Projects that develop products incrementally in an operational or ongoing environment

Projects with relatively similar size or scope of work tasks

Projects where tasks can be grouped according to size or scope

It is an important means to make requirements agile in the agile development model.

independent, discussable, valuable, estimable, small, testable

It is used as a form of describing requirements in the software development process, focusing on describing roles (who wants this function), functions (what functions are needed), and values ​​(why this function is needed, what value this function can bring)

When the user wants the document to be edited, if the user does not save the document within 15 minutes, the document will be automatically saved to avoid data loss.

Describe how scope is defined and developed, and provide information on how to develop a schedule

Helps define scheduling methods, estimating techniques, scheduling tools, and techniques used to control schedules

Participants may include project managers, project sponsors, project team members, selected stakeholders, schedule or execution leaders, and other necessary personnel.

It is an integral part of the project management plan and establishes criteria and clear activity requirements for the preparation, supervision and control of project progress.

Can be formal or informal, very detailed or highly general

1. Project schedule model

2. Release and iteration length of schedule

3. Accuracy

4. unit of measurement

5. Work Breakdown Structure (WBS)

6. Project schedule model maintenance

7. control threshold

8. performance measurement rules

9. report format

Define the schedule approach, the duration of rolling planning, and the level of detail required to manage the work

When defining activities, explicitly consider the project WBS, deliverables, constraints, and assumptions in the scope baseline

A technique for progressively dividing the project scope and project deliverables into smaller, more manageable components

Create a WBS output (decomposed) work package, which is the smallest deliverable

An iterative planning technique that details the work to be done in the near future while roughly planning future work at a higher level

It is a progressive and detailed planning method, suitable for work packages and planning packages.

Contains the progress activities required for the project, including identification of each activity and a detailed description of the scope of work, so that project team members know what needs to be completed

For projects using rolling planning or agile techniques, the activity list will Get regular updates as the project progresses

Refers to the multiple attributes of each activity, which are used to expand the description of the activity. The activity attributes evolve and update with the progress of the project.

Activity attributes include unique activity identification (ID), WBS ID, and activity label or name

Activity attributes may include activity descriptions, predecessor activities, successor activities, logical relationships, leads and lags, resource requirements, mandatory dates, constraints, and assumptions.

1. Identify where work is to be carried out

2. Prepare a project calendar for carrying out activities and related activity types

3. Prepare progress plan

4. Schedule activities can be selected, sorted, and categorized in reports in various ways based on activity attributes

definition

have a duration of zero because they represent only one significant point in time or event

Lists all project milestones and indicates whether each milestone is mandatory (such as required by contract) or optional (such as determined based on historical information)

Throughout the project, work packages are gradually refined into activities. During this process it may be discovered that work that was not originally part of the project baseline needs to be added, resulting in the need to modify delivery dates or other important schedule milestones.

After changes to schedule activities are approved, corresponding changes need to be made to the cost baseline

Specifies the method and accuracy of sequencing activities and other criteria required

When sequencing activities, the project WBS, deliverables, constraints, and assumptions in the benchmark need to be explicitly considered

Hypothetical log

Activity properties

Activity list

Milestone List

is a technique for creating progress models

Single code network diagram

1. Finish to start (FS)

2. Finished to Finished (FF)

3. Start to Start (SS)

4. Start to Finish (SF)

immediate activities

follow-up activities

Each activity has a unique activity number, and each activity has an estimated duration (the duration of the activity)

time type

Also known as Active On the Arrow (AOA)

Use arrows to represent activities and nodes to represent events. Both nodes and arrows must be numbered.

1. Each activity and event in the network diagram must have a unique code name, that is, there will not be the same code name in the network diagram, and the code numbers point from small to large (for example: 1 points to 2, C points to D)

2. At least one of the codes of the preceding event and the following event of any two activities is different, and the node codes become larger and larger along the direction of the arrow.

3. Activities that flow into (or flow out of) the same node have a common successor activity (or predecessor activity)

definition

It does not consume time or resources, just to make up for the shortcomings of arrow diagrams in expressing activity dependencies.

With virtual activities, people can better and more clearly express the relationship between activities

1. mandatory dependencies

2. selective dependency

3. external dependencies

4. internal dependencies

It is the amount of time that the successor activity can be advanced relative to the predecessor activity, generally expressed as a negative value.

Example: In a new office building construction project, landscape architecture division can start 2 weeks before the completion of the final work list. Start time of landscape architecture division = end time of final work list preparation - 2 weeks

It is the amount of time that the successor activity needs to be postponed relative to the predecessor activity, generally expressed as a positive value.

Example: For a large technical document, the writing team can start editing the draft document 15 days after the writing work begins. Start time of draft writing = Start time of draft writing 15 days

It is a graph that represents the logical relationship (dependency relationship) between project schedule activities.

Activities with convergence and branching are affected by or can affect multiple activities and therefore present a greater risk

It may describe the inevitable sequence or determined immediate or subsequent relationship between events, as well as the defined logical relationship between lead and lag amounts and activities.

When sequencing activities, the activity list may be affected by changes in project activity relationships

Depending on the sequencing of activities, the identification of relationships, and the amounts of leads and lags, the assumptions and constraints in the assumptions log may need to be updated and may create a risk that affects the project schedule.

When sequencing activities, the planned achievement dates for specific milestones may be affected by changes in project activity relationships.

Keeping other factors constant, adding a factor (such as resources) used to determine the input required per unit of output will eventually reach a critical point, after which the output or output will increase as the factor is added. Decreasing

Increasing the number of resources, for example, doubling the resources may not necessarily shorten the time to complete the work by half, because investing resources may add additional risks.

If you add too many activity resources, the duration may increase due to knowledge transfer, learning curve, additional collaboration and other related factors.

Technological advancement factors may play an important role in determining duration estimates. For example, by sourcing the latest technology, a manufacturing facility can increase production, which may impact duration and resource requirements

Procrastination

Parkinson's Law

Specifies the method and accuracy used to estimate activity duration, and other required criteria

Contains WBS and WBS dictionary, the latter including technical details that may affect effort and duration estimates

Hypothetical log

Lessons Learned Register

Activity properties

Activity list

Milestone List

risk register

Resource requirements

resource breakdown structure

Resource Calendar

Project team dispatches work orders

A technique that uses historical data from similar activities or projects to estimate the duration or cost of current activities or projects

A rough estimating method that sometimes needs to be adjusted for known differences in project complexity. Analog estimating is often used to estimate project duration when project details are insufficient.

Compared to other estimating techniques, analogue estimating techniques are generally less expensive and less time-consuming, but they are also less accurate.

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

Depends on the maturity of the parametric model and the reliability of the underlying data

1. Optimistic Time (TO)

2. Most likely Time (TM)

3. Pessimistic Time (TP)

If the three estimates follow a triangular distribution

If the three estimates follow a beta distribution

The result is rounded up, for example: 8.5 days, the result is rounded up to 9 days

A method of estimating project duration or cost by aggregating estimates from the WBS components layer by layer from bottom to top.

Used to compare different resource capabilities or skill levels, schedule compression techniques, different tools (manual and automated), and decisions about resource creation, leasing, and purchase

contingency reserve

management reserve

Derived a show of hands voting method, suitable for agile projects

A quantitative assessment of the number of work hours required to complete an activity, phase, or project, which does not include any lag but may indicate a range of variation.

Supporting information required for duration estimates

Provide a clear and complete explanation of how the duration estimate was arrived at

1. Documentation of the basis for the estimate (e.g. how the estimate was prepared)

2. Documentation of all assumptions

3. Documentation on known constraints

4. A description of the estimate interval (e.g., “±10%”) to indicate where the expected duration falls

5. A description of the confidence level in the final estimate

6. Documentation on individual project risks affecting estimates, etc.

The activity duration estimate output by this process is recorded in the activity properties

When updating the assumptions log, include the assumptions developed to estimate duration, in addition to constraints imposed by the schedule methodology and scheduling tools

Technology that can effectively and efficiently estimate labor effort and duration can be added

The project management team selects a scheduling method, such as critical path or agile methods

The project management team enters project-specific data (such as activities, planned dates, durations, resources, dependencies, constraints, etc.) into the scheduling tool to create a project schedule model

Possible sorting

1. Define project milestones, identify and sequence activities, estimate duration, and determine activity start and completion dates

2. Review of assigned activities by project personnel assigned to each activity

3. Project staff confirms the validity of planned dates by confirming that start and finish dates do not conflict with resource calendars and other projects or tasks

4. Analyze the schedule to determine whether there are logical relationship conflicts and whether resource balancing is required before approving the schedule and using it as a baseline, and simultaneously revise and maintain the project schedule model to ensure that the schedule is always feasible throughout the project period

Specifies the schedule preparation methods and tools used to develop schedules, as well as methods for deriving schedules

The scope statement, WBS, and WBS dictionary contain detailed information about the project deliverables and are used as a reference when creating the schedule model

Hypothetical log

Lessons Learned Register

Activity properties

Activity list

Milestone List

Project progress network diagram

Estimate basis

duration estimate

Project team dispatches work orders

Resource Calendar

Resource requirements

risk register

Evaluate the need to aggregate progress reserves when multiple paths converge or diverge at the same point in time to reduce the likelihood of falling behind schedule

Review the network to see if there are high-risk activities or activities with large lead times on the critical path, and whether it is necessary to use schedule reserves or implement risk response plans to reduce the risk of the critical path

Estimate the minimum duration of the project and determine the schedule flexibility of the logical network path

The earliest start time (ES) of an activity must be the same as or later than the latest time in the earliest end time (EF) directly pointing to this activity

The latest end time (LF) of an activity must be the same as or earlier than the latest start time (LS) of all activities it directly points to

Forward calculation (forward push is larger)

step

Reverse calculation (reverse calculation to get the smaller one)

step

It is the longest sequence of activities in the project and determines the shortest possible project duration.

Total float is usually zero

definition

Within this time frame, activities can be delayed without affecting the project duration

Calculation method

definition

Within this time frame, activities can be delayed without affecting any subsequent activities.

Calculation method

Critical path (the longest sequence of activities in the project, usually 0 total float): A-B-F-G-H 1. E’s earliest start time = D’s earliest finish time (30) 2. E’s earliest finish time = E’s earliest start time (30) E’s duration (15) = 45 3. The latest completion time of E = the latest start time of H (200) 4. E’s latest start time = E’s latest finish time (200) – E’s duration (15) = 185 5. The total float time of E = the latest completion time of E (200) - the earliest completion time of E (45) = 155 6. C’s free float = F’s earliest start time (20) – C’s earliest finish time (15) = 5 7. When multiple predecessor activities exist, calculate the earliest start time of an activity: The earliest start time of F is the maximum value of the earliest completion times of all predecessor activities (B, C) of F, that is, the earliest completion time of B 8. When multiple follow-up activities exist, calculate the latest completion time of an activity: The latest completion time of B is the minimum value of the latest start time of all subsequent activities (D, F) of B, that is, the latest start time of F 9. When multiple follow-up activities exist, the free floating time of an activity = the minimum value of the earliest start time of the follow-up activities - the earliest completion time of the current activity

It is a technology that adjusts the progress model based on resource supply and demand.

Resolve resource load issues by adjusting activity start and finish dates to adjust planned resource use to be equal to or less than available resources

resource balancing

Resource smoothing

Evaluate various scenarios and predict their impact (positive or negative) on project objectives

Based on the results of what-if scenario analysis, evaluate the feasibility of the project schedule under different conditions, and prepare schedule reserves and response plans to deal with the impact of unexpected situations

A method of modeling individual project risks and other sources of uncertainty to assess their potential impact on project objectives

include

Common techniques

It is an adjustment method used by network analysis to prepare a practical schedule by adjusting the start time of subsequent activities.

Used to start follow-up activities early where conditions permit

Under certain constraints, add a period of natural time between predecessor and successor activities that does not require work or resources (postponement)

Shorten or accelerate the schedule duration to meet schedule constraints, mandatory dates, or other schedule goals without reducing project scope

rush work

Quick follow up

The completion time of each project activity is estimated according to 3 different scenarios

The completion time of the entire project is the sum of the completion times of each activity and obeys a normal distribution

enter

automatic output

Can speed up the schedule preparation process

An approved schedule model, which can only be changed through a formal change control process, is used as a basis for comparison with actual results

The schedule is constantly being updated (gradually improved) and can have multiple versions

The progress baseline is an approved version of the progress plan

It is the output of the schedule model, labeling each interrelated activity with planned dates, durations, milestones, required resources, etc.

Highlight the delivery time

list

graphics

The dotted line in the middle: checkpoint The part to the left of the dotted line is filled with blue, indicating that the activity has been completed in Chengdu The part to the right of the dotted line is not filled with color, indicating the unfinished part of the activity

Is a collection of information used to describe and control schedules

Include at least

Details

Update the schedule management plan to reflect changes in the way schedules are developed and managed

After changes to scope, resources, or cost estimates are approved, corresponding changes need to be made to the cost baseline. Sometimes cost deviations are so severe that the cost baseline needs to be revised to provide a realistic basis for performance measurement.

Reflects changes to resource requirements and other related content resulting from the development of the schedule.

Reflect changes in assumptions about duration, resource usage, sequencing, or other information discovered when creating the schedule model

The quantity and availability of resources and activity dependencies may cause changes in duration estimates

If the resource requirements change during the analysis process, the resource requirements need to be updated accordingly.

If the schedule is behind schedule and the cost is overrun, only write 2-6, because rushing to work will definitely increase costs.

Describes the update frequency of progress, how to use progress reserves, and how to control progress.

Compare progress baselines to actual results to determine whether changes or corrective or preventive actions are needed

When monitoring the schedule baseline, explicitly consider the project WBS, deliverables, constraints, and assumptions in the scope baseline

When using earned value analysis, performance measurement baselines are compared to actual results to determine whether changes, corrective actions, or preventive actions are necessary.

Lessons Learned Register

Project schedule

progress data

Project Calendar

Resource Calendar

Calculation questions need to be mastered in the exam

Schedule performance measures (such as Schedule Variance - SV and Schedule Performance Index - SPI) are used to evaluate deviations from the initial schedule baseline

new concept

Used to track the work that has yet to be completed in the unfinished items of the iteration and analyze the deviation from the ideal burndown chart

Predictive trend lines can be used to predict possible deviations at the end of an iteration, as well as reasonable actions that should be taken during the iteration

Refers to measuring, comparing, and analyzing schedule performance against a schedule baseline (e.g., actual start and finish dates, percent completed, and remaining duration of current work)

Examine project performance over time to determine whether performance is improving or deteriorating

Focus on actual start and finish date deviations from plan, actual duration deviations from plan, and float deviations

Evaluate various scenarios based on the outputs of the project risk management process to align the schedule model with the project management plan and approved baselines

Approval of changes to project scope, activity resources, or activity duration estimates may require changes to the schedule baseline

The schedule baseline may also need to be updated when changes occur due to schedule compression techniques or performance issues.

After changes to scope, resources, or cost estimates are approved, corresponding changes need to be made to the cost baseline

After changes to scope, schedule performance, or cost estimates are approved, corresponding changes to the performance measurement baseline are required

Schedule performance may indicate a need to revise how durations are estimated

Substitute the updated schedule data into the schedule model to generate an updated project schedule to reflect schedule changes and effectively manage the project

Update resource calendars to reflect resource calendar changes due to resource optimization, schedule compression, and corrective or preventive actions

The project schedule network diagram may need to be redrawn to reflect the approved remaining duration and approved schedule modifications

Schedule performance may indicate the need to revise assumptions about activity sequencing, duration, and productivity

The use of schedule compression techniques may result in risks that may require updating the risk register and the risk response plans therein

Effective techniques for recording maintenance progress, as well as the causes of deviations and the corrective actions used to respond to schedule deviations