schedule management
Planning schedule management
1. Memory formula:
Guided by charter plans, tools and technologies are found for you, joint participation in analysis meetings, progress plan results win.
2. Story:
In the distant land, there is a castle called "Project". The construction of the castle required a mysterious "Project Charter" and "Project Management Plan", two documents jointly formulated by the king and his brain trust, which guided the construction direction and development method of the castle.
To better build the castle, the think tank used two powerful tools: the "alternatives analysis" and the "planning meeting." "Alternative plan analysis" is a magic wand that can foresee various possible construction plans and their results; "planning meeting" is an important occasion for think tanks to gather together to discuss and decide on the final construction plan.
With the help of these tools and techniques, a detailed "schedule management plan" was finally formed. This plan is like a beacon, guiding everyone to follow the established steps to effectively build the castle, so that the construction of the "project" castle is orderly and finally successfully completed.
3. Explanation of reasons:
- Input: The project charter and project management plan are the basis of schedule management. They define key information such as project goals, scope, key stakeholders, and management methods, and provide direction and basis for schedule management.
- Tool technology: Alternative plan analysis can help us evaluate different plans and choose the optimal schedule management strategy. Planning meetings can ensure that all relevant stakeholders participate in the decision-making process of schedule management, which improves the quality and acceptance of decisions.
- Output: The schedule management plan is the final output of schedule management. It describes in detail how to manage and control the schedule of the project, and is an important guide for the project team to execute the project.
define activity
1. Memory formula:
The progress range is used as the benchmark, the direction is determined by decomposition and rolling, and the milestones of the activity list are used to create success step by step.
2. Story:
In an old kingdom, the king wanted to build a magnificent castle. He brought out his "Schedule Management Plan" and "Scope Baselines," his two treasures that would guide the construction of the castle.
The king convened his brain trust, and they used two magical tools: "decomposition" and "rolling planning." "Decomposition" is a magical sword, it can cut complex tasks into small pieces, making tasks easy to handle; Forecast, adjust and optimize construction plans.
With the help of these tools and techniques, they created "activity checklists" and "milestone checklists." The activity checklist records all tasks and activities, while the milestone checklist marks some important stages and achievements. These two lists are like a compass and a map, guiding everyone to build the castle step by step according to the plan, and finally realize the king's wish.
3. Explanation of reasons:
- Input: The schedule management plan and scope baseline are the basis for defining activities, they determine the schedule and scope of the project, and provide the basis and direction for defining activities.
- Tool techniques: Decomposition and rolling planning are two effective tools and techniques. Decomposition can decompose complex tasks into manageable small tasks, improving work efficiency; rolling planning can flexibly adjust and optimize the definition of activities according to the actual situation of the project and future forecasts.
- Outputs: The Activity List and Milestone List are the results of the definition activities. The activity checklist records all tasks and activities and provides detailed information for project execution and control; the milestone checklist marks some important stages and results and provides an important reference for project monitoring and control.
Sort activity order
1. Memory formula:
The progress range list is recorded, assuming that the log cannot be forgotten; the arrow line drawing is drawn to grasp the amount of delay in advance; the network diagram is the output, and the project progress is grasped.
2. Story:
In a bustling city there is a very important project to manage and that is the construction of a new bridge. The project manager pulls out his "Schedule Management Plan", "Scope Baseline", "Activity Checklist", "Milestone Checklist" and "Assumption Log", these are his guidelines, and he knows that these are his sequence of activities Important reference.
To better schedule activities, project managers use the tools Predecessor Relationship Mapping (PDM), Arrow Diagram (ADM), Identify and Integrate Dependencies, and Leads and Lags and technology. Like a deft conductor, he uses these tools to precisely sequence and time each event.
Finally, the project manager drew a "Project Progress Network Map", which is his work and his pride. This network diagram clearly shows the sequence and dependencies of all activities, providing an important reference for project execution and control.
3. Explanation of reasons:
- Input: schedule management plan, scope baseline, activity list, milestone list and assumption log are the basis for arranging the sequence of activities. They provide information such as the project's schedule, scope, activities, important events and assumptions, and provide a basis and basis for the arrangement of activities. direction.
- Tool techniques: Predecessor Mapping (PDM), Arrow Diagram (ADM), Determining and Integrating Dependencies, Leads and Lags are effective tools and techniques for sequencing activities that help us identify and map the Sequence and dependencies, and timing of adjustment activities.
- Output: The project schedule network diagram is the result of arranging the sequence of activities, which clearly shows the sequence and dependencies of all activities, and provides an important reference for project execution and control.
Estimate activity duration
1. Memory formula:
The progress scope list is recorded, and the resource demand calendar is determined; the analogy parameter is estimated at three points, and the plan is selected from the bottom up; the duration is estimated, and the estimation is based on the memory.
2. Story:
On a charming island, the residents plan to build a lighthouse. The project manager pulls out his Schedule Management Plan, Scope Baseline, Activity List, Milestone List, Resource Requirements, and Resource Calendar, which he knows are his treasures. An important basis for estimating the duration of an activity.
To more accurately estimate the duration of activities, project managers use the tools and techniques of "analog estimating," "parametric estimating," "three-point estimating," "bottom-up estimating," and "alternatives analysis." Using these tools like a shrewd seer, he accurately predicted the duration of each event.
Finally, the project manager came up with the "Duration Estimate" and "Estimate Basis", which are his predictions and his confidence. These estimates provide an important reference for project execution and control, so that the construction of the lighthouse can proceed smoothly as planned.
3. Explanation of reasons:
- Input: Schedule management plans, scope baselines, activity lists, milestone lists, resource requirements, and resource calendars are the basis for estimating activity durations. They provide information such as the project's schedule, scope, activities, milestones, resource requirements, and resource availability. Provides the basis and direction for the duration estimation of the activity.
- Tool techniques: Analogous estimation, parametric estimation, three-point estimation, bottom-up estimation and alternative analysis are effective tools and techniques for estimating activity duration, which can help us to Accurately estimate the duration of activities by means of average cases, detailed analysis, and alternative scenarios.
- Output: Duration estimation and estimation basis are the results of estimating the duration of activities, they provide the duration and estimation basis of each activity, and provide an important reference for project execution and control.
Make a schedule
1. Memory formula:
The network diagram of the progress range, continuously estimating the demand; finding the key path optimization, performing compression analysis and simulation; agile adaptation planning, benchmarking, and planning.
2. Story:
In an ancient kingdom, the king decided to build a magnificent castle. The project manager pulls out his Schedule Management Plan, Scope Baseline, Project Schedule Network Diagram, Duration Estimate, Resource Requirements, and Resource Calendar, which are his maps and guides, He knows that these are the important basis for his progress plan.
To develop schedules more effectively, project managers use tools and techniques such as the Critical Path Method, Resource Optimization, Schedule Compression, What-If Scenario Analysis, Simulation, and Agile or Adaptive Release Planning . Like a wise helmsman, he used these tools to accurately formulate the schedule of the project.
In the end, the project manager came up with the "Progress Baseline" and "Project Schedule", which is his roadmap and his pride. These provide important references for the execution and control of the project, so that the construction of the castle can proceed smoothly according to the plan.
3. Explanation of reasons:
- Input: The schedule management plan, scope baseline, project schedule network diagram, duration estimate, resource requirements, and resource calendar are the basis for developing a schedule that provides the project's schedule, scope, sequence of activities, duration of activities, and resource requirements. Information such as resource availability and availability provides the basis and direction for the development of the schedule.
- Tool technology: critical path method, resource optimization, schedule compression, what-if scenario analysis, simulation and agile or adaptive release planning are effective tools and techniques for making schedule plans, which can help us determine critical paths, optimize resources, compress schedules, and Scenario analysis and simulation, and agile or adaptive release planning to accurately schedule projects.
- Output: progress baseline and project schedule plan are the results of making the schedule plan, they provide the project progress baseline and detailed schedule plan, and provide an important reference for project execution and control.
control progress
1. Memory formula:
For benchmark progress data, see the work performance observation period; for review deviation trends, see changes in performance information requests.
2. Story:
In a busy city, a new skyscraper is under construction. The project manager takes out his "schedule benchmark", "schedule data" and "work performance data", these are his compass and compass, and he knows that these are the important basis for him to control the progress.
In order to control the schedule more effectively, the project manager used the tools and techniques of "performance review", "variance analysis" and "trend analysis". Like a careful observer, he used these tools to precisely monitor and control the progress of the project.
In the end, the project manager comes up with "work performance information" and "change request", which are his feedback and adjustments, as well as his decision. These provide important references for the execution and control of the project, so that the construction of the building can proceed smoothly according to the plan.
3. Explanation of reasons:
- Input: Progress baseline, progress data and work performance data are the basis for controlling progress, they provide project progress benchmark, actual progress data and work performance data, and provide basis and direction for controlling progress.
- Tool technology: Performance review, deviation analysis, and trend analysis are effective tools and techniques for controlling progress, they can help us review performance, analyze deviations and trends, and accurately control the progress of the project.
- Output: Work performance information and change requests are the results of controlling progress, they provide work performance information and requests for changes, and provide important references for project execution and control.