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Information Systems Project Manager Tutorial (4th Edition) Chapter 10_Project Progress Management
This file is a self-made mind map of "Chapter 10_Project Progress Management" of the Information System Project Management Tutorial (4th Edition). It includes planning progress management, defining activities, arranging activity sequence, estimating activity duration, developing progress plan, controlling progress, etc. According to the key points of previous exams, the importance is marked and all the contents are integrated in detail, which can make the final review and the beginning of study more effective with half the effort. I spent more than ten hours compiling and summarizing the reading of all chapters, all of which are the latest version.
Edited at 2023-12-13 09:44:24- bacteria
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Information Systems Project Manager Tutorial (4th Edition) Chapter 10_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
basic concept
The role of progress management
effect
In order to ensure that the project is completed on time, manage the various processes required for the project
include
1. planning progress
2. Define activities
3. Sequence activities
4. Estimate activity duration
5. Develop project schedule
In small projects, these processes are very closely related and can be regarded as one process and completed by one person in a relatively short period of time.
6. control progress
management basics
Project schedule
definition
The project schedule provides a detailed plan for the project, describing how and when the project will deliver the products, services and results defined in the project scope. It is a tool used to communicate and manage stakeholder expectations and provides the basis for performance reporting.
General requirements
The project schedule should remain flexible throughout the project and should be adjusted as knowledge, risk understanding, and value-added activities change
Preparation steps
1. Choose a scheduling method, such as the critical path method
2. Input project-specific data (such as activities, planned dates, durations, resources, dependencies, constraints, etc.) into the scheduling tool to create a project schedule model
3. Form project schedule based on schedule model
new management practices
Iterative schedule with outstanding items
A method of rolling planning schedule based on adaptive life cycle
Allow changes to occur throughout the development lifecycle
Typically used to deliver incremental value to customers, or for multiple teams to develop large, interconnected, smaller features in parallel
On-demand schedule
Rather than relying on a predefined schedule, work tasks are extracted from backlog items and work sequences as soon as resources become available.
Applicable to the following projects
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
user stories
definition
It is an important means to make requirements agile in the agile development model.
feature
independent, discussable, valuable, estimable, small, testable
effect
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)
Example
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.
management process
Tailoring considerations
Life cycle approach, resource availability, project dimensions (project complexity, technical uncertainty), technical support
Agile and adaptive methods
Planning progress management
Process overview
definition
Management is the process of developing policies, procedures, and documentation for planning, preparing, managing, executing, and controlling project progress
main effect
Provide guidance and direction on how to manage project progress throughout the project
Conduct only once or only at predefined points in the project
enter
1. Project Charter
Overall milestone schedule
2. project management plan
1. scope management plan
Describe how scope is defined and developed, and provide information on how to develop a schedule
2. development method
Helps define scheduling methods, estimating techniques, scheduling tools, and techniques used to control schedules
3. business environment factors
4. organizational process assets
Tools & Techniques
1. expert judgment
2. data analysis
Alternatives analysis
3. Meeting
planning meeting
Participants may include project managers, project sponsors, project team members, selected stakeholders, schedule or execution leaders, and other necessary personnel.
output
progress management plan
definition
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
content
1. Project schedule model
Need to specify schedule planning methodologies and tools for developing project schedule models
2. Release and iteration length of schedule
When using an adaptive lifecycle, you specify fixed time periods for releases, planning, and iterations (the duration during which the project team is steadily moving toward its goals)
3. Accuracy
Definition requires specifying acceptable intervals for activity duration estimates, as well as allowable contingency reserves
4. unit of measurement
The unit of measurement for each resource needs to be specified
Examples: Person-hours, person-days, or weeks used to measure time; meters, liters, tons, kilometers, or cubic yards used to measure quantities
5. Work Breakdown Structure (WBS)
Provides a framework for the schedule management plan and ensures coordination with estimates and corresponding schedules
6. Project schedule model maintenance
It is necessary to specify how the project status will be updated in the progress model during project execution to record project progress.
7. control threshold
Deviation thresholds need to be specified for monitoring schedule performance
The maximum difference allowed before some action is required, usually expressed as a percentage deviation from the parameters in the baseline plan
8. performance measurement rules
Need to specify Earned Value Management (EVM) or other rules for performance measurement
9. report format
Need to specify the format and frequency of preparation of various progress reports
Define activities
Process overview
definition
Is the process of identifying and recording the specific actions that need to be taken to complete the project deliverables
main effect
Decompose work packages into schedule activities as the basis for progress estimation, planning (scheduling), execution, supervision, and control of project work
Need to be carried out throughout the project
enter
1. project management plan
progress management plan
Define the schedule approach, the duration of rolling planning, and the level of detail required to manage the work
Scope Baseline
When defining activities, explicitly consider the project WBS, deliverables, constraints, and assumptions in the scope baseline
2. business environment factors
Schedule planning tool or software
3. organizational process assets
Tools & Techniques
1. expert judgment
2. break down
definition
A technique for progressively dividing the project scope and project deliverables into smaller, more manageable components
Each work package in the WBS needs to be broken down into activities so that the corresponding deliverables can be completed through these activities
The WBS, WBS dictionary, and activity list can be developed sequentially or simultaneously, with the WBS and WBS dictionary being the basis for developing the final activity list
Activities represent the effort required to complete the work package
Define the activities The final output of the process is the activities rather than the deliverables, which are the outputs of the process that created the WBS
Create a WBS output (decomposed) work package, which is the smallest deliverable
3. rolling planning
definition
An iterative planning technique that details the work to be done in the near future while roughly planning future work at a higher level
Features
It is a progressive and detailed planning method, suitable for work packages and planning packages.
4. Meeting
Define the activities required to complete the work
output
1. Activity list
content
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
renew
For projects using rolling planning or agile techniques, the activity list will Get regular updates as the project progresses
2. Activity properties
definition
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.
In the initial stage of the project
Activity attributes include unique activity identification (ID), WBS ID, and activity label or name
When the activity attributes are compiled
Activity attributes may include activity descriptions, predecessor activities, successor activities, logical relationships, leads and lags, resource requirements, mandatory dates, constraints, and assumptions.
effect
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
3. Milestone List
milestone
definition
Important points or events in the project
have a duration of zero because they represent only one significant point in time or event
content
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)
Subsequent packaging input is used to sequence activities, estimate activity duration, and formulate schedules.
4. change request
During the progressive elaboration of deliverables into activities, change requests may need to be raised
As the project progresses, the activity list, activity attributes, and milestone list may need to be updated. At this time, a change control process is required.
5. Project Management Plan (updated)
progress baseline
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.
cost basis
After changes to schedule activities are approved, corresponding changes need to be made to the cost baseline
Sequence activities
Process overview
definition
Is the process of identifying and recording relationships between project activities
main effect
Define a logical sequence between tasks to achieve maximum efficiency given all project constraints
Need to be carried out throughout the project
The Sequence Activities process is designed to convert a list of project activities (activity list) into a diagram as a first step in publishing a progress baseline
Except for the first and last two items, each activity has at least one predecessor activity and one successor activity, and the logical relationship is appropriate.
Designing logical relationships can support the creation of a realistic project schedule. It may be necessary to use leads or lags between activities to make the project schedule more realistic.
Activities can be sequenced using project management software, manual techniques, or automated techniques
enter
1. project management plan
progress management plan
Specifies the method and accuracy of sequencing activities and other criteria required
Scope Baseline
When sequencing activities, the project WBS, deliverables, constraints, and assumptions in the benchmark need to be explicitly considered
2. project files (Classified by process output)
1. Develop project charter
Hypothetical log
2. Define activities
Activity properties
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.
Activity list
Lists all schedule activities required by the project to be sequenced. The dependencies and other constraints of these activities will affect the sequencing of activities.
Milestone List
The list may already list achievement dates for specific milestones, which may affect how activities are sequenced
3. business environment factors
Schedule planning tool or software
4. organizational process assets
Portfolio and program planning, and dependencies and relationships between projects
Various templates to help expedite the preparation of project activity network diagrams and include information on activity attributes to help sequence activities
Tools & Techniques
1. Predecessor relationship drawing method (predecessor drawing method) Precedence Diagramming Method, PDM
definition
is a technique for creating progress models
Single code network diagram
Or active node graph (Active On Node, AON)
Use boxes or rectangles (called nodes) to represent activities
Nodes are connected with arrows to show the logical relationship between nodes
Only nodes need to be numbered
Four dependency (logical) relationships
1. Finish to start (FS)
Most used
The logical relationship that the successor activity can only start after the predecessor activity is completed.
Example: Only after assembling the PC hardware (predecessor activity) can you start installing the operating system on the PC (successor activity)
2. Finished to Finished (FF)
The logical relationship that the successor activity can be completed only when the predecessor activity is completed.
Example: Only by completing the writing of the file (predecessor activity) can the editing of the file be completed (successor activity)
3. Start to Start (SS)
The logical relationship that the successor activity can start only when the predecessor activity starts
Example: Only when foundation pouring (predecessor activity) is started can concrete leveling (successor activity) be started.
Example: The teacher starts teaching before the students can start listening.
4. Start to Finish (SF)
rarely use
The logical relationship that the successor activity can only be completed after the predecessor activity starts.
Example: The old accounts payable system can be closed (successor activity) only when the new accounts payable system is started (predecessor activity)
Example: Work rotation, security guard A comes on duty, security guard B can get off work
Activity
immediate activities
It is an activity that precedes an activity in the logical path of the schedule.
follow-up activities
It is an activity that is ranked behind an activity in the logical path of the schedule.
Each activity has a unique activity number, and each activity has an estimated duration (the duration of the activity)
time type
1. earliest start time Earliest Start time, ES
The earliest time an activity can start
2. earliest completion time Earliest finish time, EF
The earliest time an activity can be completed
EF = ES duration
3. Latest start time Latest Start time, LS
The latest time an activity must start in order for the project to be completed on time
4. latest completion time Latest finish time, LF
The latest time an activity must be completed in order for the project to be completed on time
LS = LF - duration
Although two logical relationships may exist between two activities at the same time (such as SS and FF), it is not recommended to have multiple relationships between the same activities. Therefore decisions must be made that have the greatest impact on logical relationships
It is not recommended to use closed-loop logical relationships
2. Arrow diagram method Arrow Diagramming Method, ADM
A method of drawing network diagrams
Double code name network diagram
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.
three basic principles
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.
As shown in Figure 10-8 (b) below: If there is no dummy activity, then the immediate predecessor event (1) and the immediate successor event (3) of activities A and B are exactly the same, and the arrows overlap, violating this rule, so a dummy activity is added. More clearly expresses the relationship between activities
3. Activities that flow into (or flow out of) the same node have a common successor activity (or predecessor activity)
As shown in the figure: I and L flow into event 7, then event 7 is the common successor event of l and L C, F, and I flow out from event 3, then event 3 is the common predecessor event of these three activities.
virtual activity Dummy Activity
definition
For the convenience of drawing, an additional and special activity is artificially introduced in the arrow diagram.
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
3. Determine and integrate dependencies
May be mandatory or optional, internal or external, there are four dependencies that the project team should identify
Dependencies include
1. mandatory dependencies
Party A’s requirements are also mandatory dependencies.
It is a dependency relationship required by law or contract or determined by the inherent nature of the work. It is also called a hard logical relationship or a hard dependency relationship. It is often related to objective restrictions.
Example: In a construction project, the above-ground structure can only be erected after the foundation has been constructed
Mandatory dependencies should not be confused with schedule constraints in scheduling tools
2. selective dependency
Also known as soft logic relationships, they should be created based on best practices in specific application areas or the requirements for the sequence of activities due to the special nature of the project.
Example: According to generally accepted best practice, during construction, sanitary plumbing work should be completed before electrical work can begin. This order is not mandatory and the two projects can be carried out at the same time (parallel), but the overall project risk can be reduced if carried out in order.
Selective dependencies should be fully documented as they impact total float and constrain subsequent scheduling
3. external dependencies
It is a dependency relationship between project activities and non-project activities. These dependencies are often outside the control of the project team.
Example: Testing activities for a software project depend on the arrival of external hardware
4. internal dependencies
Is the immediate relationship between project activities, usually within the control of the project team
Example: The team can only test the machine after it is assembled. This is an internal mandatory dependency.
4. lead and lag
lead time
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
Hysteresis
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
5. project management information system
Helps plan, organize and sequence activities, insert logical relationships, lead and lag values, and differentiate between different types of dependencies
output
Project progress network diagram
definition
It is a graph that represents the logical relationship (dependency relationship) between project schedule activities.
It can be drawn by hand or with the help of project management software, and can include all details of the project or list only one or more general activities.
This should be accompanied by a brief textual description of the basic method used to sequence the activities. Any unusual sequence of activities should also be detailed.
An activity with multiple predecessors represents path convergence, while an activity with multiple successors represents path branching.
Activities with convergence and branching are affected by or can affect multiple activities and therefore present a greater risk
Project files (updated)
1. Activity properties
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.
2. Activity list
When sequencing activities, the activity list may be affected by changes in project activity relationships
3. Hypothetical log
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.
4. Milestone List
When sequencing activities, the planned achievement dates for specific milestones may be affected by changes in project activity relationships.
Estimate activity duration
Process overview
definition
It is the process of estimating the number of work periods required to complete a single activity based on the results of resource estimation.
main effect
Determine the amount of time it will take to complete each activity
Need to be carried out throughout the project
Estimation order
You should first estimate the effort required to complete the activity and the amount of resources planned to be devoted to the activity
Then combine the project calendar and resource calendar to estimate the work period required to complete the activity (i.e. activity duration)
Resources first, time later
The various inputs required for duration estimates should be provided by the person or group on the project team who is most familiar with the specific activity, and duration estimates should be progressively detailed based on the quantity and quality of the input data.
The estimation is not done by the project manager alone, but is done jointly by the project team members.
The number of resources expected to be available and the skill proficiency of those resources, especially human resources, may determine the duration of an activity. Changing the dominant resource assigned to an activity will often affect the duration.
Because of the nature of the work (i.e., constrained by duration, relative effort, or quantity of resources), it takes a predetermined amount of time to complete, regardless of resource allocation.
Other factors to consider
1. law of diminishing returns
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
2. Resource quantity
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.
3. skill improved
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
4. Employee incentive
Procrastination
Only at the last moment, when the deadline is approaching, will you go all out
Parkinson's Law
As long as there is time, the work will continue to expand until all time is used up
All data and assumptions on which activity duration estimates are based should be documented
enter
1. project management plan
progress management plan
Specifies the method and accuracy used to estimate activity duration, and other required criteria
Scope Baseline
Contains WBS and WBS dictionary, the latter including technical details that may affect effort and duration estimates
2. project files (Classified by process output)
1. Develop project charter
Hypothetical log
Documented assumptions and constraints that have the potential to create a risk that could impact the project schedule
2. Managing project knowledge
Lessons Learned Register
A register of lessons learned related to effort and duration estimates can be applied to subsequent phases of the project to improve the accuracy of effort and duration estimates
3. Define activities
Activity properties
May describe identified predecessors or successors, defined leads and lags, and logical relationships between activities that may affect duration estimates
Activity list
Lists all schedule activities required for the project to be estimated and whose dependencies and other constraints will affect the duration estimate
Milestone List
Planned achievement dates for specific milestones may have been listed, which may affect duration estimates
4. Identify risks
risk register
Individual project risks may impact resource selection and availability
5. Estimate activity resources
Resource requirements
Estimated activity resource requirements have an impact on activity duration. For most activities, the availability of allocated resources will have a significant impact on their duration.
resource breakdown structure
Provides a hierarchy of identified resources by resource category and resource type
6. Access to resources
Resource Calendar
Resource availability, resource type, and resource nature all affect the duration of schedule activities. The resource calendar specifies when and how long specific project resources will be available during the project
Project team dispatches work orders
Assign the right people to teams to staff projects
3. business environment factors
Database of duration estimates and other reference data, productivity measurements, published business information, team member locations
4. organizational process assets
Historical information about durations, project calendars, estimating policies, schedule planning methodologies, lessons learned knowledge base, and more
Tools & Techniques
1. expert judgment
Preparation, management and control of schedules; expertise in estimating; subject or applied knowledge
2. analogy estimation
definition
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.
Estimating similar parameters or indicators for current and future projects based on parameter values for similar past projects (such as duration, budget, size, weight, complexity, etc.)
accuracy
Compared to other estimating techniques, analogue estimating techniques are generally less expensive and less time-consuming, but they are also less accurate.
3. parameter estimation
definition
An estimating technique that uses an algorithm to calculate cost or duration based on historical data and project parameters.
Leverage statistical relationships between historical data and other variables (such as square footage in building construction) to estimate campaign parameters such as cost, budget, and duration
Multiply the amount of work that needs to be performed by the number of man-hours required to complete the unit of work, that is The duration can be calculated
accuracy
Depends on the maturity of the parametric model and the reliability of the underlying data
It can be done for the entire project or a certain part of the project, and the two can be used together The difference between the two: 1. Analog estimates refer to historical data of similar projects in the past. 2. Parameter estimation is based on historical data of similar past projects, and algorithms are used to perform statistical analysis on these data.
4. Three Point Estimation (PERT)
Only he considered uncertainty and risk
When historical data are insufficient, the accuracy of activity duration estimates can be improved by accounting for uncertainty and risk in the estimate
Approximate interval for activity duration
1. Optimistic Time (TO)
The time it takes to complete a job if everything goes well
2. Most likely Time (TM)
Under normal circumstances, the time it takes to complete a task
3. Pessimistic Time (TP)
The time it takes to complete a job under the worst-case scenario
Expected duration TE
If the three estimates follow a triangular distribution
Find the average
TE = ( TO TM TP ) / 3
If the three estimates follow a beta distribution
When doing calculation problems, the default is to obey the β distribution.
TE = ( TO 4TM TP ) / 6
The result is rounded up, for example: 8.5 days, the result is rounded up to 9 days
5. Bottom-up estimation
definition
A method of estimating project duration or cost by aggregating estimates from the WBS components layer by layer from bottom to top.
Further refine the work in the activity, then estimate the duration of the detailed work, and then summarize the duration of each activity.
If there are dependencies between activities that affect resource utilization, the corresponding resource usage should be explained and recorded in the activity resource requirements.
6. data analysis
Alternatives analysis
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
Reserve analysis
contingency reserve
Dealing with progress uncertainty
A period of time included in the schedule baseline, associated with known-unknown risks, and used to address identified risks that have been accepted
"Known-unknown" risk: knowing that a risk will occur, but not when it will occur
management reserve
It is a project budget specially set aside for management control purposes to deal with unforeseen work within the project scope.
Used to address "unknown-unknown" risks that impact the project and are not included in the schedule baseline but are part of the total project duration
"Unknown-unknown" risk: I don't know what risks I will face in the process, and I know nothing about the risks.
Depending on the terms of the contract, use of management reserves may require changes to the schedule baseline
Use of management reserves requires senior management approval
7. decision making
vote
Derived a show of hands voting method, suitable for agile projects
8. Meeting
output
1. duration estimate
definition
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.
For example: 2 weeks ± 2 days, indicating that the activity requires at least 8 days and no more than 12 days (assuming 5 days of work per week), ± 2 days is the variation range
2. Estimate basis
definition
Supporting information required for duration estimates
effect
Provide a clear and complete explanation of how the duration estimate was arrived at
include
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.
3. Project files (updated)
Activity properties
The activity duration estimate output by this process is recorded in the activity properties
Hypothetical log
When updating the assumptions log, include the assumptions developed to estimate duration, in addition to constraints imposed by the schedule methodology and scheduling tools
Lessons Learned Register
Technology that can effectively and efficiently estimate labor effort and duration can be added
Develop a progress plan
Process overview
definition
It is the process of analyzing activity sequence, duration, resource requirements and schedule constraints, and creating a schedule model to implement project execution and monitoring.
main effect
Develop a schedule model with planned dates for completing project activities
Need to be carried out throughout the project
Develop a progress plan
Developing a feasible project schedule is an iterative process
Use a schedule model to determine planned start and planned finish dates for each project activity and milestone based on the best information available
Duration estimates, resource estimates, and schedule reserves need to be reviewed and revised to develop the project schedule and, once approved, serve as a baseline for tracking project progress
Create progress model steps
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
key step
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
enter
1. project management plan
progress management plan
Specifies the schedule preparation methods and tools used to develop schedules, as well as methods for deriving schedules
Scope Baseline
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
2. project files (Classified by process output)
1. Develop project charter
Hypothetical log
2. Managing project knowledge
Lessons Learned Register
3. Define activities
Activity properties
Provides the details needed to create a schedule model
Activity list
Identify the activities that need to be included in the schedule model
Milestone List
Lists the dates by which specific milestones will be achieved
4. Sequence activities
Project progress network diagram
Contains the logic of predecessor and successor activities used to derive the schedule
5. Estimate activity duration
Estimate basis
Support information required for duration estimates, with a clear and complete description of how the duration estimates were derived
duration estimate
Includes a quantitative assessment of the number of work periods required to complete an activity for use in projecting schedules
6. Access to resources
Project team dispatches work orders
The resources assigned to each activity are clearly identified
Resource Calendar
Specifies resource availability during the project
7. Estimate activity resources
Resource requirements
Identify the type and amount of resources required for the activity
8. Identify risks
risk register
3. protocol
contract
4. business environment factors
5. organizational process assets
Tools & Techniques
1. Progress network analysis
It is a comprehensive technique for creating project schedule models. Creating a project schedule model is an iterative process that continues until a feasible schedule model is created
Analyze content
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
2. critical path method
effect
Estimate the minimum duration of the project and determine the schedule flexibility of the logical network path
rule
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
earliest completion time
Forward calculation (forward push is larger)
Extrapolating from the first activity to the last activity
step
1. Calculate from the beginning of the network diagram to the end
2. The start of the first activity is the start of the project
3. Activity completion time = start time duration
4. The start time of the subsequent activity is determined by the time of the predecessor activity and the overlap time.
5. When multiple predecessor activities exist, they are determined based on the latest activity time (the maximum value of the earliest completion time)
latest completion time
Reverse calculation (reverse calculation to get the smaller one)
Extrapolating from the last activity to the first activity
step
1. Calculate from the end of the network diagram to the beginning
2. The completion time of the last activity is the project completion time
3. Activity start time = finish time - duration
4. The completion time of the predecessor activity is determined by the time of the subsequent activity and the overlap time.
5. When multiple subsequent activities exist, they are determined based on the earliest activity time (the minimum value of the latest start time).
Without taking into account any resource constraints, follow the above steps using forward and directional extrapolation to calculate the earliest start, earliest finish, latest start and latest finish dates for all activities
The earliest and latest start and end dates obtained are not necessarily the project schedule, but only the established parameters (activity duration, logical relationships, lead times, lags and other known constraints) entered into the schedule. A result obtained after modeling that indicates that the activity can be implemented within that time period
Critical Path
It is the longest sequence of activities in the project and determines the shortest possible project duration.
Total float is usually zero
total float
definition
The total float is the amount of time a schedule activity can be pushed back or delayed from its earliest start date on any network path without delaying the project completion date or violating schedule constraints.
Total float is the time that activities on the path can be postponed without delaying the project completion date.
Within this time frame, activities can be delayed without affecting the project duration
Calculation method
The latest completion time of this activity - The earliest completion time of this activity
Latest start time for this event - Early start time for this event
free float
definition
The amount of time that a schedule activity can be postponed without delaying the earliest start date of any successor activities or violating schedule constraints.
Within this time frame, activities can be delayed without affecting any subsequent activities.
Calculation method
The minimum earliest start time of the successor activity - the earliest finish time of this activity
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
3. Resource optimization
definition
It is a technology that adjusts the progress model based on resource supply and demand.
effect
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
include
resource balancing
definition
A technique that adjusts start and finish dates based on resource constraints in order to strike a balance between resource demand and resource supply.
scenes to be used
If shared or critical resources are only available at specific times and in limited quantities, resource balancing (over-allocation of a resource) is required if a resource is allocated to two or more activities during the same period.
Resource balancing to keep resource usage at a balanced level
Resources can be balanced with float, so during the project schedule the critical path may change, often lengthening the critical path
Before resource balancing: B and C are completed by one person at the same time, the work is overloaded, the total construction period is: 1 2 1=4 days After resources are balanced: B and C are completed sequentially by one person, and the total construction period is: 1 2 1 1=5 days Summary: Resource balancing often causes the critical path to change, and often lengthens the critical path.
Resource smoothing
definition
A technique for adjusting activities in a schedule model so that project resource requirements do not exceed predetermined resource limits.
The project's critical path will not be changed, the completion date will not be delayed, and activities will only be delayed within their free and total float, but the resource smoothing technique may not achieve optimization of all resources
As shown on the right, the critical path of the project is A-B-C-F If B and D are completed by one person, if they are completed on the same day, it will cause employees to be overloaded, but D is not on the critical path. It can be floated (delayed) for one day to avoid employee overload and does not affect the overall construction period. When doing calculation problems, it is generally used to calculate the minimum number of people. In order to avoid resource load, B and D will be completed by two people respectively. However, after resource smoothing, B and B can be completed by one person at different times, reducing human resource costs.
4. data analysis
What-if scenario analysis
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
simulation
A method of modeling individual project risks and other sources of uncertainty to assess their potential impact on project objectives
include
Use probability distributions and other representations of uncertainty to calculate multiple possible work package durations based on multiple different activity assumptions, constraints, risks, issues, or scenarios
Common techniques
Monte Carlo analysis
On the computer, use analysis software to simulate thousands of times to calculate the distribution probability of the construction period.
Use risks and other uncertain resources to calculate possible schedule outcomes for the entire project
5. lead and lag
definition
It is an adjustment method used by network analysis to prepare a practical schedule by adjusting the start time of subsequent activities.
lead time
Used to start follow-up activities early where conditions permit
Hysteresis
Under certain constraints, add a period of natural time between predecessor and successor activities that does not require work or resources (postponement)
6. Progress compression
definition
Shorten or accelerate the schedule duration to meet schedule constraints, mandatory dates, or other schedule goals without reducing project scope
include
rush work
A technique to compress the schedule at the lowest cost by adding resources (overtime, adding additional resources, paying expedited fees)
Applies only to activities on the critical path whose duration can be shortened by adding resources
May increase risk or cost
Increasing resources such as manpower and material resources will increase costs, but the project duration will be shortened and some indirect costs (project management expenses) will be reduced. Therefore, if the arrangement is reasonable, the total cost of the project may be reduced (the cost of adding resources is less than the cost of adding resources). Indirect costs saved by shortening the construction period)
Quick follow up
Changing activities or phases that normally occur sequentially into at least partially parallel activities
possible impact
May result in rework and increased risk, so it is only suitable if the project duration on the critical path can be shortened by parallel activities
If the schedule is accelerated and the lead time is used, it will usually increase the coordination work between related activities, increase quality risks, and may increase project costs (caused by rework)
7. plan review techniques (Three-point estimation technique)
Program Evaluation and Review Technique, PERT
Also known as the three-point estimation technique, its theoretical basis is to assume that the project duration and the entire project completion time are random and obey a certain probability distribution.
Activity time estimate
The completion time of each project activity is estimated according to 3 different scenarios
1. optimistic time
Optimistic Time, TO
The time it takes to complete a job if everything goes well
2. most likely time
Most likely Time, TM
Under normal circumstances, the time it takes to complete a task
3. pessimistic time
Pessimistic Time,TP
The time it takes to complete a job under the worst-case scenario
Project cycle estimate
The completion time of the entire project is the sum of the completion times of each activity and obeys a normal distribution
Calculation related
8. project management information system
Schedule planning software
enter
Activities, network diagrams, resource requirements, activity duration, etc.
automatic output
Start and finish dates
Can speed up the schedule preparation process
9. Agile or adaptive release planning
Based on the project roadmap and product development vision, a high-level release progress timeline is provided (usually 3~6 months)
To determine the number of iterations or sprints
output
1. progress baseline
definition
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
Contains: baseline start and end dates
Actual start and finish dates will be compared to the approved baseline dates to determine if deviations exist
Relationship to schedule
The schedule is constantly being updated (gradually improved) and can have multiple versions
The progress baseline is an approved version of the progress plan
2. Project schedule
definition
It is the output of the schedule model, labeling each interrelated activity with planned dates, durations, milestones, required resources, etc.
The content should at least include the planned start date and planned completion date of each activity
A project schedule is preliminary until resource allocations and planned start and finish dates are confirmed.
Provides a detailed plan for how and when the project will deliver the products, services, and results defined in the project scope. It is a tool for communicating and managing stakeholder expectations and provides the basis for performance reporting.
Highlight the delivery time
Manifestations
list
graphics
1. milestone chart
milestone schedule
Chart is similar to a bar chart, but only plots planned start or completion dates for major deliverables and key external interfaces
2. Gantt Chart (Gantt Chart)
How to draw in the paper
summary schedule
List the activities vertically, list the dates horizontally, and use horizontal bars to indicate the duration of the activity from the start date to the completion date.
3. Project progress network diagram
Detailed progress plan
Usually drawn using the active node method, without time scale, purely showing activities and their interrelationships
The project progress network diagram can also be a progress network diagram that includes a time scale, which is called a time scale diagram.
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
3. progress data
definition
Is a collection of information used to describe and control schedules
content
Include at least
Schedule milestones, schedule activities, activity attributes, and all known assumptions and constraints
Details
1. Resource requirements by time period, represented by resource histograms
2. alternative schedule
3. progress reserve used
4. Project Calendar
Specifies the available workdays and work shifts during which schedule activities can be performed, distinguishing the time periods (in days or smaller units of time) that are available for performing schedule activities from the time periods that are not available
5. change request
After modifications to the project scope or project schedule, change requests may be made to the scope baseline and/or other components of the project management plan. Change requests should be reviewed and processed through the implementation of the overall change control process.
6. Project Management Plan (updated)
progress management plan
Update the schedule management plan to reflect changes in the way schedules are developed and managed
cost basis
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.
7. Project files (updated)
Activity properties
Reflects changes to resource requirements and other related content resulting from the development of the schedule.
Hypothetical log
Reflect changes in assumptions about duration, resource usage, sequencing, or other information discovered when creating the schedule model
duration estimate
The quantity and availability of resources and activity dependencies may cause changes in duration estimates
Resource requirements
If the resource requirements change during the analysis process, the resource requirements need to be updated accordingly.
Resource balancing analysis may change resource requirements
Lessons Learned Register
risk register
control progress
Process overview
definition
Is the process of monitoring project status to update project progress and manage changes to the schedule baseline
main effect
Maintain schedule baselines throughout the project
carried out throughout the project
Updating the progress model requires knowledge of actual performance to date
Follow content
Passed
1. Determine the current status of project progress
2. Influence (take action) factors that cause schedule changes
3. Reconsider necessary progress reserves
4. Determine whether the project schedule has changed
5. Manage changes as they actually occur
Methods to shorten activity duration
Hurry, make people, reduce standard, improve, improve quality
1. Rush work, invest more resources or increase working hours to shorten the duration of key activities
If the schedule is behind schedule and the cost is overrun, only write 2-6, because rushing to work will definitely increase costs.
2. Quickly follow up and construct in parallel to shorten the length of the critical path
3. Use highly qualified resources or more experienced personnel
4. (Based on Party A’s consent) Reduce the scope of activities or reduce activity requirements
5. Improve methods or techniques to increase production efficiency
6. Strengthen quality management, discover problems in time, reduce rework, thereby shortening the construction period
enter
1. project management plan
progress management plan
Describes the update frequency of progress, how to use progress reserves, and how to control progress.
progress baseline
Compare progress baselines to actual results to determine whether changes or corrective or preventive actions are needed
Scope Baseline
When monitoring the schedule baseline, explicitly consider the project WBS, deliverables, constraints, and assumptions in the scope baseline
performance measurement benchmarks
When using earned value analysis, performance measurement baselines are compared to actual results to determine whether changes, corrective actions, or preventive actions are necessary.
2. project files (Classified by process output)
1. Managing project knowledge
Lessons Learned Register
2. Develop a progress plan
Project schedule
progress data
Project Calendar
3. Access to resources
Resource Calendar
3. job performance data
Contains data about project status, such as which activities have been started and how they are progressing
4. organizational process assets
Tools & Techniques
1. data analysis
1. Earned value analysis
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
2. Iterative burndown chart
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
Progress is slow
3. performance review
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)
4. trend analysis
Examine project performance over time to determine whether performance is improving or deteriorating
5. Deviation analysis
Focus on actual start and finish date deviations from plan, actual duration deviations from plan, and float deviations
6. What-if scenario analysis
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
2. critical path method
Determine project progress status
Deviations on the critical path will have a direct impact on the project's end date
3. project management information system
Schedule planning tools and software
4. Resource optimization
Schedule planning of activities and the resources required for the activities, taking into account both resource availability and project time
5. lead and lag
Adjust lead and lag in network analysis to try to bring lagging project activities back up to plan
6. Progress compression
Bring project activities that are behind schedule back up to schedule, using fast-track or rush methods for the remaining work
output
1. job performance information
Includes performance of project work compared to schedule baseline
Start and finish date deviations as well as duration deviations can be calculated at both the work package level and the control account level.
For projects using Earned Value Analysis, Schedule Variance (SV) and Schedule Performance Index (SPI) will be recorded in work performance reports
2. progress forecast
Estimates or predictions of future project conditions and events based on existing information and knowledge
As the project executes, schedule forecasts should be updated and reissued based on work performance information
3. change request
May initiate change requests to the schedule baseline, scope baseline, and/or other components of the project management plan by analyzing schedule deviations, reviewing progress reports, performance measurements, and project scope or schedule adjustments
4. Project Management Plan (updated)
1. progress management plan
2. progress baseline
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.
3. cost basis
After changes to scope, resources, or cost estimates are approved, corresponding changes need to be made to the cost baseline
4. performance measurement benchmarks
After changes to scope, schedule performance, or cost estimates are approved, corresponding changes to the performance measurement baseline are required
5. Project files (updated)
1. Estimate basis
Schedule performance may indicate a need to revise how durations are estimated
2. Project schedule
Substitute the updated schedule data into the schedule model to generate an updated project schedule to reflect schedule changes and effectively manage the project
3. Resource Calendar
Update resource calendars to reflect resource calendar changes due to resource optimization, schedule compression, and corrective or preventive actions
4. progress data
The project schedule network diagram may need to be redrawn to reflect the approved remaining duration and approved schedule modifications
5. Hypothetical log
Schedule performance may indicate the need to revise assumptions about activity sequencing, duration, and productivity
6. risk register
The use of schedule compression techniques may result in risks that may require updating the risk register and the risk response plans therein
7. Lessons Learned Register
Effective techniques for recording maintenance progress, as well as the causes of deviations and the corrective actions used to respond to schedule deviations