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MindMap Gallery System Integration Project Management Engineer Chapter 8 Project Progress Management (1)

System Integration Project Management Engineer Chapter 8 Project Progress Management (1)

This map summarizes Chapter 8 of Project Progress Management in the Intermediate Software Exam "System Integration Project Management Engineer" textbook (Second Edition). Friends in need can save the picture below for reference and review!

Edited at 2022-05-29 22:30:25

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System Integration Project Management Engineer Chapter 8 Project Progress Management (1)

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Chapter 8 Project progress management (1)

concept

7 major processes

Select test site 1

1||| Planning progress management process

Develop policies, procedures and documentation to manage project progress → [rough]

2||| Define the activity process

Identify and document specific actions required to complete project deliverables

3||| The process of sequencing activities

Identify and document relationships between project activities

4||| Estimating activity resources process

Estimate the type and quantity of materials, personnel, equipment, or supplies needed to perform each activity

5||| Estimating activity duration process

Based on the results of resource estimation, estimate the duration required to complete a single activity

6||| Develop schedule planning process

Analyze activity sequence, duration, resource requirements and schedule constraints, and create project schedule model → [Details]

7||| control progress process

Monitor project activity status, update project progress, and manage schedule baseline changes to achieve plans

planning process ↓ Define activities ↓ Sorting activities ↓ Estimate resources ↓ estimated time ↓ making plans ↓ control progress

Implementation process

step one) Planning progress management

Select test site 2

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.

effect

Provide guidance and direction on how to manage, execute and control project progress throughout the project

ITO

enter Input

（1） project management plan

（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

（4） organizational process assets

Tools & Techniques Tool&Technology

a. expert judgment

b. analytical skills

c. Meeting

Output output

1||| Project schedule management plan

content

1. Project schedule model development

2. Accuracy

3. unit of measurement

4. Organization Program Links

5. Project schedule model maintenance

6. control threshold

7. Performance Measurement Planning

8. report format

9. Process description

Step (2) Define activities

meaning

Identify and document specific actions required to complete project deliverables

Related concepts

Activity

The work required to complete the work package 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

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

a. break down

Gradually divide the project scope and project deliverables into Technology for smaller, more manageable components

The WBS and WBS Dictionary are the basis for developing the final activity list

b. rolling planning

The work to be completed in the near future is planned in detail at the lowest level of the WBS; The work planned to be completed in the long term is roughly planned at the higher levels of WBS.

The progressive and detailed standardization method allows the project team to gradually improve the plan.

c. expert judgment

Output output

1||| Activity list

A comprehensive list of all activities required for the project

2||| Activity properties

is an extension of the activity description in the activity list

Contains event identification, WBS identification and event label or name

3||| Milestone List

Step (3) 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

a. Leading diagram method PDM [i.e. single code network diagram]

There are 4 dependencies

Select test site 3

i. End-beginning relationship (F-S type)

The award ceremony (following event) can only start after the competition (preceding event) is over.

ii. 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.

iii. Start-start relationship (S-S type)

Leveling of concrete (following activities) can only begin after foundation pouring (preceding activities) is started.

iv. 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)

b. Arrow diagram method ADM [i.e. double code name network diagram]

Select test site 4

3 basic principles

（1） Each activity and each 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.

c. Determine dependencies

i. mandatory dependencies

Dependencies determined by legal or contractual requirements or the inherent nature of the work

Often related to objective limitations

ii. selective dependency

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

iii. external dependencies

Dependencies between project activities and non-project activities

Often outside the control of the project team

iv. internal dependencies

Antecedents between project activities

Usually within the control of the project team

d. Advance and lag

Adding time advance and lag between activities can more accurately express the logical relationship between activities

Output output

1||| Project progress network diagram

2||| Project file updates

Multiple-choice questions from previous years’ real questions account for 4 points (required network diagram), Case calculation questions compulsory calculation questions (must be mastered)