity lists from past projects
Existing, formal and informal policies, procedures and guidance related to activity planning, such as schedule planning methodologies, which should be taken into account when defining activities
business environment factors
Organizational process assets that can influence the process of defining activities include, but are not limited to
organizational culture and structure
Business information published in business databases
Project Management Information System (PMIS)
output
Activity list
An activity list is a comprehensive list of all activities required for a project
Also includes the identification of each activity and a detailed description of the scope of work so that project team members know what work needs to be completed (work content, goals, results, responsible person and date)
Every activity should have a unique name
Activity properties
Activity properties are an extension of the activity description in the activity manifest
In the initial stage of the project, activity attributes include: activity ID, WBS ID, and activity label or name
When the activity attributes are compiled, it includes: activity coding, activity description, predecessor activities, successor activities, logical relationships, lead and lag, resource requirements, mandatory dates, constraints and assumptions.
Milestone List
Milestone checklist lists all project milestones and indicates whether each milestone is mandatory or optional
A milestone is a moment in the project life cycle where the duration of a milestone is zero
A milestone consumes neither resources nor costs and usually refers to the completion of a major deliverable.
The preparation of the milestone plan can start from the last milestone, which is the end point of the project, and proceed in reverse: determine the last milestone first, and then determine each milestone in reverse order
3. Arrange the order of activities
enter
progress management plan
Specifies planning methods and tools for projects and provides guidance on the sequencing of activities
Activity list
Lists all activities required for the project to be sequenced
Activity properties
May describe the necessary sequence or definite immediate relationship between activities
Milestone List
Achievement dates for specific milestones may already be listed, which may affect how activities are sequenced
business environment factors
Government or industry standards
Project Management Information System (PMIS)
Schedule planning tool
Company work authorization system
project scope statement
output
Project progress network diagram: A graph that represents the logical relationships (also called dependencies) between project activities.
Project document updates: activity list, activity attributes, milestone list, risk register
4. Estimating activity resources
enter
Schedule management plan: Determines the accuracy of resource estimates and the units of measurement used
Activity list: defines the activities that require resources
Activity attributes: Provides the primary input for estimating the resources required for each activity
Resource Calendar: A calendar indicating the available days or work shifts for each specific resource
Risk Register: Risk events that may affect the availability and selection of resources
Activity Cost Estimation: The cost of resources may influence the selection of resources
Career environment factors: location, availability, and skill levels of resources
organizational process assets
Policies and procedures regarding staffing
Policies and Procedures Regarding Renting and Purchasing Supplies and Equipment
Historical information about the types of resources used for similar work in previous projects
output
activity funding requirements
Identify the types and quantities of resources required for each activity in the work package
Resource Breakdown Structure (RBS)
It is a hierarchical display of resources according to categories and types.
Resource categories include labor, 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 based on resource availability.
Project file updates
Activity list, activity attributes, resource calendar
5. Estimate activity duration
enter
Schedule Management Plan: Specifies the methods and accuracy used to estimate activity durations, as well as other criteria such as project update criteria
Activity list: A list of all activities that require duration estimates
Activity attributes: Provides the primary input for estimating the duration of each activity
Activity resource requirements: Whether the quantity and quality of allocated resources can meet the requirements will have a significant impact on the duration.
Resource Calendar: Resource availability, resource type, and resource nature all affect activity duration
project scope statement
Assumptions: existing conditions, availability of information, length of reporting period
Constraints: Available skilled resources, contract terms and requirements
Risk Register: The register provides a list of risks, as well as the results of risk analysis and response planning
Resource breakdown structure: Provides a hierarchical structure of identified resources by resource category and resource type
business environment factors
Duration estimation database and other reference data
productivity measures
Published business information
Team member location
organizational process assets
Historical information about duration
Project Calendar
schedule planning methodology
Lessons learned
output
Activity duration estimate
Is a quantitative assessment of the number of work periods required to complete an activity
No lag is included in the duration estimate
When estimating the duration of Ziah activities, you can point out a certain range of changes.
Project file updates
Activity properties
Assumptions made to estimate activity duration, such as skill level, availability, and basis for the estimate
6. Develop a progress plan
enter
Schedule Management Plan: Schedule planning methods and tools used to develop schedules
Activity List: Identifies the activities that need to be included in the schedule model
Activity properties: Provides the details needed to create a progress model
Project schedule network diagram: Contains the logical relationships between predecessor and successor activities used to derive the schedule.
Activity resource requirements: clarify the type and quantity of resources required for each activity, used to create a progress model
Resource Calendar: Contains resource availability information during the project
Activity duration estimate: It is the number of work periods required to complete each activity and is used for calculation of progress.
Project Scope Statement: Contains the assumptions and constraints that will affect the development of the project schedule.
Risk Register: Contains details and characteristics of all identified risks that impact the schedule model
Project staff assignment: clear resources assigned to each activity
Resource breakdown structure: The resource breakdown structure provides detailed information that helps with resource analysis and reporting on resource usage.
Business environment factors: standards, communication channels, schedule planning tools with created schedule models
Organizational Process Assets: Schedule Planning Methodology and Project Calendar
output
Schedule baseline: is the approved project schedule
Project schedule
The project schedule must include at least a planned start date and planned end date for each activity
Use a horizontal bar chart, also known as a Gantt chart
milestone chart
Project progress network diagram
progress data
Progress data includes at least milestones, activities, activity attributes, and all known assumptions and constraints.
alternative schedule
Progress contingency reserve
Project Calendar
Project management plan updates: including but not limited to progress baselines and progress management plans
Project document updates: including but not limited to activity resource requirements, activity attributes, calendar, risk register
7. Control progress
What progress control focuses on
Determine the current status of project progress
Influence the factors that cause schedule changes to ensure that such changes develop in a favorable direction
Determine whether the project progress has been certified and changed
When changes actually occur, manage them strictly in accordance with the change control process
Methods to shorten activity duration
Rush work, invest more resources or increase working hours to shorten the duration of key activities
Quickly follow up and construct in parallel to shorten the length of the critical path
Use highly qualified resources or more experienced personnel
Reduce range of activities or reduce activity requirements
Improve methods or techniques to increase production efficiency
Strengthen quality management, discover problems in time, reduce rework, thereby shortening the construction period
enter
project management plan
Contains schedule management plan and schedule baseline
The schedule management plan describes how the project schedule should be managed and controlled
The progress baseline serves as a basis for comparison with actual results to determine whether changes, corrective actions, or preventive actions are needed.
Project Schedule: Refers to the latest version of the project schedule, with symbols indicating updates to deadline data, completed and started activities
Work performance data: information about the progress of the project, such as which activities have been started, how they are progressing, and which activities have been completed
Project Calendar
Progress data: Progress data needs to be reviewed and updated during the progress control process
organizational process assets
Progress control tool
Available monitoring and reporting methods
Existing, formal and informal policies, procedures and guidelines related to progress control
output
Work performance information: Calculate the progress deviation and progress performance index for WBS, especially work packages and control accounts, record them, and communicate them to stakeholders
progress forecast
Change Requests: Submit change requests to the Implementation Integrated Change Control process for review and processing
Project Management Plan Update
progress baseline
progress management plan
cost basis
Project file updates
progress data
Project schedule
risk register
Organizational process asset updates
Reason for deviation
Corrective actions taken and their rationale
Other lessons learned from project schedule control
8. Estimation of workload and construction period
Delphi method
1. The coordinator provides project specifications and estimation forms to each expert
2. The coordinator convenes a group meeting to discuss factors related to scale with experts.
3. Each expert anonymously fills in the iteration form
4. The coordinator compiles an estimate summary and returns it to the experts in the form of an iteration table
5. The coordinator convenes a group meeting to discuss large estimation differences.
6. The expert reviews the estimate summary and submits another anonymous estimate on the iteration sheet
7. Repeat steps 4-6 until a consensus is reached between the lowest and highest estimates.
analogy estimation method
One of the prerequisites for making good use of the analogy estimation method is that the organization has established a good post-project evaluation and analysis mechanism, and the data analysis of historical projects is reliable.
1. Sort out the project function list and the lines of code that implement each function
2. Identify the similarities and differences between each function list and the historical projects, paying special attention to the areas where the historical projects did not do enough.
3. Obtain the estimated value of each function through 1 and 2
4. Generate size estimates
parameter estimation method
Parametric estimating is an estimating technique that uses a certain 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.
The simplest parameter estimation is a linear equation of one variable, which is to calculate the activity duration by multiplying the amount of work that needs to be performed by the number of hours required to complete the unit amount of work.
The accuracy of parameter estimation depends on the maturity of the parameter model and the reliability of the underlying data
Reserve analysis
Includes emergency reserves and management reserves
Contingency reserves should be included in the project schedule to deal with schedule uncertainties.
A contingency reserve is a period of time included in the schedule baseline to address identified risks that have been accepted and for which contingency or mitigation measures have been developed
Contingency reserves are related to "known-unknown" risks and need to be reasonably estimated to complete unknown workloads
Management reserves are project periods specifically set aside for management control purposes to deal with unforeseen work within the project scope.
Management reserves are used to address “unknown-to-unknown” risks that may affect the project
Management reserves are not included in the schedule baseline but are part of the total project duration
9. Techniques and tools for sequencing project activities
Determine dependencies
Mandatory dependencies: related to objective constraints
selective dependency
External dependencies: outside the control of the project team
Internal dependencies: are immediate relationships between project activities, usually within the control of the project team
Leading diagram method PDM
Overview
The predecessor diagram method, also known as the immediate relationship drawing method, is a method used to prepare project progress network diagrams. It uses boxes or rectangles (called nodes) to represent activities, and the nodes are linked by arrows to show the relationship between the nodes. logical relationship between them. This kind of network diagram is also called a single-code network diagram or an active node diagram and is used in most software project management.
Leading diagram is also called single code network diagram
The Predecessor Diagram Method (PDM) includes 4 types of dependencies that exist between activities:
End-start relationship (F-S type): After the preceding activity ends, the subsequent activity can start
End-end relationship (F-F type): The subsequent activity can only end after the preceding activity ends.
Start-start relationship (S-S type): the subsequent activity can only start after the previous activity starts.
Start-end relationship (S-F type): the subsequent activity can only end after the preceding activity starts.
The dependency relationship is as shown in the figure
In the lead diagram method, each activity has a unique activity number, and each activity is marked with an estimated duration (the duration of the activity)
Each node will have the following times:
Earliest start time (ES): The earliest time an activity can start
Earliest finish time (EF): The earliest time an activity can be completed. EF=ES construction period
Latest end (LF): The latest time an activity must be completed in order for the project to be completed on time
Latest Start (LS): The latest time an activity must begin in order for the project to be completed on time. LS=LF-construction period
as the picture shows
Arrow diagram method ADM
Overview
It is a network drawing method that uses arrows to represent activities and nodes to represent events. This network diagram is also called a double-code network diagram or an activity arrow diagram.
In the arrow diagram method, the start (arrow tail) event of an activity is called the predecessor event of the activity, and the end (arrow) event of the activity is called the successor event of the activity.
Arrow diagram is also called double code network diagram
In the arrow chart method, there are three basic principles:
Each activity and each event in the network diagram must have a unique code name, and there will not be the same code name.
At least one of the codes of the predecessor event and the successor event of any two activities is different.
Activities that flow into (or flow out of) the same node have a common successor activity (or predecessor activity)
Advance and lag
Lead time is the amount of time that the successor activity can be advanced relative to the predecessor activity; in schedule planning software, lead time often represents a negative number
The lag is the amount of time that the successor activity needs to be postponed relative to the predecessor activity; in schedule planning software, the lag often represents a positive number
In the figure, the dependency between activity H and activity I is expressed as SS 10 (10-day lag, 10 days after H starts, I starts); the dependency between activity F and activity G is expressed as FS 15 (15-day lag , 15 days after F is completed, start G)
10. Project schedule adjustment method
Analyze schedule deviations
Analyze whether the work causing the deviation is a critical activity
If the work in question is a critical activity, a schedule update must be performed
If the work in which the deviation occurs is a non-critical activity, the degree of its impact on subsequent work and the total construction period needs to be determined based on the relationship between the deviation and the total time difference and free time difference.
Analyze whether the progress deviation is greater than the total time difference
Analyze whether the schedule deviation is greater than the free time difference
Adjustments to project schedule
key activity adjustment method
The actual progress of key activities is ahead of schedule
Select the follow-up key activities that consume a lot of resources or have high direct costs and extend them appropriately.
If you want to shorten the construction period, you should use the unfinished part of the plan as a new plan and recalculate and adjust it.
Actual progress of key activities lags behind planned progress
Take measures to make up for lost time and ensure the project is completed on schedule
Adjustments are made by shortening the duration of subsequent key activities
non-critical activity adjustment method
Extend the duration of non-critical activities within the overall time difference
Shorten the duration of work
Adjust the start or finish time of a job
method of adding and subtracting work items
Add work items: only supplement the original missing or unspecific logical relationships
Reduce work items; only eliminate work items that have been completed in advance or that should not have been set up
Resource Adjustment Act
The premise of resource adjustment is to ensure that the construction period remains unchanged or to make the construction period more reasonable
Resource adjustment method is to optimize resources
11. Techniques and Tools for Developing Project Schedules
Develop project plan steps
project description
List the project goals, project scope, how the project will be executed, project completion plan, etc.
The project description is based on the project plan, the preliminary design plan and the approved feasibility study report
Mainly includes: project name, project goals, deliverables, delivery completion criteria, work description, work specifications, estimated resources required, major milestones, etc.
Project breakdown and activity definition
Use WBS technology to decompose an overall project into several tasks or activities
Activity definition defines the activities required to achieve project goals. Activities are the work tasks or work elements determined in the project work breakdown structure.
work description
The work description is based on the project description and the project work breakdown structure, and the result is the work description table and the project work list
Project organization and assignment of work responsibilities
The result of the assignment of work responsibilities is the formation of a responsibility assignment table
Work sequencing
Objectively existing and immutable logical relationships, that is, prepositional logical relationships
Variable logical relationships, also called organizational relationships, will change as human constraints change.
Calculate workload
Including the content of the work, prerequisites for the work, workload, required resources, etc.
Estimated job duration
When estimating work time, it should not be limited by the importance of the work and the project completion deadline. Factors such as various resource supplies, technology, processes, site conditions, workload, work efficiency, labor quotas, etc. should be considered.
Draw network diagram
Mainly based on the project working relationship table, the working relationship of the project is expressed through the network.
schedule
After completing the project decomposition, determining the sequence of various tasks and activities, calculating the workload and estimating the duration of each task, the time progress of the project can be arranged.
During the project schedule planning stage, other special plans are generally formulated at the same time, such as quality assurance plans, configuration management plans, etc.
critical path method CPM
Overview
The critical path method uses a network diagram and the time required (estimate) for each activity to calculate the earliest or latest start and end time of each activity. The key to the CPM method is to calculate the total time difference
The critical path is the longest sequence of activities in a project and determines the shortest possible project duration
The core idea of the critical path algorithm is to integrate the activities decomposed by the work breakdown structure (WBS) according to logical relationships, and comprehensively calculate the construction period and critical path of the entire project. There are two rules as follows:
Rule 1: The earliest start time of an activity must be the same or later than the latest of the earliest end times that directly point to this activity
Rule 2: The latest end time of an activity must be the same as or earlier than the earliest time of the latest start time of all activities directly pointed to by the activity
Calculate earliest completion time - forward calculation
Step 1: Calculate from the beginning to the end of the network diagram
Step 2: The start of the first activity is the start of the project
Step 3: The activity completion time is the start time plus duration
Step 4: The start time of subsequent activities is determined based on the time after the lead time and the overlap time.
Step 5: When multiple pre-activities exist, determine based on the latest activity time
Calculate earliest completion time - forward calculation
Calculate the latest completion time - backward calculation
Step 1: Calculate from the end of the network diagram to the beginning
Step 2: The completion time of the last activity is the project completion time
Step 3: The activity start time is the completion time minus the duration
Step 4: The completion time of the precursor activity is determined by the time of the subsequent activity and the overlap time.
Step 5: When multiple follow-up activities exist, determine based on the earliest activity time
Calculate the latest completion time - backward calculation
The activity whose earliest start time and latest start time are equal becomes the key activity, and the path in which the key activities are connected in series becomes the critical path.
"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 is the schedule flexibility of the activity, which is called "total float"
Total float = the latest finish time of this activity minus 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 float of critical activities is 0
"Free float" is 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.
The calculation method of "free float" is: the minimum value of the earliest start time of the successor activity minus the earliest completion time of this activity.
Critical path method in the figure: The total float of activity D is 155 days and the free float is 0 days
critical chain method
Overview
The critical chain method (CCM) is a schedule planning method that allows project teams to place buffers on any project schedule path to account for resource constraints and project uncertainty.
The critical chain method introduces the concepts of buffering and buffer management, and uses statistical methods to determine the buffer period
The critical chain approach adds a duration buffer as “non-work activities” to cope with uncertainty
The buffer placed at the end of the critical chain is called the project buffer to ensure that the project is not delayed due to delays in the critical chain.
Other buffers and connecting buffers are placed at the junction of non-critical chains and critical chains to protect the critical chain from delays in non-critical chains.
Once the "buffer activities" are determined, planned activities can be scheduled according to the latest possible start and latest finish dates.
Critical link method example
Resource optimization technology
resource balancing
A technique for adjusting start and end dates based on resource constraints
Resource balancing is required if shared or critical resources are only available at specific times, are in limited quantities, or are over-allocated, such as when a resource is allocated to two or more activities during the same period.
Resource leveling often results in critical path changes, often lengthening
Resource smoothing
Adjustment of activities is a technique in which project resource requirements do not exceed predetermined resource limits.
Resource smoothing does not change the project critical path and the completion date is not delayed.
An activity is only delayed within its free float and total float
Resource smoothing technology may not achieve optimization of all resources
Progress compression
rush work
A technique to compress the schedule with minimal cost increase by adding resources, such as overtime
Rushing can lead to increased risks or costs
Quick follow up
A schedule compression technique in which activities or phases that would normally proceed sequentially are performed at least partially in parallel
Only applicable if project duration can be shortened through parallel activities
Program Review Technology PERT
Overview
Program review technique (PERT), also known as three-point estimation technique, is based on the assumption that the project duration and the entire project completion time are random and obey a certain probability distribution. PERT can estimate the probability that the entire project will be completed within a certain time.
Activity time estimate
PERT estimates the completion time of each project activity according to three different situations
Optimistic time OT: the time to complete a certain task when everything goes well
Most likely time MT: Under normal circumstances, the time it takes to complete a certain task
Pessimistic time PT: the time it takes to complete a certain task under the most unfavorable circumstances
Calculate the expected duration of each activity, where a, represents the optimistic time of the i-th activity, m, represents the most likely time of the i-th activity, and b, represents the pessimistic time of the i-th activity
The duration variance formula for activity I
Project cycle estimate
PERT believes that the completion time of the entire project is the sum of the completion times of each activity and obeys a normal distribution.
The probability that the entire project will be completed at a certain time, T represents the sum of activity completion times, and the denominator represents the standard deviation