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Project progress management
PMP project schedule management knowledge review, including planning schedule management, defining activities, arranging activity sequence, estimating activity duration, formulating schedule, etc.
Edited at 2022-11-16 02:53:03- bacteria
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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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- Outline
Project progress management
Planning progress management
Project schedule model development and maintenance
Schedule release and iteration length
Accuracy: Specifies the acceptable interval for activity duration estimates
…
Define activities
The process of identifying and documenting the specific activities required to complete the deliverables
O
Activity list
Activity properties
Milestone list: important points or events in the project
Sequence activities
I: Project files (activity attributes, activity list)
TT:
Predecessor Drawing Method (PDM)
Determine and integrate dependencies
Strong dependency (hard logical relationship)
Selective dependencies (preferred, preferred, or soft)
external dependencies
Dependencies between project activities and non-project activities
internal dependencies
Dependencies between project activities
lead and lag
Lead time: two weeks before the design drawings of a building are completed, review of the drawings begins in advance
Lag amount: After the house decoration is completed, wait half a year before moving in
project management information system
O: Project progress network diagram
Graphics that represent logical relationships between project schedule activities
An activity with multiple predecessors represents path convergence, and an activity with multiple successors represents path branching.
Estimate activity duration
content
Activity time estimate
Activity reserve time estimate (buffer time)
Estimate basis
Activity work scope
Resource type required
Number of resources required
Resource Calendar
factors to consider
law of diminishing returns
Resource quantity
skill improved
Employee incentive
TT
expert judgment
analogy estimation
Use historical data (totals) for similar activities or projects to estimate current activity
Lower cost, less time consuming, less accurate
parameter estimation
The amount of work required for construction × the working hours required per unit of work (historical data)
Accuracy depends on the accuracy of the parametric model
three point estimate
Triangular distribution: (most optimistic time, most likely time, most pessimistic time)/3
Beta distribution: (most optimistic time 4×most likely time most pessimistic time)/6
Use when parameters are insufficient, taking risks into account
Bottom-up estimation
Summarize estimates of WBS components layer by layer from top to bottom
Time consuming, most accurate
Subject time estimate
Data analysis (alternative analysis, reserve analysis)
decision making
Meeting
risk
Three elements
risk event
risk probability
Risk impact
Known - Known Risks: Plan
Known-unknown risks: contingency reserves (contingency reserves can be used, reduced, or eliminated as project information becomes clearer)
Unknown - Unknown Risks: Management Reserve (to deal with unforeseen work that is not included in the schedule baseline but is part of the total project duration. Depending on the terms of the contract, the use of management reserves may require changes to the schedule baseline)
Usually time or money. The project manager only has the authority to draw on contingency reserves. Management reserves require approval!
O
duration estimate
Estimate basis
Develop a progress plan
Complete the corresponding work within the specified time
I
Project documents (activity attributes, activity list, estimation basis, duration estimate, project schedule network diagram, etc.)
TT
Progress network analysis
critical path method
Critical path: the longest path among activity paths
Delays in key activities on the critical path will lead to project delays
Non-critical path: non-longest path
Secondary critical path: the time-consuming path next to the critical path
Activities on the critical path are called critical activities
Total float time: The maneuver time of an activity without delaying the total construction period
Activity free float: The amount of time a schedule activity can be delayed without delaying the earliest start date of any successor activity or violating constraints.
Resource optimization
resource balancing
Usage scenarios: resources are available at a specific time, the number of resources is limited, resources are over-allocated
Usage time: after the critical path is determined and before resource smoothing
Adjustment objects: Generally targeted at key resources (there are no vacancies on the critical path, and balancing will cause the construction period to be extended)
Core idea: "Parallel to series"
Resource smoothing
Usage scenarios: uneven resource usage, exceeding the predetermined number of resources
Usage time: Generally carried out after resource balance
Adjustment objects: Generally for non-critical resources (there are vacancies in non-critical paths, smoothing will not extend the construction period)
Core idea: "If you have more losses, make up for the deficiencies."
Resource smoothing is incomplete resource balancing
Resource histogram
The horizontal line represents the maximum number of hours a specific resource is available
data analysis
What-if scenario analysis
Monte Carlo analysis
Various project durations can be calculated using simulation methods based on a variety of different activity assumptions. Monte Carlo analysis is the most commonly used.
First determine the probability distribution of the possible duration of each activity, and then calculate the probability distribution of the possible duration of the entire project based on this
lead and lag
Progress compression
Project time management aims to ensure that the project is completed within the specified time
The longest path in the project network diagram is the critical path, which determines the shortest time to complete the project.
There may be more than one critical path. The more critical paths there are, the greater the risk of the project.
Schedule compression refers to shortening the project schedule without changing the project scope.
TT
rush work
Applicable occasions: only suitable for activities whose duration can be shortened by adding resources
Disadvantages: May result in increased risk or direct costs
Quick read to follow up
Applicable occasions: situations where the construction period can be shortened through parallel activities
Disadvantages: May increase the risk of rework
project management information system
Agile release planning
Product vision drives product roadmap
Product roadmap drives severance planning
Release plan specifies iterations
Iteratively schedule feature development
Feature development meets user stories
User Story Creation Task (Daily Plan)
O
progress baseline
Project schedule
Project progress network diagram
bar chart
milestone chart
progress data
Project Calendar
control progress
practice
Analyze the causes of deviations
personnel factors
Tools and equipment factors
methods, technical factors
financial factors
envirnmental factor
Analyze the impact of deviations on schedule
Whether the activity causing the deviation is a critical activity
Is the deviation greater than the total float time?
Is the deviation greater than the free float time?
Adjust project schedule
rush work
Quick follow up
Submit in steps
TT
Compare curves
Iterative burndown chart