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MindMap Gallery PMBOK Project Management PMP Chapter 6 Project Progress Management

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.

Edited at 2021-01-25 23:22:02

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PMBOK Project Management PMP Chapter 6 Project Progress Management

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Outline

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