The overall milestone schedule affects the project's progress management

Scope management plan. development methods.

Organizational culture and structure. Team resource availability, skills, and physical resource availability

Guidelines and standards for tailoring an organization's standard processes and procedures to meet the specific requirements of a project

Commercial databases such as standardized estimation data. Schedule planning software

Historical information and lessons learned knowledge base. Templates and forms. Monitoring and reporting tools

Existing formal and informal policies, procedures and guidelines related to planning, managing and controlling the schedule

Preparation, management and control of schedule. Schedule planning method. Schedule planning software . The specific industry in which the project is located

Alternatives Analysis . What scheduling methods are used. How to integrate different methods into a project

project manager. Project sponsor. Selected project team members. Selected stakeholders. Schedule or execution leader/other necessary personnel

Establish criteria and define activities for preparing, monitoring and controlling project progress.

Project schedule model development

Release and iteration length of schedule

Accuracy. Defining acceptable intervals within which activity duration estimates need to be specified, as well as the amount of contingency reserves allowed, is defined.

unit of measurement

Organization program link. The work breakdown structure (WBS) provides the framework for the schedule management plan and ensures coordination with estimates and corresponding schedules.

Project schedule model maintenance. Control critical value. report format. The format and frequency of preparation of various progress reports need to be specified.

performance measurement rules

Progress management plan. Define schedule planning methods. The duration of rolling planning. The level of detail required to manage the work

Scope Baseline

Organizational culture and structure Business information published in business databases Project Management Information System (PMIS)

Lessons learned knowledge base, activity lists of similar projects and other historical information

Standardized processes (templates containing standard activity lists or partial activity lists from previous projects)

Existing formal and informal policies, procedures and guidance related to activity planning, such as schedule planning methodologies, which should be taken into account when developing activity definitions

Meeting. The purpose is to define the activities required to complete the work

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

The final output of the Define Activity process is the activity rather than the deliverable. The deliverable is the output of the process that created the WBS

Objective is an iterative planning technique that details the work to be done in the near future while roughly planning the long-term work at a higher level.

It is a progressive and detailed planning approach that is suitable for work packages, planning packages, and release planning using agile or waterfall methodologies.

For projects with rolling planning or agile techniques, the activity list is updated regularly as the project progresses

Unique activity identification ID.WBS identification. Activity label or name. Activity description. Predecessor activities, successor activities, logical relationships

Lead and lag. Resource requirements. Force. Period. Constraints and Assumptions

An important point in time or event. Duration is zero. Change request

Progress management plan. Scope Baseline

Activity properties. Describe the necessary sequence between events. Logic . Activity List . hypothesis.log. Milestone List

Government or industry standards. Project Management Information System PMIS. Schedule Planning Tool . Organizational work authorization system

Portfolio and program planning, and dependencies and relationships between projects

Lessons learned knowledge base contains historical information that helps optimize the sequencing process

Existing formal and informal policies, procedures and guidance related to activity planning, such as schedule planning methodologies, which should be considered when determining logical relationships

Various templates to help speed up the preparation of project activity network diagrams; the templates also include information about activity attributes to help sequence activities.

Use nodes to represent activities, and use one or more logical relationships to connect activities to show the order of implementation of activities.

4 types of logical relationships

mandatory dependencies

selective dependency

external dependencies

internal dependencies

Represents the logical relationship between project schedule activities

Activity properties. The logical relationship between activities, precedence and lag, advance and lag

Activity List. May be affected by changes in project activity relationships

hypothesis.log. Milestone List

Resource quantity. skill improved

Student syndrome (procrastination). Only at the last moment 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

Progress management plan. Scope Baseline

Activity properties. activitylist.hypotheses.log . Lessons Learned Register.Milestone List

Resource breakdown structure. Resource history. Resource requirements. Risk register. Project team dispatches work orders

Duration estimation database and other reference data. Yield measurement index. Published Business Information . Team member location

Historical information about duration. Project. Calendar. Estimation policy. Schedule planning methodology. Lessons Learned Knowledge Base

Preparation, management and control of schedule. Expertise in estimating. Subject or applied knowledge

Use historical data from similar campaigns or similar projects. Used when project details are insufficient

A rough estimate. Lower cost and less time consuming, but also less accurate

An estimating technique that uses an algorithm to calculate cost or duration based on historical data and project parameters. As in square footage in building construction

Consider uncertainty and risk in estimates. The most likely time tM. The most optimistic time tO. The most pessimistic time tP

The project estimate is obtained by aggregating the estimates of the WBS components layer by layer from bottom to top.

Alternatives analysis

Reserve analysis

Vote Show of hands

The project team may meet to estimate activity duration

Agile methods

It is a quantitative assessment of the number of work periods required to complete an activity, phase or project. It does not include any lag, but can indicate a certain range of variation.

Documentation of the basis for the estimate. Documentation of all assumptions. Documentation on various known constraints

The range of expected duration. A description of the confidence level in the final estimate. Documentation of individual project risks affecting estimates

Activity properties. hypothesis.log. Lessons Learned Register

Schedule management plan/scope baseline/scope statement/WBS/WBS dictionary. Business environment factors. Government or industry standards/communication channels

Activity properties. Activity List. Assumptions. Logs. Basis for estimates. Duration estimate. Lessons Learned Register. Milestone List

Project progress network diagram. Project team dispatch work orders. Resources. Calendar. Resource requirements. risk register

Organizational process assets. Schedule planning methodology, including the policies to be followed when developing and maintaining schedule models. Project.Calendar

Critical path method. Resource optimization technology. Modeling technology. Project Management Information System PMIS (directly under Tools and Technology)

Other analysis

The longest activity determines the shortest possible project duration. The total float of the critical path is usually zero. Critical chain method (adding buffers to key activities)

There may be multiple critical paths. Without considering resource constraints, resource conflicts cannot be dealt with. The floating time of the critical path may be negative/zero/positive

Resource balancing. Resources are only available at specific times, are limited in quantity, or are over-allocated. Critical path may change Use float to balance resources

Resource smoothing

What-if scenario analysis. Evaluate various scenarios and predict the impact on project goals. What would happen if scenario X occurred?

simulation. Monte Carlo simulation. Model individual risks and other sources of uncertainty to predict their impact on projects

Lead time is used to start follow-on activities earlier if conditions permit.

Lag is the amount of natural time added between the predecessor and successor activities that does not require work or resources, under certain constraints.

Rush work. work overtime. Add additional resources. Pay expedited fees. Relatively high cost. Do not reduce project scope, shorten or accelerate progress and duration

Fast follow-up. Increased rework and risk. Multiple processes carried out in parallel. Relatively high risk. Fast tracking may also increase project costs

Project roadmap. Product development vision. The number of iterations or sprints for a release is determined, allowing the team to decide what needs to be developed

Approved schedule model . | 5 Change requests . 6 Project management plan updates eSchedule management plan . Cost baseline

Bar chart. Gantt chart, relatively easy to read.

Project progress network diagram. Pure logic diagram. Logical bar chart.

Progress milestones. Progress activities. Activity attributes e assumptions. Constraints

Resource histogram. Resource requirements by time period. Cash flow forecast. Ordering and delivery schedule

Information available as supporting details. Resource requirements by time period, represented by a resource histogram.

Available jobs and work shifts where schedule activities can be performed. It may be necessary to adopt more than one project.

Activity Properties. Assumptions. Logs. Duration Estimates. Lessons Learned Register.

Changes to the schedule baseline must be approved through the implementation of the overall change control process. Reconsider necessary schedule reserves. Determine whether the project schedule has changed

Determine the current status of project progress. Influence factors that trigger schedule changes. Manage changes as they actually occur

Determine the current status of project progress by comparing the total amount of work delivered and accepted in the previous time period to the estimate of work completed

Implement retrospective reviews (regular reviews to record lessons learned) to correct and improve the process. Re-prioritize remaining work plans (unfinished items)

Determine the speed at which deliverables can be generated, verified, and accepted within each defined iteration time

Determine that the project schedule has changed. Manage changes as they actually occur

Progress management plan. Progress update frequency. How to use progress reserves. How to control progress.

progress baseline. scope baseline e

Lessons Learned Register. Project.Calendar. Project schedule. Resources.Calendar. progress data

Project status data. What activities have already started. how is the progress . What activities have been completed

Existing formal and informal policies, procedures and guidelines related to progress control. Progress control tool. Available monitoring and reporting methods

Earned value analysis

Iteration burndown chart. Used to track the work that remains to be completed in the iteration unfinished items.

Performance review. Measure, compare and analyze schedule performance against schedule baselines

trend analysis. to determine whether performance is improving or deteriorating

Deviation analysis. Assess the impact of bias on future work

What-if analysis. Evaluate different scenarios based on outputs from the project risk management process

.Project management information system. Schedule planning software

Also consider resource availability and project time

Adjust the lead time and lead time to try to make the project activities that are behind schedule catch up with the plan

Quick follow-up e rush work

Project work performance compared to schedule baseline

Estimates of future project conditions and events based on existing information and knowledge. change request

Progress benchmark. Progress benchmark. Cost basis. performance measurement benchmarks

hypothesis.log. Basis for estimation. Lessons Learned Register. Project schedule. Resource.Calendar.Risk Register. progress data