Wondershare EdrawMind
MindMap Gallery System Integration Project Management EngineerSoft Test SuccessChapter 8 Project Progress Management
- 39
System Integration Project Management EngineerSoft Test SuccessChapter 8 Project Progress Management
System Integration Project Management Engineer/Successful Entry in the Software Exam/Chapter 8 Project Progress Management, including planning project progress management, defining activities, sorting activity sequences, estimating activity resources, etc.
Edited at 2024-03-03 01:17:39
- One Hundred Years of Solitude Character Relationship Chart
One Hundred Years of Solitude is the masterpiece of Gabriel Garcia Marquez. Reading this book begins with making sense of the characters' relationships, which are centered on the Buendía family and tells the story of the family's prosperity and decline, internal relationships and political struggles, self-mixing and rebirth over the course of a hundred years.
- One Hundred Years of Solitude Character Relationship Chart
One Hundred Years of Solitude is the masterpiece of Gabriel Garcia Marquez. Reading this book begins with making sense of the characters' relationships, which are centered on the Buendía family and tells the story of the family's prosperity and decline, internal relationships and political struggles, self-mixing and rebirth over the course of a hundred years.
- Project Management Process Template
Project management is the process of applying specialized knowledge, skills, tools, and methods to project activities so that the project can achieve or exceed the set needs and expectations within the constraints of limited resources. This diagram provides a comprehensive overview of the 8 components of the project management process and can be used as a generic template for direct application.
System Integration Project Management EngineerSoft Test SuccessChapter 8 Project Progress Management
- One Hundred Years of Solitude Character Relationship Chart
One Hundred Years of Solitude is the masterpiece of Gabriel Garcia Marquez. Reading this book begins with making sense of the characters' relationships, which are centered on the Buendía family and tells the story of the family's prosperity and decline, internal relationships and political struggles, self-mixing and rebirth over the course of a hundred years.
- One Hundred Years of Solitude Character Relationship Chart
One Hundred Years of Solitude is the masterpiece of Gabriel Garcia Marquez. Reading this book begins with making sense of the characters' relationships, which are centered on the Buendía family and tells the story of the family's prosperity and decline, internal relationships and political struggles, self-mixing and rebirth over the course of a hundred years.
- Project Management Process Template
Project management is the process of applying specialized knowledge, skills, tools, and methods to project activities so that the project can achieve or exceed the set needs and expectations within the constraints of limited resources. This diagram provides a comprehensive overview of the 8 components of the project management process and can be used as a generic template for direct application.
- Recommended to you
- Outline
System Integration Project Management EngineerSoft Test SuccessChapter 11 Project Human Resources Management
- 22
System Integration Project Management EngineerSoftware Exam Success Chapter 14 Project Procurement Management
- 15
System Integration Project Management EngineerSoftware Exam SuccessChapter 6 Overall Project Management (2)
- 21
Chapter 8 Project progress management
Implementation process
一、 Planning project progress management
meaning
The process of formulating policies and procedures for the implementation of project progress management and forming a documented project progress management plan
Features
Can be formal or informal, very detailed or highly general
During project execution, the schedule management plan may need to be updated to reflect changes that occur in managing the schedule.
The project schedule management process and its related tools and techniques should be written into the schedule management plan
The project schedule management plan should include appropriate control thresholds and may also specify how schedule emergencies will be reported and evaluated
effect
Provide guidance and direction on how to manage, execute and control project progress throughout the project
ITO
enter Input
（1） project management plan
Scope baseline: includes project scope statement, WBS and WBS dictionary, which can be used to define activities, duration calculation and schedule management
Additional information: Cost, risk and communication decisions related to planning schedule
（2） Project Charter
The overall milestone schedule and project approval requirements specified in the project charter, Will affect the progress management of the project
（3） business environment factors
(1) Organizational culture and structure that can affect schedule management (2) Resource availability and skills that may affect schedule planning (3) Project management software that provides schedule planning tools, which is conducive to the design and management of various plans for schedule (4) Published commercial information (such as resource generation rate), usually from various commercial databases (5) Work authorization system in the organization
（4） organizational process assets
(1) Available monitoring and reporting tools, (2) Historical information, (3) Progress control tools, (4) Existing, formal and informal policies, procedures and guidelines related to progress control, (5) ) template, (6) project closure guidelines, (7) change control procedures, (8) risk control procedures, including risk categories, probability definitions and impacts, and probability and impact matrices
Tools & Techniques Tool&Technology
（1） expert judgment
（2） analytical skills
（3） Meeting
Output output
1||| Project schedule management plan
Contents Tip: Control the national football team, hold the penis and touch it
（1） Project schedule model development
Need to specify schedule planning methodologies and tools for developing project schedule models
（2） Accuracy
Acceptable areas for activity duration estimates need to be specified, as well as the amount of contingency reserves allowed
（3） unit of measurement
The unit of measurement for each resource needs to be specified
（4） Organization Program Links
The work breakdown structure provides a framework for schedule management planning and ensures consistency with estimates and resource plans.
（5） 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.
（6） control threshold
Critical deviation values may need to be specified to monitor schedule performance
（7） performance measurement rules
Need to specify Earned Value Management (EVM) rules or other measurement rules for performance measurement
（8） report format
Need to specify the format and frequency of preparation of various progress reports
（9） Process description
Provide a written description of each schedule management process
It is an integral part of the project management plan that establishes criteria and defines activities for preparing, monitoring and controlling project progress. Can be formal or informal, very detailed and highly general, and should include appropriate control thresholds
二、 Define activities
meaning
Identify and record all activities required to complete project deliverables
Related concepts
Activity
It is the work required to complete the work package and is the most basic work unit for arranging work when implementing the project.
There is a 1-to-1 or many-to-1 relationship between activities and work packages, that is, it is possible for multiple activities to complete a work package.
At the bottom of WBS
(1) In order to better plan the project, the work package should usually be further divided into smaller components, namely "activities".
(2) Activities are the work required to complete the work package and are the most basic work unit for arranging work when implementing the project. There is a 1-to-1 or many-to-1 relationship between activities and work packages, that is, it is possible for multiple activities to complete a work package.
effect
Break down work packages into activities as the basis for estimating, scheduling, executing, monitoring, and controlling project work
ITO
enter Input
（1） progress management plan
（2） Scope Baseline
（3） business environment factors
（4） organizational process assets
Tools & Techniques Tool&Technology
（1） break down
Gradually divide the project scope and project deliverables into Technology for smaller, more manageable components
WBS, WBS dictionary and activity list can be prepared sequentially or simultaneously, where WBS and WBS dictionary are the basis for formulating the final activity list. Each work package in WBS needs to be broken down into activities so that the corresponding deliverables can be completed through these activities.
（2） rolling planning
It is an iterative planning technology, that is, the work to be completed in the near future is planned in detail at the lowest level of the WBS; while the work planned to be completed in the long term is roughly planned at the higher level of the WBS. In the early strategic planning stages, when the information is not clear enough, work packages may only be broken down to the milestone level; later, as more information is learned, the work packages to be implemented in the near future can be broken down into specific activities.
A progressive and detailed planning approach allows the project team to gradually improve the plan
（3） expert judgment
Output output
（1） Activity list
A comprehensive list of all activities required for the project
Every activity should have a unique name
（2） Activity properties
is an extension of the activity description in the activity list
Activities have duration, and activity properties evolve over time.
Activity attributes may change as the project progresses
In the initial stage of the project, it includes activity identification, WBS identification and activity labels or names; when the preparation is completed, it may also include activity coding, activity description, predecessor activities, successor activities, logical relationships, lead and lag amounts, resource requirements, Mandatory dates, constraints and assumptions
（3） Milestone List
Milestones are important points or events in a project.
A checklist lists all project milestones and indicates whether each milestone is mandatory (contractual requirement) or optional (determined by historical information)
The milestone list provides the basis for later project control.
A milestone is a moment in the project life cycle
Milestone has a duration of zero
Milestones consume neither resources nor costs
A milestone usually refers to the completion of a major deliverable
A checklist shows the sequence of conditions or states that a project must pass through to reach its final goal, describing what state is to be achieved at each stage.
There should be several key events that reach milestones in a project
The most outstanding characteristic of a good milestone is that the criteria for achieving it are unambiguous
The preparation of the milestone plan proceeds in reverse: determine the last milestone first, and then determine each milestone in reverse order. Determine milestones using brainstorming
三、 Sorting the order of activities
meaning
Identify and document relationships between project activities
effect
Define a logical sequence between tasks to achieve maximum efficiency given all project constraints
ITO
enter Input
（1） progress management plan
（2） Activity list
（3） Activity properties
（4） Milestone List
（5） project scope statement
（6） business environment factors
（7） organizational process assets
Tools & Techniques Tool&Technology
（1） Predecessor diagram method PDM/predecessor diagram method/active node diagram AON [i.e. single code network diagram]
4 types of dependencies that exist
1||| End-beginning relationship (F-S type)
The award ceremony (following event) can only start after the competition (preceding event) is over.
most commonly used
2||| End-End Relationship (F-F Type)
Editing of the file (successor activity) cannot be completed until the writing of the file (predecessor activity) is completed.
3||| Start-start relationship (S-S type)
Leveling of concrete (following activities) can only begin after foundation pouring (preceding activities) is started.
4||| Beginning-Ending Relationship (S-F Type)
Only when the second security guard starts duty (predecessor activity) can the first security guard get off duty (follower activity)
rarely used
In the lead diagram method, each activity has a unique activity number, each activity is marked with an estimated duration (activity duration), and each node activity has several times: Earliest start time (ES), latest start time (LS), earliest finish time (EF), latest finish time (LF)
（2） Arrow Chart Method ADM/Active Arrow Chart AOA [i.e. double code name network diagram]
3 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.
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 flowing into/out of the same node all have common successor/predecessor activities.
virtual activity
An additional, special activity is introduced for the convenience of drawing; it consumes neither time nor resources, but is just to make up for the shortcomings of arrow diagrams in expressing activity dependencies.
（3） Tips for determining dependencies: software and hardware inside and outside
1||| Mandatory dependencies (hard)
Dependencies determined by legal or contractual requirements or the inherent nature of the work
Often related to objective constraints (the project team cannot violate them)
For example, in a construction project, the ground structure can be erected only after the foundation has been built; in an electronics project, a prototype must be manufactured before it can be tested.
2||| Selective dependencies (soft)
Also known as preferred logic relationship, precedence logic relationship or soft logic relationship
Usually based on best practices for specific application areas or some special properties of the project
(The project team is free to choose.) The project team chooses to arrange activities in this particular order even though there is another order that could be used. If you plan to follow up quickly, you should review the corresponding optional dependencies and consider whether they need to be adjusted or removed.
3||| external dependencies
Dependencies between project activities and non-project activities
Often outside the control of the project team
(Out of the control of the project team) For example, testing activities for a software project depend on the arrival of external hardware, and site preparation for a construction project may not begin until after a government environmental hearing.
4||| internal dependencies
Antecedents between project activities
Usually within the control of the project team
(Controllable by the project team) For example, the team can only test the machine after it is assembled, which is an internal mandatory dependency.
（4） Advance and lag
Adding time advance and lag between activities can more accurately express the logical relationship between activities
The advance amount is the amount of time that the successor activity can be advanced relative to the predecessor activity, and is often expressed as a negative number. The lag is the amount of time that the successor activity needs to be postponed relative to the immediately preceding activity, and is often a positive number.
Output output
1||| Project progress network diagram
It is a graph that represents the logical relationship between project activities.
2||| Project file updates
activity list,
activity attributes,
milestone list,
risk register
other
In addition to the first and last activities, every activity and every milestone has at least one predecessor activity and one successor activity.
The project team can sequence activities logically to create a realistic project schedule.
四、 Estimate activity resources
meaning
The process of estimating the types and quantities of materials, personnel, equipment, or supplies needed to perform various activities
effect
Identify the types, quantities, and characteristics of resources required to complete activities so that more accurate cost and duration estimates can be made
ITO
enter
progress management plan
Activity list
Activity properties
Resource Calendar
risk register
activity into estimates
business environment factors
organizational process assets
Tools and techniques
expert judgment
Alternatives analysis
Published estimates
project management software
top-down estimation
output
Activity resource requirements
Identify the types and quantities of resources required for each activity in the work package, and then aggregate these requirements into resource estimates for each work package and each work period
resource breakdown structure
RBS, for short, is a hierarchical display of resources by category and type, including manpower, materials, equipment, and supplies.
Resource types include skill level, grade level, or other types applicable to the project. The resource breakdown structure helps organize and report project progress data in conjunction with resource usage.
Project file updates
activity list,
activity attributes,
Resource Calendar
五、 Estimate activity duration
meaning
The process of estimating the number of work periods required to complete a single activity based on the results of resource estimation.
effect
Determine the amount of time required to complete each activity, providing primary input into the schedule planning process
In this process, you should first estimate the amount of work required to complete the activity and the number of resources planned to be invested in the activity, and then combine the project calendar and resource calendar to calculate the number of work periods required to complete the activity.
ITO
enter
progress management plan
Activity list
Activity properties
Activity resource requirements
Resource Calendar
project scope statement
Assumptions
existing conditions
Availability of information
length of reporting period
Constraints
Skilled resources available
Contract terms and requirements
risk register
resource breakdown structure
business environment factors
organizational process assets
Tools and techniques
expert judgment
By drawing on historical information, expert judgment can provide the information needed to estimate duration, or give an on-line estimate of activity duration based on previous experience with similar projects.
analogy estimation
Is a technique that uses historical data in the form of activities or projects to estimate the duration or cost of current activities or projects
Analogous estimating is based on parameter values of similar projects in the past (such as duration, budget, scale, weight, complexity, etc.) to estimate similar parameters or indicators of future projects.
When estimating duration, analogous estimating techniques use the actual duration of similar projects in the past to estimate the duration of the current project.
This is a rough estimating technique often used to estimate project duration when there is insufficient project detail. Need to adjust for known differences in project complexity
Analog estimates are generally less expensive and less time-consuming, but they are also less accurate. Analogous estimates can be made for the entire project or for a portion of the project. Analogous estimates are most reliable if past activities are similar in nature, not superficially, and if the project team members working on the estimate have the necessary expertise.
parameter estimation
It is an estimating technique that uses an algorithm to calculate cost or duration based on historical data and project parameters.
Parameter estimation refers to the use of statistical relationships between historical data and other variables to estimate activity parameters such as cost, budget, and duration.
three point estimate
Derived from the Program Review Technique (PERT), using 3 estimates to define approximate activity duration intervals Most likely time (tm): estimated activities based on the most likely resources to be obtained, the most likely resource productivity, realistic estimates of resource availability time, the possible dependence of resources on other participants, and various possible interferences. duration Most optimistic time (to): The estimated activity duration based on the best case scenario of the activity Most pessimistic time (tp): the estimated activity duration based on the worst-case scenario of the activity Calculation formula of expected duration tE: tE=(to 4tm tp)/6
group decision making techniques
Brainstorming, Delphi technique, nominal group technique
Reserve analysis
contingency reserve
known unknown
When making duration estimates, contingency reserves need to be considered The duration included in the schedule baseline that addresses identified risks that have been accepted and for which contingency or mitigation measures have been developed
management reserves
unknown unknown
output
Activity duration estimate
Project file updates
六、 Develop a progress plan
meaning
It is the process of analyzing activity sequence, duration, resource requirements and schedule constraints, and creating a project schedule model.
effect
Bring activities, durations, resources, resource availability, and logical relationships into schedule planning tools to form a schedule model that includes planned dates for each project activity
Developing a feasible project schedule is often an iterative process
The approved final schedule will serve as the baseline for controlling the schedule process
ITO
enter
progress management plan
Activity list
Activity properties
Project progress network diagram
Activity resource requirements
Resource Calendar
Activity duration estimate
project scope statement
risk register
Project staff assignment
resource breakdown structure
business environment factors
organizational process assets
Tools and techniques
Progress network analysis
It is a technology for creating project schedule models. It uses a variety of analysis techniques to calculate the earliest and latest start times of unfinished parts of project activities, as well as the earliest and latest finish times, such as critical path method, critical chain method, and what-if scenarios. Analysis, resource optimization technology
critical path method
It is a method to estimate the shortest construction period of the project and determine the schedule flexibility of the logical network path in the schedule model.
Without considering any resource constraints, perform forward and backward analysis along the progress network path to calculate the earliest start, earliest end, latest start and latest completion dates of all activities
Sequential push method: (1) According to the direction of logical relationship: calculated from the beginning of the network diagram to the terminal (2) The earliest start time of the first activity is the earliest start time of the project (3) The earliest completion time of the activity is the earliest start time of the activity Add the duration of the activity (4) The earliest start time of the activity is determined by the earliest completion time of the predecessor activity. When multiple predecessor activities exist, the earliest completion time of the last completed activity is used.
Backward reasoning method: (1) According to the direction of logical relationship: calculated from the end of the network diagram to the beginning (2) The latest completion time of the last activity is the latest completion time of the project (3) The latest start time of the activity is the latest completion time of the activity Late completion time minus activity duration (4) The latest completion time of an activity is determined by the latest start time of the successor activity. When multiple successor activities exist, the latest start time of the activity that starts first is used.
The critical path is like the longest sequence of activities in a project and determines the shortest possible project duration.
Activities on the critical path are called critical activities, and the schedule network diagram may ultimately have multiple critical paths.
Total float: The amount of time an activity can be postponed or delayed from the earliest start time without delaying the project completion time and without violating schedule constraints. This is the method for calculating the schedule flexibility of the activity: the latest completion time of this activity Subtract the earliest finish time of this activity, or the latest start time of this activity minus the earliest start time of this activity. Under normal circumstances, the total floating time of key activities is zero.
Free float: The amount of time an activity can be delayed or delayed from its earliest start time without delaying the earliest start time of any successor activity and without violating schedule constraints. Calculated by: Minimum value of the earliest start time of the successor activity minus Go to the earliest completion time of this activity
critical chain method
Is a schedule planning method that allows the project team to set buffers on any project schedule path to account for resource constraints and project uncertainty
The impact of resource allocation, resource optimization, resource balancing and activity duration uncertainty on the critical path is considered.
Project buffer: used to ensure that the project is not delayed due to delays in the critical chain
Connecting buffer: placed at the junction of non-critical chains and critical chains to protect the critical chain from delays in non-critical chains
Resource optimization technology
definition
Resource optimization technology is a technology that adjusts the progress model based on resource supply and demand.
including but not limited to)
resource balancing
A technique that adjusts the start date and end date based on resource constraints in order to achieve a balance between resource demand and resource supply. Often results in critical path changes, usually lengthening
Resource smoothing
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 is not changed, the completion date is not delayed, and the activity is only delayed by its free float and total float.
modeling technology
What-if scenario analysis
It is the evaluation of various scenarios and prediction of their impact on project objectives.
simulation
Calculate multiple possible project durations based on multiple different activity assumptions
lead and lag
Lead time: used to start follow-up activities early if conditions permit Lag: Adding a period of natural time between predecessor and successor activities that does not require work or resources, subject to certain constraints
Progress compression
meaning
It refers to shortening the schedule duration to meet schedule constraints, mandatory dates, or other schedule goals without reducing the project scope.
rush work
A technique to compress the schedule with minimal cost increase by adding resources
Examples include approving overtime, adding additional resources, or paying expedited fees to expedite activities on the critical path.
Quick follow up
A schedule compression technique in which activities or phases that would normally be performed sequentially are performed at least partially in parallel, possibly resulting in rework and increased risk.
Schedule planning tools
Includes a schedule model, which uses activity lists, network diagrams, resource requirements, activity durations, etc. as input, and uses the schedule network analysis assistant to automatically generate start and end times, thereby speeding up the schedule planning process.
output
progress baseline
Is an approved project schedule that can be changed only through formal change control procedures and used as a basis for comparison with actual results
Project schedule
meaning
Is the output of the schedule model, showing the project relationships between activities, as well as planned dates, durations, milestones, and required resources
Gantt Chart (Gantt Chart)
milestone chart
Project progress network diagram (pure logic diagram)
progress data
Project Calendar
Project Management Plan Update
Progress benchmark, progress management plan
Project file updates
Activity resource requirements, activity attributes, calendar, risk register
七、 control progress
meaning
It is the process of monitoring project activity status, updating project progress, and managing progress baseline changes to achieve the plan.
effect
Provide methods for detecting deviations from plans so that corrective and preventive actions can be taken promptly to reduce risk
Follow content
(1) Determine the current status of project progress
(2) The factors that cause schedule changes are false influences to ensure that this change develops in a favorable direction.
(3) Determine whether the project schedule has changed
(4) When changes occur, manage them strictly in accordance with the change control process
The key to effective project schedule control is to monitor the actual progress of the project, compare it with the planned progress in a timely and regular manner, and take necessary corrective measures immediately
Methods to shorten the duration of activities: Tip: Quickly prevent personnel from begging for food
(1) Rush work, invest more resources or increase working hours to shorten the construction period of key activities
(2) Quick follow-up and parallel construction to shorten the critical path length
(3) Use high-quality resources or more experienced personnel
(4) Reduce the scope of activities or reduce activity requirements
(5) Improve methods and technologies to increase production efficiency
(6) Strengthen quality management, discover problems in time, reduce rework, thereby shortening the construction period
ITO
enter
project management plan
Project schedule
job performance data
Project Calendar
progress data
organizational process assets
Tools and techniques
performance review
Refers to measuring and comparing the progress performance of each analysis, such as actual start time and completion time, completed percentage and reputation duration of the current work, including trend analysis, critical path method, critical chain method, and earned value management
project management software
Resource optimization technology
modeling technology
lead and lag
Progress compression
Schedule planning tools
output
job performance information
progress forecast
change request
Project Management Plan Update
Schedule baseline, schedule management plan, cost baseline
Project file updates
Progress data, project schedule, risk register
Organizational process asset updates
Reasons for deviations, corrective measures taken and reasons, and other lessons learned from project progress control