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MindMap Gallery Fourth Edition_11. Project Progress Management

Fourth Edition_11. Project Progress Management

1. Senior Project Management Engineer/Information System Project Manager/The fourth edition of the advanced textbook has been painstakingly compiled. As long as you master the knowledge points contained in the mind map, you will be able to pass 45 points! ~ 2. Of course, this is the key point of knowledge. The real way to pass the exam is not to memorize it by rote, but to have a certain understanding. After all, many advanced exams do not directly test definitions! 3. I have spent a lot of effort to sort out these materials. Many of the words on it are typed one by one. Compared with the value of this small fee, it is simply like giving it away~~ 4. The first three chapters contain very little content in written form, so I won’t compile them here! 5. Of course, there will inevitably be errors in the above content. If you find any, please communicate via WeChat: 18978793047

Edited at 2023-10-04 18:09:54

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Fourth Edition_11. Project Progress Management

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Outline

Top ten areas of knowledge

Fifteenth Supreme Picture

Chapter 11: Project Progress Management

Test situation analysis

comprehensive knowledge

case analysis

Must-take exam points

Construction period, critical path, time parameters, schedule compression & optimization

Essay topic

relatively high

progress management process

1. Planning progress management

definition

The process of developing policies, procedures, and documents for planning, developing, managing, executing, and controlling project progress

effect

Provide guidance and direction on how to manage project progress throughout the project.

ITTO

enter

1. Project Charter

2. Project management plan

3. Business environment factors

4. Organizational process assets

Tool technology

1. Expert judgment

2.Data analysis

3.Meeting

output

1. Progress management plan

2. Define activities

What is activity?

definition

The process of identifying and documenting the specific actions that must be taken to complete project deliverables

effect

Break down work packages into schedule activities as the basis for estimating, scheduling, executing, monitoring, and controlling project work.

ITTO

enter

1. Project management plan

1. Progress management plan

2. Scope benchmark

2. Business environment factors

3. Organizational process assets

Tool technology

1. Expert judgment

2. Decompose

3. Rolling planning

4.Meeting

output

1. Activity list

2. Activity attributes

3. Milestone List

4. Change request

5. Project management plan update

3. Arrange the order of activities

definition:

The process of identifying and documenting relationships between project activities

effect

Define a logical sequence between tasks to achieve maximum efficiency given all project constraints.

Development time

This process should be carried out regularly throughout the project as needed.

action activity dependencies

1. Mandatory dependencies (hard logical relationships, process relationships)

2. Selective dependency relationship (soft logical relationship, preferred logical relationship, priority logical relationship)

Distinguish whether an activity must be carried out first

3. External dependencies (project activities and non-project activities)

4. Internal dependencies (immediate relationships between project activities)

Distinguish based on activity participants

Note: An activity can belong to either one of the 1/2 relationships or one of the 3/4 relationships, such as equipment procurement and joint debugging.

Leading diagram method (single code network diagram, PDM)

1. If the relationship is not marked in the network diagram, it defaults to the FS (end → start) relationship.

2. The lead and lag values are represented by the corresponding values - or

3. At the same time, please pay attention to the picture above. The start of activity C is affected by the start of activity B and the end of activity H; the start of activity J is affected by activity I, and the completion is affected by activity L.

Arrow diagram method (double code network diagram, ADM)

1. Only use finish → start dependencies

2. 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.

3. At least one of the codes of the preceding event and the following event of any two activities is different, and the node numbers are getting larger and larger along the arrow direction.

4. Activities flowing into (outgoing) the same event all have common successor activities (or antecedent activities)

Note: Points 3 and 4 are basically nonsense.

ITTO

enter

1. Project management plan

1. Progress management plan

2. Scope benchmark

2.Project files

3. Business environment factors

4. Organizational process assets

Tool technology

1. Predecessor Relationship Drawing Session (Predecessor Diagram Method PDM)

2. Arrow diagram method (double code)

3. Determine and integrate dependencies

4. Advance and lag

5. Project management information system

output

1. Project progress network diagram

2.Project files

4. Estimate activity duration

definition

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 each activity will take to provide the primary input into the schedule planning process

ITTO

enter

1. Project management plan

1. Progress management plan

2. Scope benchmark

2.Project files

3. Business environment factors

4. Organizational process assets

Tool technology

1. Expert judgment

2. Analogous estimation

3. Parameter estimation

4. Three-point estimate

5. Bottom-up estimation

6.Data analysis

7.Decision making

8.Meeting

output

1. Duration estimation

2. Basis for estimation

5. Project file update

Tools & Techniques

1. Expert judgment

By drawing on historical information, expert judgment can provide the information needed to estimate duration, or provide an upper bound on activity duration based on previous experience with similar projects.

2. Analogous estimation

Use the parameter values of similar past projects (such as duration, budget, size, weight, complexity, etc.) as a basis to estimate similar parameters or indicators for future projects

3. Parameter estimation

Leverage statistical relationships between historical data and other variables, such as lines of code, to estimate campaign parameters such as cost, budget, and duration. The accuracy of parameter estimation depends on the maturity of the parameter model and the reliability of the underlying data. Formula

4. Three-point estimate

The accuracy of activity duration estimates can be improved by accounting for uncertainty and risk in the estimate, indicating the range of variation in duration.

Estimated value = (most optimistic time 4*most likely time most pessimistic time)/6

5. Reserve analysis

When making duration estimates, contingency reserves (time reserves, buffer times) need to be considered and included in the project schedule to deal with schedule uncertainties.

5. Develop a progress plan

definition

Analyze activity sequence, duration, resource requirements and schedule constraints, and create a schedule model to implement the project execution and monitoring process.

effect

Develop a schedule model with planned dates for completing project activities

Development time

This process should be carried out regularly throughout the project as needed.

ITTO

enter

1. Project management plan

progress management plan

Scope Baseline

2.Project files

3. Agreement

4. Business environment factors

5. Organizational process assets

Tool technology

1. Progress network analysis

2. Critical path method

3. Resource optimization

4.Data analysis

5. Advance and lag

6. Progress compression

7. Plan review technology

8. Project management information system

9. Agile or adaptive release planning

output

1. Progress benchmark

2. Project schedule plan (project schedule network diagram, horizontal bar diagram, milestone diagram)

3. Progress data

4. Project Calendar

5.Change request

6. Project management plan update

7. Project file update

Tools & Techniques

critical path method

Please note that if the starting time of the time scale network diagram in the calculation question is the above number plus one day

1. This diagram is based on a single-code network diagram.

2. Time difference

1.Total Time Difference (TF)

The time during which corresponding activities can be freely maneuvered without affecting the total construction period.

2. Free jet lag (FF)

The corresponding activity does not affect the free maneuvering time of the subsequent activity ES in advance.

min (successor activity ES)-EF

The free time difference at point B in the figure is 0, while the free time difference at point E is 2

If there are two adjacent processes and there are no other processes, the free time difference is 0.

3. The earliest time and latest time of each activity on the critical path are equal

4. Find the earliest by inference

1. Starting from 0

2. Copy neighbors

3. Huixuanda

5. Reverse to find the latest

1. Copy neighbors

2. Small selection

6.Total Time Difference (TF)

1. The calculation formula is: latest - earliest

TF=LS-ES

TF=LF-EF

2. You can use the latest start-earliest start, or you can use the latest finish-earliest finish.

3. That is, the lower coordinate minus the upper coordinate of the same column in the activity

Program Review Technique (PERT, also known as the three-point estimating method)

1. Estimated duration

2.Standard deviation

Note that the standard deviation of an activity is not equal to the sum of the standard deviations of each process, but is equal to the sum of the variances of the activities, and then the square root

3.σ corresponding value

1. Plus or minus 1 standard deviation: 1σ=68.26%

2. Plus or minus 2 standard deviations: 2σ=95.43%

3. Plus or minus 3 standard deviations: 3σ=99.73%

6. Plus or minus 6 standard deviations: 6σ=99.99966%

4.Expand knowledge

1. Variance

Variance=σ*σ

That is σ squared

2. Expected project duration

The expected project period is equal to the sum of the expected duration of each process, that is, the sum of the estimated duration of each project

3. Total project variance

It is equal to the sum of the variances of each process

4. Project standard deviation

Equal to the square root of the total variance of the project

Not equal to the sum of the standard deviations of each process

Resource optimization technology

1. Resource balancing Resource Leveling

definition

A technique that adjusts start and end dates based on resource constraints in order to strike a balance between resource demand and resource supply. Often results in the critical path being changed, often lengthened.

2. Resource smoothing Resource Smoothing

definition

A technique for adjusting activities in a schedule model so that project resource requirements do not exceed predetermined resource limits. The critical path will not be changed and the completion date will not be delayed. Optimization of all resources may not be possible.

Mainly achieved through peak shaving and valley filling

Application examples

Progress compression

rush work

A technique to compress the schedule with minimal cost increase by adding resources

Only adapt to activities that can be accelerated through increased resources

Quick follow up

A compression technique in which activities or phases that normally occur sequentially are performed at least partially in parallel. Fast tracking may result in rework and increased risk

Only applies to activities that can be carried out in parallel

Critical link method CCM

definition

Critical Chain Method (CCM) is a schedule planning method that allows the project team to set buffers on any project schedule path to cope with resource constraints and project uncertainty.

application

CCM considers the impact of resource allocation, resource optimization, resource balancing and activity duration uncertainty on the critical path.

The critical path method does not take into account the impact of resources on the project, while the critical link method does take into account the impact

The project buffer is placed at the end of the critical path, and the connection buffer is placed at the confluence of the non-critical path and the critical path.

bar chart

Example

1. A horizontal bar chart is also called a Gantt chart.

2. Each activity has two line segments. The thick line codes the actual progress, the thin line represents the planned progress, and only the thin line represents the unstarted work.

3. Based on the inspection date and the result of the thick line, you can judge whether the project is completed or behind. For example, the inspection date of "Design Modeling" in the example has passed the planned date, but the actual progress has not yet reached the planned progress, which means it has fallen behind; and The actual progress of the "coding" work is consistent with the planned progress

time scale network diagram

Example

1. The time scale network diagram is obtained by adding time scale on the basis of the double code network diagram.

2. In the time scale network plan, the working time is expressed using the horizontal time coordinate as the scale (time unit: hour, day, week, month, year, etc.)

3. In the time scale network plan, the solid arrow line represents the work, and the horizontal projection length of the solid arrow line represents the duration of the work.

4. In the time scale network plan, virtual work is represented by a dotted arrow line. Since the duration of virtual work is zero, the dotted arrow line can only be drawn vertically.

5. In the time-scale network plan, the time interval between the work and its immediate successor is represented by a wavy line (except for work with the end node as the completion node). When the planned duration is equal to the calculated duration, the horizontal projection length of the wavy line is expressed Its free time difference.

6. Calculate construction period

7. Determining the time interval between two adjacent tasks (LAG)

8. In addition to the end node being the work of the completed node, the horizontal projection length of the wave opening line in the work arrow represents the time interval between the work and its immediate successor.

9. Judgment in the overall work

1. The determination of the total work time difference should start from the end node of the network plan and proceed in sequence in the direction of the arrow.

2. The total time difference for work with the end node as the completion node is equal to the difference between the planned construction period and the earliest completion time of the work.

3. The total time difference of other tasks is equal to the total time difference of its successor work plus the minimum value of the time interval between this task and the successor task.

10. Determination of free time difference

1. For work with the end node as the completion node, the free time difference should be equal to the difference between the planned construction period and the earliest completion time of the work.

2. The free time difference of other jobs is the horizontal projection length of the waveform line in the arrow of the job

Develop progress plan steps

1.Project description

2. Project decomposition and activity definition

3. Job description

4. Project organization and work responsibility allocation

5. Process sequencing

6. Calculate workload

7. Estimate job duration

8. Draw network diagram

9. Schedule

6. Control the progress

definition

Monitor project status to update project progress and the process of managing changes to the schedule baseline.

effect

Maintain maintenance of schedule baseline throughout the project.

Development time

This process should be carried out regularly throughout the project as needed.

ITTO

enter

project management plan

2.Project files

3. Job performance data

4. Organizational process assets

Tools & Techniques

1.Data analysis

2. Critical path method

3. Project management information system

4. Resource optimization

5. Advance and lag

6. Progress compression

output

1. Job performance information

2. Progress forecast

3. Change request

4. Project management plan update

5. Project file update

What progress control focuses on

1. Determine the current status of project progress

2. Influence factors that cause schedule changes to ensure that such changes develop in a favorable direction

3. Determine whether the project progress has changed

4. When changes occur, manage the actual changes according to the change control process

Iterative burndown chart

Methods to shorten activity duration

1. Rush work: invest more resources to compress the progress to the maximum extent with the minimum cost

2. Quick follow-up: parallel construction

3. Use highly qualified resources or more experienced personnel

4. Reduce the scope of activities

5. Improve methods or techniques to increase production efficiency

6. Strengthen quality management and reduce rework