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MindMap Gallery Project progress management-pty

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.

Edited at 2023-06-29 22:48:11

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Project progress management-pty

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Outline

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.