MindMap Gallery PMBOK Project Management PMP Chapter 6 Project Progress Management
PMBOK Chapter 6 Mind Map and Interpretation. Progress management is particularly important in project management and is also a focus of the PMP exam.
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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.
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.
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Chapter 6 Project Time Management
Solve two problems
Establish progress baseline
The schedule includes the start and finish time of the project, as well as the start and finish time of each activity; after the schedule is approved, it becomes the progress baseline
control progress
The process of managing schedule changes
6.1 Planning progress management plan
Procedural document that guides all activities of schedule management
Schedule Model: How to Prepare a Schedule
Deterministic model: critical path method
Conservative construction period (100%)
Probabilistic model (PERT)
Construction period weighting (0~1)
hybrid model
6.1.1 Input
Project Charter
project management plan
business environment factors
organizational process assets
6.1.2 Tools and techniques
expert judgment
data analysis
Meeting
6.1.3 Output
progress management plan
progress model
Organization Program Links
control threshold
performance measurement
6.2 Define activities
Decompose the work package into activities (the work package cannot be further divided as a noun, but it can continue to be decomposed into verbs, and activities are verbs)
It is not convenient to make a progress plan because the work package is a noun, so it is better to use a verb, which has a start time for the action.
6.2.1 Input
project management plan
Scope Baseline
business environment factors
organizational process assets
6.2.2 Tools and techniques
expert judgment
Decomposition: decomposition of nouns into verbs
Rolling planning: When some work packages are not understood, the information will be broken down into activities after detailed information
Meetings: Emphasis on team member engagement, increased accountability and support
6.2.3 Output
Activity list
All activities for each work package
Activity attributes: Detailed description of the activity
Milestone List
Milestones: the beginning and end of important activities
mandatory milestones
Clients, Sponsors, Government, Weather
optional milestones
For the convenience of control, the project manager sets
change request
Project Management Plan Update
progress baseline
cost basis
6.3 Sequencing activities
Purpose: Project management is a progress-based method of doing things. It is the fastest in parallel and determines the logical relationship between activities. Therefore, activities must be sequenced.
Logic
serial
parallel
Advance amount (objective existence)
The time when two activities overlap
Hysteresis (objective existence)
The amount of waiting time between two activities
Dependencies
Forced dependence: objective, unchangeable, determined by God
Selective dependence: PM decision, choose according to best practices
External dependence: being controlled by others and decided by others
Internal dependencies: PM decision
6.3.1 Input
project management plan
project files
Activity list
Activity attributes: main content logical relationship
Hypothetical log
Milestone List
business environment factors
organizational process assets
6.3.2 Tools and techniques
predecessor relationship drawing method
Determine and integrate dependencies
lead and lag
project management information system
6.3.3 Output
Project progress network diagram
Project file updates
6.4 Estimate activity duration
type
deterministic
probabilistic
Estimate the number of work periods required to complete a single activity
Team members participate and the project manager makes the decision
The law of diminishing returns: as resources increase, resource efficiency decreases
student syndrome
Parkinson's Law
6.4.1 Input
project management plan
project files
Activity list
Resource Calendar: When resources are available for project use
business environment factors
organizational process assets
Risk register: known unknown risks (the name of the risk is known, but the probability of occurrence is unknown)
Three elements of risk
Risk name
probability of occurrence
What is the impact
Reserves set aside to face risks
time
cost
resource
Business environment factors: public business information (industry database)
6.4.2 Tools and techniques
expert judgment
Analogous estimation: similar, similar, 1 variable (appearance)
Parameter estimation: There are other variables, there is model reference, 2 variables (hair color and age)
Three-point estimation: take 3 data based on historical data, the most pessimistic, the most likely, the most optimistic, based on the normal distribution
Use three-point estimates to improve accuracy when risk and uncertainty exist
Bottom-up: also a more accurate estimation method
data analysis
decision making
Meeting
6.4.3 Output
Activity duration
deterministic representation
Probabilistic representation
Estimate basis
File update
6.5 Develop a progress plan
Project calendar: the time the project plans to carry out project work (excluding weekends and holidays)
Resource calendar: The time when project resources are available for project use (the resource calendar must support the project calendar), including all times
natural calendar
6.5.1 Input
project management plan
project files
Continuous estimated time
Project progress network diagram
protocol
business environment factors
organizational process assets
6.5.2 Tools
Progress network analysis
Forward deduction
Determine the earliest start and earliest finish time for each activity
Backward reasoning
Determine the latest start and latest finish time for each activity
critical path method
Used to estimate the minimum project time
The total time difference determines the flexibility of the network diagram
Ask for time on the critical path
Request resources from non-critical paths
The longest path, the shortest time for project completion
The path with a total time difference of 0 or negative is the critical path
Resource optimization technology
Solving resource shortages
Resource balancing: extending resource time, resulting in extended critical path
Resource smoothing: internal adjustments to the project, non-critical paths support the critical path, and the critical path is not extended
data analysis
What-if scenario analysis
Equivalent to risk response plan
simulation
Normal distribution principle, modeling, Monte Carlo simulation (the best combination of Japanese naval battles and traffic lights in World War II)
lead and lag
Natural time between activities that does not require work or resources
Progress compression
Keep the project scope unchanged and shorten the schedule to meet time constraints
Rushing: Adding resources (IT) to the critical path
Fast follow-up: Executing work in parallel that was originally scheduled to be performed in sequence may cause rework and increase risks without increasing resources and costs (engineering)
project management information system
Agile release rules
6.5.3 Output
progress baseline
Approved schedule model
Project schedule
Milestone plan: important nodes
Bar chart: easy to read and used to communicate with management
Project progress network diagram: used by project teams,
progress data
Resource histogram: shows the number of resources required per unit time
Update resource histogram when schedule changes
Project Calendar
change request
Project Management Plan Update
Project file updates
6.6 Control progress
The process of managing change
If the completion date (schedule baseline) is changed, submit the change
6.6.1 Input
project management plan
project files
job performance data
organizational process assets
business environment factors
6.6.2 Tools and techniques
data analysis
critical path method
project management information system
Resource optimization
lead and lag
Progress compression
6.6.3 Output
job performance information
progress forecast
change request
Project Management Plan Update
Project file updates