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마인드 맵 갤러리 Project time (progress) management for advanced software exams
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Project time (progress) management for advanced software exams
Information system project management engineer exam project management basic knowledge time (schedule) management module, including planning progress management, defining activities, arranging activity sequence, network diagram, estimating activities, resource estimation, activity duration, developing schedule plans, controlling progress, etc. management knowledge
2022-09-02 17:56:37에 편집됨
Project time (progress) management for advanced software exams
- 추천 사항
- 개요
Information system project manager knowledge system (Chapter 3 Project scope management)
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Information system project manager knowledge system (Chapter 9 Project Human Resources Management)
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Information system project manager knowledge system (Chapter 11 Project Risk Management)
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Information system project manager knowledge system (Chapter 12 Project Procurement Management)
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Time Management Overview
Planning progress management
Definition and role of process
1. Planning progress management is for planning, preparation, management, The process of developing policies, procedures, and documentation to execute and control project progress.
2. The main function is to provide guidance and direction on how to manage the project progress throughout the project period.
enter
project management plan
Project Charter
business environment factors
organizational process assets
Tools and techniques
expert judgment
analytical skills
Meeting
output
progress management plan
Define activities
enter
progress management plan
Scope Baseline
business environment factors
organizational process assets
Tools and techniques
break down
Break deliverables into smaller activities
rolling planning
Detailed planning of recent activities and rough planning of long-term activities
It is a progressive and detailed planning method
output
Activity list
It is a further decomposition of the work package to support team members in completing activities
Activity properties
Provide a detailed description of the activities in the activity list
Milestone List
Important points in the project
rolling planning
Work Breakdown Structure (WBS)
Differences from definition activities
Create WBS
Break project work or deliverables into manageable units
Define activities
The work that must be performed to complete the work package
Milestone List
·Plan: Consistent with the overall goal of the project and broken down into phased goals;
·Control: Milestones are usually mandatory constraints that control the achievement of goals at each stage of the project;
·Communication: Communicate well with management and stakeholders;
·Responsibility: clearly stipulates the responsibilities and obligations of all parties involved in the project;
·Report: concise, vivid, popular and practical.
Sequence activities
enter
progress management plan
Activity list
Activity properties
Milestone List
project scope statement
business environment factors
organizational process assets
Tools and techniques
Predecessor Diagram (PDM)
Determine dependencies
lead and lag
output
Project progress network diagram
Project files (updated)
Network Diagram
Graphically and intuitively describe the dependencies of activities in the project to facilitate effective management of activities in the project
Predecessor Drawing Method (PDM)
It is a technique for creating a progress model that uses nodes to represent activities. Use one or more logical relationships to connect activities to show the order in which they are performed.
active node method
Also known as the double code network diagram method (AOA) (Activity On Arrow)
It is a presentation method of the predecessor drawing method, which is used by most project management software packages.
Generally, only one logical relationship is supported: FS
lead and lag
Determine the amount of time that successor activities need to be advanced or delayed based on dependencies
lead time
It is the amount of time that the successor activity can be advanced relative to the predecessor activity.
Hysteresis
Is the amount of time that a successor activity needs to be delayed relative to its predecessor activity.
Lead time: One building, design drawings completed You can start reviewing drawings in the first 2 weeks.
Lag Amount: After House Renovation is Completed Wait half a year before moving in
4 types of logical relationships
start-finish
The predecessor activity starts before the successor activity can be completed
For example, only launching a new accounts payable system (predecessor activity) to close down the old accounts payable system (follow-up activity)
start - start
Start beforehand and start afterward
For example, after starting the foundation pouring (predecessor activity) Only then can concrete leveling begin (follow-up activities)
done - completed
It must be completed before, and it must be completed after.
For example, only the writing of the completion document (predecessor activity) Only then can the editing of the file be completed (follow-up activity)
Finish-Start
Finish beforehand and start afterward
For example, only complete assembling PC hardware (predecessor activity) to start installing the operating system on the PC (follow-up activity)
4 types of dependencies
mandatory dependencies
Dependencies inherent in work
Engineering, mandatory rules
Often related to objective limitations
Disposable dependencies
optional
There are no inevitable rules for the process, so you can choose flexibly.
internal dependencies
Is the immediate relationship between project activities
Controllable within the project team
external dependencies
Usually it is the activity relationship between the project team and outside the project team
Not within the control of the project team
Immediate relationship drawing method/single code network diagram
1. The pilot diagram must correctly express the logical relationship between the activities in the project.
2. There should be no loops in the diagram.
3. There cannot be two-way arrows or arrowless lines in the picture.
4. Arrow lines without tail nodes or arrow lines without arrow nodes cannot appear in the figure.
5. There can only be one start node and one end node in the graph.
6. Present workflow and sequence
One-way arrow from left to right
No loops, no judgments
There is an in and out, no dead ends
Active Node Method (AON)/Double Code Network Diagram
1. The ADM method is a network diagram method that uses arrows to represent activities and nodes to represent the ordering of activities.
2. The tail node and arrow node of the arrow line are the starting point and end point of the activity.
3. Activities can be divided into real activities or virtual activities based on whether they require time or resources.
4. Only F-S can express clearly
Use arrows to represent tasks, with arrows connecting circles.
Circles are used to indicate the start of a task and the end of a task.
Dotted lines represent virtual activities that do not actually exist. It only indicates the sequence and does not take up time.
Conversion between single codename and double codename
Single code network diagram AON
4 types of logical relationships
Double code network diagram AOA ((arrow diagram and arrow diagram)
There is only one logical relationship FS
virtual work
It does not consume time, does not occupy resources, and only expresses logical relationships.
Estimate activity resources
Definition and role of process
Activity resource estimation involves determining what resources (people, equipment, materials) are needed and how much each resource is needed and when it is needed
Resource availability must be assessed when estimating activity resources
Resource estimation is the prerequisite for project budgeting
Project management can be used to plan, organize and manage resource pools
Complex activities need to be broken down into finer details to facilitate resource estimation
enter
project management plan
progress management plan
Scope Baseline
project files
Activity properties
Activity list
Resource Calendar
risk register
activity cost budget
business environment factors
organizational process assets
Tools and techniques
expert judgment
Alternatives analysis
Published estimates
Bottom-up estimation
Combined with WBS, it is derived from the bottom up, which is slow and accurate. A more detailed and accurate plan is required
project management software
output
Activity resource requirements
Resource Breakdown Structure (RBS)
Project files (updated)
Other factors to consider
law of diminishing returns
Resource data
skill improved
Employee incentive
Resource Breakdown Structure (RBS)
Is a hierarchical structure that displays resource classifications and resource types
Estimate activity duration
enter
progress management plan
Activity list
Activity properties
Activity resource requirements
Resource Calendar
project scope statement
risk register
resource breakdown structure
business environment factors
organizational process assets
Tools and techniques
expert judgment
analogy estimation
Information on similar projects can be compared, fast, rough, inaccurate, and low cost
The accuracy of the estimated results depends on the completeness and accuracy of historical project data
practice
Based on parameter values from similar projects in the past (such as duration, budget, size, weight, complexity, etc.) to estimate similar parameters or indicators for future projects.
This is a rough estimate Sometimes adjustments need to be made based on known differences in project complexity.
parameter estimation
Utilize statistical relationships between historical data and other variables, to estimate activity 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
Common methods
regression analysis
learning curve
three point estimate
Applicable scene
Consider uncertainty and risk in estimates
calculate
Triangular distribution and beta distribution formulas, the default is beta distribution
standard deviation
formula
Most likely time (tM) The most optimistic time (tO) The most pessimistic time (tP) Expected duration (tE)
Triangular distribution tE=(to tM tP) / 3
Beta distribution (derived from traditional PERT technology) tE=(tO 4tM tP) / 6
Reserve analysis
contingency reserve
Within the benchmark, deal with known and unknown risks
management reserves
Beyond benchmarks, deal with unknown-unknown risks
group decision making techniques
Brainstorming
①Everyone is equal between leaders and participants
②Clear the purpose of the meeting
③Each person expresses an opinion and a point of view in turn
④You can complement each other, but you cannot comment or refute other people’s opinions.
⑤ Write down every member’s point of view in person
⑥The meeting continues until no one expresses an opinion
⑦Repeat everyone’s opinions
⑧Evaluate and demonstrate various opinions
Delphi method
The coordinator provides basic situation introduction and estimation forms to each expert
The coordinator convenes a group meeting and experts discuss relevant factors
Each expert fills in the form anonymously
The coordinator compiles an estimate summary and returns it in the form of representative selection
Facilitator convenes group meeting to discuss large estimate differences
Experts review summary and submit another anonymous estimate on elected representatives
Repeat steps 4-6 until consensus is reached
output
Activity duration estimate
Project files (updated)
Steps to estimate event duration
First, estimate the workload of specific activities
Secondly, estimate the amount of resources planned to be invested in the activity
Finally estimate the duration of completing the activity
Develop a progress plan
process effect
Developing a schedule is a process of analyzing activity sequence, duration, resource requirements and schedule constraints, and creating a schedule model to implement project execution and monitoring.
Develop a schedule model with planned dates for completing project activities
enter
progress management plan
Activity list
Activity properties
Project progress network diagram
Activity resource requirements
Resource Calendar
Activity duration estimate
risk register
Project staff allocation
resource breakdown structure
project scope statement
business environment factors
organizational process assets
Tools and techniques
Progress network analysis
Comprehensive techniques including critical path methods, resource optimization and modeling
Used to calculate the earliest and latest start dates for the unfinished portion of project activities and earliest and latest completion dates
link path method
meaning
Use forward and backward methods to calculate the earliest start time of each activity and the earliest finish time, latest start time and latest finish time, And calculate the free time difference for each activity:
Find the route consisting of all activities with zero time difference, which is the critical path;
The quasi-critical path is identified to provide constraints for network optimization.
The critical path's Total Float is zero or negative
Progress activities on the critical path are called "critical activities"
key point
1. There may be one or more critical paths You can include dummy activities in arrow charts
2. More means greater risk
3. The total time difference TF determines the schedule flexibility
4. Free time difference (FF) determines the flexibility of follow-up activity arrangements
5. Path time difference = total time difference – free time difference
critical chain method
Parkinson's Law
Work automatically expands to fill all available time.
If there is extra time scheduled for a task, People will slow down and consume all their spare time.
solution
The earliest start rule: the earlier the better for all activities
Cut off the safe time for each activity and concentrate it on the end of the path to prepare project buffers
Feeding bufferFeeding buffer
Project bufferProject buffer
Resource buffer Resource buffer
Resource optimization
resource balancing
Used in a schedule model that has been analyzed using the critical path method to use resources evenly
Allocate scarce resources to the critical path (Key resources are only available for a certain time/a certain amount)
Leading to the extension of the chain path and project duration
Resource smoothing
A technique that keeps project resource requirements within predetermined resource limits.
The critical path will not be changed and the construction period will not be delayed
Progress compression
rush work
Increase resources and costs, emphasizing high costs and low risks
Quick follow up
Parallel project activities, emphasizing high risk, low cost
Advance and lag
modeling technology
What-if scenario analysis
Analysis results based on assumptions
Monte Carlo analysis
It first determines the probability distribution of possible durations for each activity
Then calculate the probability distribution of the possible construction period of the entire project based on this
Schedule planning tools
Gantt chart (bar chart)
List project activities in calendar format with their corresponding starts and dates
milestone chart
output
progress baseline
Project schedule
progress data
Project Calendar
Project Management Plan Update
Project file updates
float time
concept
Total Float (Total Time Difference)
Free Float (Free Time Difference)
Project Float
Total time difference and free time difference
Earliest start time (ES)
The earliest time an activity can begin.
Earliest end time (EF)
The earliest time an activity can be completed.
EF＝ES＋Construction time estimate
Latest end time (LF)
The latest time that a piece of work must be completed in order for the project to be completed on time
Latest start time (LS)
The latest time that work must begin in order for the project to be completed on time.
LS＝LF-construction period estimate
total time difference
Without delaying the project completion date, The amount of time the activity can be delayed from its earliest time
Total time difference=LS-ES=LF-EF
Free time difference
The amount of time an activity can be postponed without delaying the activity's earliest start date.
Free time difference = min (ES of subsequent work - EF of this activity)
earliest completion time
Forward deduction
From left to right, take the larger
If there are no preceding activities, ES is equal to the start time of the project;
The earliest end time of any activity is equal to the earliest start time of the activity and the duration of the activity;
The earliest start time of any activity is equal to the maximum of the earliest end times of all preceding activities.
latest start time
Backcasting
If there are no follow-up activities, LF is equal to the end time of the project or the specified time;
The latest start time of any activity is equal to the latest end time of the activity - the duration of the activity;
The latest end time of any activity is equal to the smallest of the latest start times of all subsequent activities.
Progress Control
Control the content of the progress
Monitor project status and maintain progress baselines
Is part of implementing overall change control, focusing on progress changes
What needs attention
Determine the current status of project progress
Influence factors that cause schedule changes
Reconsider necessary progress reserves
Determine whether the project schedule has changed
Manage changes as they actually occur
Focus should be placed on project progress reports and execution reports.
Main steps to control progress
①Analyze progress and find out where corrective measures need to be taken
②Determine what specific corrective measures should be taken
③Modify the plan and include corrective measures in the plan
④Re-estimate project progress and evaluate the effect of corrective measures
The practice of controlling progress
Analyze the causes of deviations
personnel factors
Tools and equipment factors
methods, technical factors
financial factors
envirnmental factor
Analyze the impact of deviations on schedule
Whether the activity causing the deviation is a critical activity
Is the deviation greater than the total float time?
Is the deviation greater than the free float time?
Adjust project schedule
rush work
Quick follow up
Submit in steps
progress control process
enter
project management plan
Project schedule
job performance data
Project Calendar
progress data
organizational process assets
Tools and techniques
performance review
project management software
Resource optimization technology
modeling technology
Advance and lag
Progress compression
method
rush work
Quick follow up
Invest more resources
Assign someone with more experience
Reduce range of activities or reduce activity requirements
By improving methods or increasing production efficiency
planning tools
output
job performance information
progress forecast
change request
Project Management Plan Update
Project file updates
Organizational process asset updates