[Information System Project Manager] Memory knock out of the top ten knowledge areas of project management (overall scope progress)

[Information System Project Manager] Memory knock out of the top ten knowledge areas of project management (overall scope progress)

1. Overall project management memory knock out

Among the tools and techniques of overall project management, expert judgment runs through all sub-processes. While the monitoring and closing stages require analysis techniques, developing charters and formulating management plans require facilitation techniques. Facilitation techniques include brainstorming, conflict management, problem solving and meeting management. It is a key technique used by facilitators to help teams and individuals complete project activities. Guidance technology also includes meetings; analysis technology includes regression analysis, causal analysis, root cause analysis, forecasting technology, trend analysis, reserve analysis, etc.
The technology of meetings is used in the four processes of directing and managing project work, monitoring project work, implementing the overall change process, and closing the project or phase. There are many things that need to be adjusted and integrated in the overall project management, so there should be no problem in understanding this way.
The project management information system is applied in the two subsystems of guiding and managing project work and monitoring project work; while the change control tool is specially used in the sub-process of implementing the overall change control.

1. Create a project charter

The process of formally authorizing and approving the use of resources by the project manager to complete the project.
The input consists of five items: statement of work, agreement, business case, organizational process assets, and enterprise environmental factors.
The output is the project charter. The project charter can be understood as the magic sword given to our project managers by the top management.
In order to make the project charter, the tools and techniques we can use are: analytical techniques and expert judgment.
The definition, function, and content of the project charter. These contents need to be memorized by rote.
Definition: A document issued by a sponsor that formally authorizes a project and project funding. The release of the project charter marks the successful launch of the project.
Role: Formalize the existence of the project, formally appoint the project manager, specify the scope, cost, quality, and timing of the project, and executives announce their support for the project.
Main content: project rationale, main project risks, project milestone schedule, summary budget and return on investment, stakeholder needs and expectations, stakeholder influence on the project, project manager's authority, measurable project goals and success criteria , the needs, organizational environment, and external assumptions that the project must satisfy.
The statement of work is an input to the charter. It consists of three parts: product scope specification, business requirements, and strategic plan. It defines a textual description of a product or service.

2. Create a project management plan

The process of developing the definition of the project management plan, preparing and coordinating all subplans, and integrating them into an integrated management plan, which includes integrating the project baseline and subplans. The purpose of its compilation is to reach agreement with stakeholders including team members, customers, and senior leaders, and establish a contractual relationship. The five contents of the project management plan should be memorized, including: the overall introduction of the project, organizational description, management procedures and technical procedures required by the project, tasks to be completed, time schedule and budget. The project management plan can be summary or detailed, and can contain one or more project-supporting sub-plans. In addition to the top ten project management processes, it also includes requirements management plan, process improvement plan, configuration management plan, etc.
How to develop a project management plan? Generally, it can be divided into three steps. First formulate a preliminary overall plan, then formulate each sub-plan in detail, and then synthesize it into an overall plan; there must be mutual constraints and competition among the plans. At this time, it is necessary to weigh the pros and cons between the target plans and then choose; They do not exist independently, but are related to each other. Therefore, when project performance changes, it is necessary to regularly update the project management plan.
What does a project management plan do? First, clarify the whole process of how to start, execute, monitor and close the project (overall perspective); second, help the project team to comprehensively review the project, foresee possible risks in advance and formulate countermeasures in advance (risk perspective); third, clarify the team Responsibilities and rights of each person, to facilitate the division of labor and collaboration and effective team cooperation (human resources perspective); help the team to effectively communicate and report internally and externally, and reduce communication barriers. (Communication Stakeholders Perspective)
Its inputs are: project charter, outputs of other process group management plans, enterprise environmental factors, and organizational process assets.
Its output is the project management plan. In order to obtain the project management plan, the tools and techniques we use include: expert judgment and facilitation techniques.

3. Direct and manage project work (435)

The process of leading and executing the work identified in the project management plan and implementing approved change requests in order to accomplish the project objectives. Simply understood as completing the work in the project management plan and completing the approved change requests during the implementation of the overall change control process.
The required input includes four components: project management plan, approved change requests, organizational process assets, and business environment factors.
The output obtained is five components: change request, deliverables, work performance data, update of project management plan, and update of project documents.
The tools and techniques used are: meetings, expert judgment, and management information systems.
The evolution line of the deliverables: the deliverables initially come out of the sub-process of directing and managing project work, and then enter the quality control sub-process; in the quality control sub-process, after the deliverables are verified to have no quality problems, Then there are verified deliverables; then in the scope confirmation, the customer checks and accepts the verified deliverables, and finds that the deliverables are what they want; finally, at the end of the project, summarize all the acceptance Once the deliverables are closed, there are handover deliverables. The deliverables are planned in the subprocess of Developing the Project Management Plan, Validating Scope, Controlling Quality, and Directing and Managing Project Work. These subprocesses are all under the control of Implementing Integrated Change Control. Once Direct and Manage project work is performed, work performance data is output. Record some important project data.

4. Monitor Project Work (444)

Tracks, reviews, and reports on project progress to achieve the performance objectives identified in the project management plan process. The main work here is to compare the planned and actual project performance based on the project management plan.
Its inputs are: project management plan, schedule forecast, cost forecast, confirmed changes.
Its outputs are: work performance reports, change requests, updates to the project management plan, and updates to project documents.
The tools and techniques used are: expert judgment, conferences, management information systems, and analytical techniques.
The job performance report should be the most important output of this sub-process. After the work performance report is available, this report can be distributed to the stakeholders of the project. In order to better track and review the project situation, schedule and cost forecasts are needed in monitoring project work. Among the sub-processes of overall management, monitoring project work is the only one that does not require organizational process assets and enterprise environmental factors as inputs.
So what is a confirmed change? Approval of Change Requests Execution Proper Process. Because the implementation of the change request must be reported in the work performance report, it is sufficient and necessary to confirm the approved change request to ensure its correct implementation.

5. Implement Integrated Change Control

The process of reviewing all change requests, approving changes, managing deliverables, organizing process assets, project management plans, changes to project documents, and communicating changes on line. In simple terms, it is the process of changing a change request into an approved change request and updating the change log.
The principle of project change management is project benchmarking and change management process standardization.
Changes can be divided into baseline changes and non-baseline changes. Project changes generally run through the entire project, and poor change management may lead to frustration of technical staff and lead to low morale.
It has five inputs, in addition to organizational process assets and business environment factors, there are change requests, work performance reports, and project management plans.
It has four outputs: Approved Change Requests, Change Log, Updates to the Project Management Plan, and Project Documents Updates.
The tools and techniques for implementing overall change control include: expert judgment, meetings, and change control tools.
The impact of changes on the project is reflected in five aspects: schedule (may cause delay), cost (may lead to increase), contract (may need to re-sign the contract), quality (may lead to quality decline), human resources (may need to increase manpower.
Changes are divided into four types by type: preventive measures (to prevent problems from occurring), corrective actions (schedule or cost deviations), defect remediation (quality problems), and updates. In addition to types, they can also be classified by urgency (emergency, Non-emergency), by nature (major, important, general), by field of occurrence (schedule, cost), by source (internal, external) to classify changes. There is also a change called presumptive change, which is a change that is not specified in the contract , but in fact has been carried out according to the requirements of the change work outside the scope of the original project.
If the changes are too large or too large, you need to consider restarting a project or revising the project charter. If the project is carried out according to the contract, propose a certain Some changes must be approved by the customer.
The six steps of the project's overall change control process: change application, change evaluation, change decision, change implementation, change verification, communication and archiving. Changes beyond the project baseline must use this process, if it is not a baseline change , you don't have to use this change process.
When the overall pressure of the project is high, it is more important to emphasize the standardization of change proposal processing, which can be processed in batches and prioritized to improve efficiency. For small projects, strive to be simple and efficient in change management. Prevent unnecessary changes and reduce unnecessary evaluations. At the same time, the confirmation of changes should be formalized, and the operation process should also be standardized.
When it comes to change management, configuration management is inseparable, and configuration management is greater than change management. Change management ultimately feeds the adjustment results of the project back to the configuration management system.
The role of the project manager in the change management process includes:
responding to the change request of the change proposer;
evaluating the impact of the change on the project and the response plan;
converting the demand from technical requirements to resource requirements;
timely adjusting the project benchmark according to the review results
; Changes bear ultimate responsibility.

6. Closing the project or phase

The process of ending all activities in a project phase and formally closing that project phase.
It has three main inputs: acceptance deliverables, project management plans, and organizational process assets.
It has two outputs: the handover of the final deliverable product or service, and the update of organizational process assets.
The tools and techniques used are: expert judgment, conferencing, analytical techniques.
There are two parts to closing a project or phase: management closure (administrative closure) and contract closure.
Management closing is also called administrative closing, which is divided into two parts: project acceptance and project summary. Project acceptance is to verify and record project delivery, coordinate and cooperate with customers or sponsors to formally accept these deliverables; project summary is to analyze project success or failure, and collect lessons from each project stage.
Contract closing is to perform the terms of the contract, such as the payment method, etc., to settle or terminate the contract established by the project, purchase or purchase agreement; update the contract record to reflect the final result and file it.
The following types of documents are generally submitted at the end of the project: requirements documents, design documents, test documents, management documents, contract documents, operation and maintenance documents, training documents, etc.
There are four items in the summary meeting at the end of the project:
1) Review and introduction of the overall situation of the project
2) Summary of the overall performance of the project
3) Excellent and good experience in project practice.
4) In project practice, lessons learned and solutions that need further improvement.
What is the significance of the project summary? There are also four meanings in total: understanding the performance status of the project; understanding the deficiencies in the project; summarizing the experience in the project; updating organizational process assets and forming document discussion results.
There are four contents of post-project evaluation: target evaluation, process evaluation, benefit evaluation and sustainability evaluation.
If the project cannot be closed normally, what will be the reason? The deliverables of the project have not been officially accepted; the test results have not been officially signed and accepted, there are problems in the process of both parties, lack of documentation, etc.
What should be done at the end of the project?
1) Complete all project work against requirements
2) Complete procurement closing activities
3) Complete formal product acceptance and approval
4) Submit completed products or services
5) Complete final performance reports and collect stakeholder satisfaction
6) Project documents have been completed Archived as indexed
7) Updating the company's lessons learned library
8) Freeing up resources
What should be in the project's final report?
Project or Phase Overview
Scope Objectives and Justification for As-built
Quality Objectives and Reasons for Variations
Cost Objectives and Reasons for Variations
Summary of Validation Information for Final Product or Results

2. Scope management memory knockout

1. The concept and significance of scope management

Having executive support, client involvement, experienced project managers, a clear business purpose, and minimal project scope all have a direct impact on project success. Compared with the previous four, the minimized project scope is the most critical factor that we as project managers can manipulate and make the project successful. As the saying goes, the smaller the scope, the higher the chances of project success tend to be.
There is a difference between product scope and project scope. Project scope sometimes includes product scope, which focuses on the functionality of a product service or result.

2. Prepare project scope management plan (442)

Primarily a written description of the process of how to define, determine and control scope. First of all, we refer to the project management plan, project charter, combined with organizational process assets and business environment factors, why we need to look at the charter, because the project charter contains the project background and a rough product scope description, and then through meetings and expert judgment, we get We need a project scope management plan.
So what is the difference between a requirements management plan and a scope management plan? Before typing out the answer to this question, first understand what is in these two outputs.
So what's in the project scope management plan? You can use it when you don't know how to define the scope of the project; you can use it when you don't know how to create a WBS from the defined scope; you can use it when you don't know how to confirm the acceptance of deliverables. You can use it; you can also use it when you need to deal with how to control scope changes and prevent scope creep. Understand it as a guiding program for project scope management, so it should be almost the same.
A requirements management plan is the process that describes how requirements will be analyzed, documented and managed throughout the project lifecycle. Requirements can be said to run through the entire project. Requirements are the leader and the basis of project management. Without requirements, the scope of the project cannot be determined, and without the scope of the project, it is impossible to talk about it. Of course, our requirements for requirements are verifiable.

3. Collect requirements (3112)

The process of managing stakeholder needs and requirements in order to meet project objectives. Its input is the project charter and two outputs following the scope management plan: the scope management plan and the requirements management plan. Where are the requirements records of users and stakeholders? The output then has a requirements document and a requirements traceability matrix. Requirements files are similar to a checklist for recording requirements. With the existence of a requirements tracking matrix, it is easy to realize two-way tracking of the entire life cycle from requirements to design, coding, and testing.
Requirements can be grouped into six categories: stakeholder requirements, quality requirements, solution requirements, transition requirements, project requirements, and business requirements. Among them, business requirements are high-level requirements, and project requirements refer to the actions or processes that the project needs to meet. These six must learn to distinguish.
Gathering requirements is a technical task. We can't do what the boss or customer asks us to do, but we should deeply understand the intention behind the boss or customer. Good system analysts know that customers only describe what they can see, and there are always certain limitations. When collecting requirements, they must stand on the other side's perspective and help customers solve problems.
There are various tools for collecting requirements. Observation and conversation, questionnaires, nominal groups, focus groups, guided seminars, group decision-making techniques, group innovation techniques, document analysis, system interaction diagrams, prototyping, benchmarking, etc.
And group innovation can be divided into six types in time, which are brainstorming, mind mapping, affinity map, nominal group, Delphi, multi-criteria decision analysis and so on.
It's not that it's good to collect requirements, just write the requirements file and you're done. It is also necessary to analyze and detect the requirements. Through the analysis and detection of the requirements, the contradiction between the requirements can be detected and resolved, and the system boundary can be found.

4. Define scope (442)

Scope definition is the process of developing a detailed description of a project or product. The most important output of this process is the project scope statement. The project scope statement consists of six parts: product scope statement, deliverables, acceptance criteria, exclusions, project or product boundaries, and constraints. At the milestone of the project, our project manager will use the content of the project scope statement to inform the project stakeholders what our information system will do, so that we and the project stakeholders have a clear consensus on what the system will do .
The inputs for defining scope are: scope management plan, requirements document, project charter, and organizational process assets. Using the four tools and techniques of expert judgment, alternative solution generation, and guided workshop product analysis, the input is finally transformed into a project scope statement. Product analysis is particularly applicable to projects where a product is the deliverable.

5. Create WBS (622)

The process of breaking down project deliverables and project work into smaller, more manageable components. To get the scope baseline, we used the tools and techniques of decomposition and rolling planning (the same tools and techniques were used when defining the activities). The scope baseline consists of three parts, which must be remembered: WBS, WBS dictionary, and approved project scope statement.
In order to get the range benchmark, think about what kind of input is required? There are six in total: Scope Management Plan, Requirements Document, Requirements Traceability Matrix, Project Scope Statement, Organizational Process Assets, and Enterprise Environmental Factors.
The WBS is decomposed to the bottom layer is called the toolkit. There are two opposite concepts, one is the planning package and the other is the control account. The control account has more than two work packages, but each work package belongs to only one control account. The planning package is relative to the long-term.
There are two forms of WBS: one is tree-shaped and the other is list-shaped. The list type is not intuitive, but it can reflect all the work content and is suitable for large and complex projects; while the tree type is intuitive and easy to understand, but difficult to insert. Generally used in small and medium-sized projects.
When decomposing the WBS, it is also about principles. For example, the 100% principle, which is decomposed layer by layer and aggregated upward; the 80-hour principle, the work package of more than 2 weeks is too big to be honest; the principle of gradual detail; the principle of independent responsibility, one person in charge of each work package.
So how to break down the WBS? Walk in five steps.
The first step is to identify and analyze deliverables.
The second step is to determine the WBS structure and layout method. For example, by life cycle decomposition.
The third step is to decompose the WBS from top to bottom.
The fourth step is to give the decomposed WBS work package a unique coding number.
Step 5. Verify that the breakdown of deliverables is appropriate

6. Range confirmation (524)

It is the process of formal acceptance and acceptance of project deliverables by customers or stakeholders. The confirmation of the project scope should not be done at the end of the project, but should be carried out throughout the project process.
If there is a problem with project scope, the sooner you catch it, the better. Moreover, doing scope confirmation can also shorten the distance with customer stakeholders and increase the degree of customer participation in the project. Let the customer confirm and sign every step of the way, and it will become easier when the final project acceptance is completed. This greatly improves the success rate of the project. Scope confirmation is generally performed immediately after quality control, or together with quality control.
There are five inputs for scope confirmation: project management plan, requirements document, requirements traceability matrix, work performance data, and verified deliverables. Verify that the scope of project deliverables meets customer or stakeholder requirements by using two tools and techniques: inspection and group decision analysis. There are four final outputs: accepted deliverables, change requests, work performance information, and project document updates.

7. Control range (515)

The process of monitoring the status of the product or project scope and managing changes to the scope baseline. Its main inputs are: work performance data, requirements documents, requirements tracking matrix, project management plan, and organizational process assets; there is only one tool and technology: deviation analysis; outputs include: work performance information, change requests, and project management plans Update, Project Document Update, Organizational Process Asset Update, and five more.
So how to do a good job of scope control?
First of all, a reasonable and scientific change management process must be defined; the change must be in writing; the contact person for the scope or requirement change should be clarified; the change management process should be strictly followed, and there should be no exceptions; There will be scope creep.
There are two more important concepts in range control; quality gilding and range creep. Submitting a product or service to customers that exceeds their requirements is gold-plated in quality. Scope creep is an uncontrolled, unapproved increase in scope. In order to prevent scope creep, the overall change process must be followed.

3. Progress management memory knock out

Time is the scarcest resource, if you don't manage time well, it will be empty talk if you want to manage other things well.

1. Planning schedule management (431)

Policies, procedures, and documented processes for planning, developing, managing, executing, and controlling the schedule of projects. The output of this process is the project schedule management plan. In order to output this product, we use the project management plan, project charter, organizational process assets, and business environment factors as inputs; and use expert judgment, meetings, and analytical techniques. Three tools and techniques. Different from developing a scope management plan, there is one more tool and technique here: analysis technique.

2. Define Activities (433)

The process of identifying and documenting specific actions taken to accomplish project deliverables.
The main output of this sub-process is the activity list, activity attributes, and milestone list. The tools and techniques used are the same as creating WBS, including decomposition and rolling planning, but there is one more expert judgment than creating WBS. Activity definition is generally carried out after creating WBS, which will constitute the smallest unit of WBS: work package and then decompose in detail into one activity. There are four inputs to define activities, schedule management plan, project scope baseline, organizational process assets and enterprise environmental factors.

3. Arrange the order of activities (732)

The process of identifying and documenting relationships between activities. The output of this sub-process mainly includes: the project schedule network diagram and the update of project files. The project schedule network diagram is the content that is often investigated in case analysis calculation questions. In order to output the results we need, seven input contents are required: activity list, activity attributes, milestone list, project schedule management plan, project scope statement, organizational process assets and enterprise environmental factors. Why do you need a scope statement? Activities are not independent of each other, but are dependent on each other. When arranging activities, you need to use the scope statement to understand what kind of dependencies there will be between activities.
So what tools and techniques are needed to draw a project schedule network diagram? Lead and lag, four kinds of logical relations between activities (start start/start end/end start/end end), preceding relationship drawing method. With these three tools and methods, you can easily draw a project schedule network diagram.
Both the leading diagram and the arrow diagram are project schedule network diagrams. The leading diagram is also called a single-code network diagram. The nodes represent activities, and the arrows represent the relationship between activities. It is a frequently investigated topic in calculation problems; Indicates an activity. Dummy activities only appear in double-coded network diagrams, indicating the sequence of activities.
A time-scaled network diagram is a project network diagram in which the duration of an activity is represented by its location and length. is a bar diagram with network logic, and any project network diagram with job locations and lengths representing its duration.
Free Slack and Total Slack: The maximum value for delaying the start without affecting the total finish time is the Total Slack. The total time difference of the activities on the critical path is zero; the free time difference is different from the total time difference. The total time difference is for the total duration and the free time difference is for the subsequent activities. It refers to the floating time without affecting the start of the subsequent activities. the maximum value.

4. Estimate activity resources (743)

The process of estimating the type and quantity of personnel, materials, equipment, and supplies required to perform activities. There are three main outputs in this process: active resource requirements, resource breakdown structure, and project file updates.
The inputs to this process are: schedule management plan, activity list, activity attributes, activity cost estimates, risk register, resource calendar, enterprise environmental factors, and organizational process assets. Whether resources are available or not can be seen at a glance on the resource calendar. With the specific activity list, activity attributes and activity cost calculation, it is more appropriate to know who should assign the activity. The risks in the risk register will directly affect the availability or unavailability of a resource.
The tools and techniques in this process include: expert judgment, top-down estimation, alternative plan analysis, benchmarking, and management software.

5. Estimate activity duration (1062)

The process of estimating the duration required to complete a single activity based on resource estimates. Important outputs of this process are: Activity Duration Estimates, and one more is an update of the Project Document. Once the activity duration estimate is available, the activity duration estimate needs to be entered in the development of the schedule.
The inputs for estimating activity duration are mostly the same as for estimating activity resources. Schedule management plan, activity list, activity attributes, risk register, resource calendar, organizational process assets, and business environment factors. There are a total of 7 inputs that are the same. The differences are: Activity Resource Requirements and Resource Breakdown Structure, which are the two outputs of estimating activity resources. The third difference is: the project scope statement. What we do also affects how we estimate activity duration.
The tools and techniques used for estimating activity durations are very similar to those used for cost estimating. There are expert judgment, three-point estimation (PERT review), analog estimation, parameter estimation, reserve analysis, group decision-making, etc.
Estimated cost is an approximate estimate of the capital cost of an activity, while estimated activity time is an estimate of the duration. One focuses on money, and the other focuses on construction period. The duration of the activity must be estimated first, and then the estimated cost of the activity can be calculated in the estimated cost.

6. Make progress plan (1386)

The process of creating a project schedule model by analyzing activity priorities, activity durations and resources, and schedule constraints. Although it is in the planning process group, it is an iterative process.
It is the most important step in the progress process, and it is also a sub-process with the most input and output.
Let’s talk about the output of the process first: progress baseline and project schedule, progress data, project calendar, these four are the most important outputs. Among them, the schedule baseline, project schedule plan, and project calendar are the schedule models. The project management plan and project documents also need to be updated simultaneously.
There are also many inputs for making a schedule, and we can memorize them in a classified way.
The schedule management plan comes from the preparation of the schedule management plan;
the activity list and the activity attributes come from the custom activities;
the project schedule network diagram comes from the sequence of activities;
the resource calendar, the activity resource requirements, and the resource breakdown structure come from the estimated activity resources;
the activity duration estimate comes from the estimated activity duration The sub-process of time;
in addition to the above, the common inputs are: project scope statement, project personnel assignment, risk register, organizational process assets and enterprise environmental factors. In this way, the 13 inputs in the development of the schedule are all here.

7. Tools and techniques for developing schedules

There are eight tools and techniques for developing schedules. To establish a schedule model, of course, schedule modeling is required;
the sequence between activities needs to be adjusted, so the amount of advance and lag is needed;
what to do if the schedule is behind, use schedule compression (crashing and fast follow-up);
resource allocation is not What to do reasonably, use resource optimization technology (resource balance and resource smoothing);
whether the project schedule network diagram is reasonable needs to be analyzed, first look at which are the critical paths of activities in the schedule network diagram, and then analyze the schedule network, so that our progress The model can be more reasonable and feasible (common content in calculation questions); the
critical chain method is also used in the formulation of the schedule. The critical chain method is a schedule planning method that increases the buffer time of non-working activities and effectively manages the buffer. To deal with resource constraints and various uncertainties;
the progress model drawn by hand? It's out of date. The software I know includes: MSProject, etc., which can be used to draw schedule models, and it is a kind of schedule planning tool.
The critical chain method mentioned above, in my opinion, is more focused on buffer management than the project schedule network diagram. The critical chain corresponds to the critical path, and the buffer placed on the critical chain is the project buffer; the non-critical chain corresponds to the non-critical path, and the buffer placed on it is called the connection buffer. By comparing the remaining buffer duration with the remaining active duration, the current state of the project can be judged. But the critical chain method has no critical path, and the project schedule network diagram is often used.
Two common schedule compression techniques are rush work and fast follow-up. In addition, when the schedule is behind, narrowing the scope of the project, optimizing and improving the development process, replacing with experienced resources, improving quality and avoiding rework, etc. can be used to restore the lagging schedule.
Resource smoothing and resource balancing, in general, resource balancing will change the critical path, and generally extend the critical path, while resource balancing will not change the critical path. However, resource smoothing technology cannot realize the optimization of all resources.
Reserve analysis technology: including emergency reserve and management reserve. The contingency reserve is included in the schedule baseline, and the project manager can freely use the buffer time. It also corresponds to the known and unknown risks in the risk; the management reserve corresponds to the unknown and unknown risks in the risk management, because it is not in the schedule baseline. Therefore, the use of management reserves requires a change process.

8. Control Progress (676)

Monitor the status of project activities, update project progress, and manage changes to the schedule baseline to achieve the planned process. It is the only sub-process that belongs to the monitoring process group in progress.
It has six outputs, the three important ones are: change request, work performance information, and progress forecast; project management plan update, project document update, and organizational process asset update are three non-important outputs.
There are also 6 inputs to control progress. Project management plan, project schedule, work performance data, schedule data, project calendar, organizational process assets.
The tools for controlling schedules are largely consistent with technology and planning schedule management. Leads and lags, resource optimization techniques, schedule compression techniques, schedule modeling, performance reviews, and schedule planning software are used.