The goalof project schedule management is to keep the project on schedule Done. Effective schedule management is one of the keys to successful project management, and schedule issues cause the most conflicts during the project life cycle.
In small projects, the processes of defining activities, arranging activities, estimating activity durations, and formulating schedule models to form schedules are very closely related and can be regarded as one process that can be completed by one person in a relatively short period of time.
The general steps for the project management team to prepare a schedule are: first select a schedule planning method, such as the critical path method; then enter project-specific data, such as activities, planned dates, durations, resources, dependencies, and constraints, etc. into the schedule preparation tool , create a project schedule model; finally form a project schedule plan based on the schedule model.
Temporary nature of the project:The project has a clear starting point and starting point.
The special characteristics of time:It cannot be retrogressed, it is easy to measure, and everyone is equal.
Table of contents
1. Project management process group and knowledge areas (Fifteenth Supreme Picture)
2. Data flow related to project progress management
3. Project progress management input, output, technology and tools
3.1 Planning progress management
3.3 Arrange the order of activities
3.4 Estimating activity duration
3.7 The process of project progress management
3.10 Agile and adaptive methods
Project schedule management input, output, tools and techniques (medium)
https://cxian.blog.csdn.net/article/details/134896900
Project schedule management input, output, tools and techniques (Part 2)https://cxian.blog.csdn.net/article/details/134896980
1. Project management process group and knowledge areas (Fifteenth Supreme Picture)
Reference memory formula logic for the ten major knowledge areas:
- Integrated management(Integrated resources->)
- Resource Management (Resources are mainly stakeholders->)
- Stakeholder Management(Human-to-Human Communication->)
- Communication Management (When doing projects, you need to determine what can be done and what cannot be done->)
- Scope management (After determining the scope, implementation needs to be purchased->)
- Purchasing Management (Purchasing must control cost and quality->)
- cost management
- Quality Management(When will it be done->)
- Progress Management (Monitoring risks throughout the project implementation process->)
- Risk Management
Other mnemonics: improve the standard, become qualified, have a good style, and look good.
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2. Data flow related to project progress management
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3. Project progress management input, output, technology and tools
3.1 Planning progress management
Provide guidance and direction on how to manage the project schedule throughout the project. This process is performedonly once or only at predefined points in the project.
3.2 Define activities
Decompose work packages into schedule activities as the basis for schedule estimation, planning, execution, supervision and control of project work. This processneeds to be carried out throughout the project.
3.3 Arrange the order of activities
Define the logical sequence between tasks to achieve maximum efficiency given all project constraints. This processneeds to be carried out throughout the project.
3.4 Estimating activity duration
Determine the amount of time required to complete each activity. This processneeds to be carried out throughout the project.
3.5 Develop a progress plan
Develop a schedule model with planned dates for completing project activities. This processneeds to be carried out throughout the project.
3.6 Control progress
Maintain maintenance of schedule baseline throughout the project. This project was carried out throughout theproject period.
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3.7 The process of project progress management
- Planning schedule management: Developpolicies, procedures and documents in order to plan, prepare, manage, execute and control project progress .
- Define Activities:Identify and recordwhat needs to be done to accomplish project deliverables< /span>. Specific activities
- Sequence activities:Identify and recordproject activities The relationship between.
- Estimate activity duration: Based on the results of resource estimation, estimatecompleteThe number of work requiredPeriod.
- Develop a schedule: Analyze activity sequence, duration, resource requirements and schedule constraints, Create a project schedule model< a i=3>, implement project implementation and monitoring status.
- Control Progress: Monitor project status to update project progress and manage changes to the schedule baseline.
3.8 New management practices
New trends and emerging practices regarding project schedule planning methods include:
- Iterative schedule with backlog: An approach to rolling planning schedules based on the adaptive life cycle that allows for changes throughout the development life cycle.
This approach is typically used to deliver incremental value to customers, or when multiple teams are developing large, interconnected, smaller features in parallel.
- On-Demand Scheduling: The On-Demand Scheduling method does not rely on a predefined schedule but instead pulls work tasks from backlog items and work sequences as soon as resources become available.
This method is suitable for projects with the following characteristics:
First, projects that develop products in an incremental manner in an operational or ongoing environment;
Second, projects with relatively similar scale or scope of work tasks;
The third is a project in which tasks can be combined according to scale or scope.
3.9 Tailoring considerations
Factors that should be considered when tailoring the project schedule management process:
- Life cycle approach: Which life cycle approach is best for developing a detailed schedule?
- Resource Availability: What factors influence how long a resource lasts (such as the correlation between available resources and their productivity)?
- Project dimensions: How do project complexity, technical uncertainty, product novelty, velocity, or progress tracking (e.g., earned value, percent complete) affect the desired level of control?
- Technical Support: Is technology used to develop, record, deliver, receive and store project schedule model information and is it easily accessible?
3.10 Agile and adaptive methods
- In large organizations, there may bea combination of small-scale and large-scale projects, requiring Develop a long-term roadmap, throughscale parameters (e.g. team size, physical distribution, regulatory compliance, organizational complexity and technical complexity) to manage these portfolios and programs. To manage the full delivery lifecycle of large-scale, organization-wide systems, a range of techniques may be employed, includingpredictive approaches, adaptive approaches, or a hybrid of the two .
- To successfully implement an adaptive approach, project managers need to understand how to use relevant tools and techniques effectively.
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