1 chapter related
1.1 Exam related
Schedule management generally takes about 3 points in the morning test
Case analysis likes to take the test, mastering the network diagram, three-point estimated completion probability calculation
Thesis writing will just take the test in the second half of 2021
1.2 Process group correlation
2 Overview of schedule management
★1. Project schedule management includes 7 processes:
①Planned schedule management—the process of formulating policies, procedures and documents for planning, compiling, managing, executing and controlling project schedule.
②Defining activities—the process of identifying and recording the specific actions that need to be taken to complete the project deliverables.
③Sequencing activities—the process of identifying and recording the relationships between project activities.
④ Estimating Activity Resources—The process of estimating the types and quantities of materials, personnel, equipment, or supplies required to perform each activity.
⑤Estimating activity duration—the process of estimating the duration required to complete a single activity based on the results of resource estimation.
⑥Schedule development—the process of analyzing the sequence of activities, duration, resource requirements, and schedule constraints, and creating a project schedule model.
⑦ Control progress—the process of monitoring the status of project activities, updating project progress, and managing changes to the schedule baseline to achieve the plan.
Among them: (1) (2) (3) (4) (5) (6) belong to the planning process group; (7) belong to the monitoring process group.
2. In some projects (especially small projects), the processes of defining activities, arranging the sequence of activities, estimating activity resources, estimating activity duration, and formulating schedules are so closely related that they can be regarded as one process. Completed by one person in a short period of time.
3 Project schedule management process
3.1 Planning progress management
The schedule management plan will stipulate: 1）项目进度模型制定；2）准确度；3）计量单位；4）组织程序链接；5）项目进度模型维护；6）控制临界值；7）绩效测量规则；8）报告格式：the format and preparation frequency of various schedule reports need to be stipulated; 9）过程描述: a written description of each schedule management process.
1. Planning Project schedule management is the process of formulating policies and procedures for implementing project schedule management, and forming a documented project schedule management plan. The main role of this process is to provide guidance and direction on how to manage, execute and control project progress throughout the project process.
2. The progress management plan can be 正式或非正式Yes, 非常详细或高度概括Yes
3.2 Define activities
1. Define Activities The process就是 identifies and records all the activities that need to be performed to complete the project deliverables. Its main function is to decompose the work package into activities as the basis for estimating, scheduling, executing, monitoring and controlling the project work.
2. Activity list : it is a comprehensive list containing all the activities required by the project.
3. Activity attributes : it is an extension of the activity description in the activity list. Including activity identification, WBS identification and activity label or name; when the activity attribute is compiled, it may also include activity code, activity description, predecessor activity, successor activity, logical relationship, lead and lag, resource requirements, mandatory date , Restricting factors and assumptions
4. Milestone list : It is an important time point or event in the project.
Activity list:
3.3 Arranging the order of activities
activity attribute
1. Sequencing activities is the process of identifying and recording the relationships between project activities. The main role of this process is to define the logical sequence between the work; in order to achieve the highest efficiency given all the project constraints
3.4 Estimating Activity Resources
材料、人员、设备1. Estimating activity resources is the process of estimating the types and quantities of supplies or materials needed to perform activities . The primary role of the process to identify the types, quantities, and characteristics of resources required to complete an activity so that more accurate cost and duration estimates can be made. The Estimate Activity Resources process is closely related to the Estimate Costs process.
2. The resource calendar shows the 可用工作日或工作班次的日历。( 哪些资源可用-manpower, equipment, materials, etc. 何时可用、可用多久) of each specific resource. Additional resource attributes need to be considered, such as experience and/or skill level, origin, and availability
3.5 Estimating Activity Duration
1. Estimating activity duration is the process of estimating the number of working hours required to complete a single activity based on the results of resource estimation. The main purpose of this process is to provide the primary input to the Scheduling process by determining the amount of time required to complete each activity. Should be in the project team 最熟悉具体活动的个人或小组（专家）. Estimation Yes 渐进明细, the accuracy and quality will gradually increase, depending on the quantity and quality of input data;
2. Activity duration estimation is a quantitative assessment of the number of work periods required to complete an activity. No lag is included in the duration estimate .在活动持续时间估算中，可以指出一定的变动区间
3.6 Make a schedule
Project schedule management process
1. Making a schedule plan is the process of analyzing the sequence of activities, duration, resource requirements and schedule constraints, and creating a project schedule model. The main benefit of this process is that activities, durations, resources, resource availability, and logical relationships are substituted into scheduling tools to form a schedule model that includes the planned dates for each project activity.
2. Formulating a feasible project schedule is often an 反复ongoing process. The approved final schedule will be used as a baseline to control the schedule process
3. The schedule baseline is the approved project schedule, which can only be changed through formal change control procedures, and is used as a basis for comparison with actual results.
4. Graphic mode:横道图（也称为甘特图）、里程碑图、项目进度网络图、时标逻辑图（也叫时标网络图）
3.7 Control progress
1. Progress control is the process of monitoring the status of project activities, updating project progress, and managing changes to the schedule baseline to achieve the plan. The primary role of this process is to provide a means of detecting deviations from the plan so that corrective and preventive actions can be taken in a timely manner to reduce risk.
3.8 Some concepts
progress benchmark
2. Any changes to the schedule baseline must be approved by the implementation of the overall change control process. Controlling the schedule is an integral part of implementing the overall change control process.
Progress Control
★3. Progress control focuses on the following content:
① 判断项目进度的当前状态。
② 对引起进度变更的因素施加影响，以保证这种变化朝着有利的方向发展。
③ 判断项目进度是否已经发生变更。
④当变更实际发生时严格按照变更控制流程对其进行管理。
shorten activity
★4. The method of shortening the duration of the activity: [Hurry up and change the minus to plus]
① hurry up工，投入更多的资源或增加工作时间，以缩短关键活动的工期。
② fast速跟进，并行施工，以缩短关键路径的长度。
③ make用高素质的资源或经验更丰富的人员。
④ minus小活动范围或降低活动要求。
⑤ change进方法或技术，以提高生产效率。
⑥ add强质量管理，及时发现问题，减少返工，从而缩短工期。
4 Techniques and tools for project schedule management
4.1 LOC
★1. Software development projects usually use LOC to measure the project scale, and LOC refers to the number of lines of all executable source codes.
For example, a software company found that the source file formed by every 10,000 lines of C language source code in the company is about 250KB. If the source file size of a project is 3.75MB, it can be estimated that the source code of the project is about 150,000 lines. share, etc.),
The value of 1LOC in this project is: (240X10000)/150000=16 yuan/LOC
The average number of code lines per person per month in this project is: 150000/240=625LOC/person-month
4.2 Estimation of Project Workload and Duration
① Delphi method
② Analogy estimation method : It is suitable for evaluating some projects that are similar to historical projects in terms of application fields, environment and complexity, etc., and the scale estimation can be obtained by comparing new projects with historical projects. Due to the estimated results of the analog estimation method 精度取决于历史项目数据的完整性和准确度,
keywords: 相似活动、历史数据、也是一种专家判断、也是整体估算、也是自上而下的、成本较低、耗时较少，准确性也较低、项目详细信息不足时、在启动阶段
等价代码行=【（重新设计百分比+重新编码百分比+重新测试百分比）/3】x已有代码行
For example: there are 10,000 lines of code, assuming that 30% need to be redesigned, 50% need to be recoded, and 70% need to be retested, then the equivalent code lines can be calculated as: 【（30%+50%+70%）/3】x10000=5000等价代码行
That is, reusing the 10,000 codes is equivalent to writing 5,000 lines of codes
③ Parameter estimation method : an estimation technique based on sums 历史数据and 项目参数using certain algorithms to calculate costs or construction periods. For example, for a design project, will 图纸的张数乘以每张图纸所需的工时; or for a cable laying project, will 电缆的长度乘以铺设每米电缆所需的工时. The accuracy of parameter estimation depends on the maturity of the parameter model and the reliability of the basic data. Yes 针对整个项目或项目中的某个部分，并可与其他估算方法联合使用。
• Key words: 历史数据、项目参数、统计关系、参数模型、基础数据、公式
④Reserve analysis:
| emergency reserve | management reserve | |
|---|---|---|
| content | Contingency reserves For "known-unknown" risks, contingency reserves are included in the baseline and project managers have access to them. | ◆ Management reserves For "unknown-unknown" risks, management reserves are not included in the baseline, but are part of the overall project duration. Use of management reserves may require changes to the schedule baseline. A change request is required. ◆ Contingency reserves can be drawn, reduced or eliminated as project information becomes clearer. ◆ If it is determined that management reserves need to be drawn, the management reserves drawn should be included in the baseline |
| summary features | Handle expected but uncertain events是项目范围与成本基准的一部分 |
◆ Addresses unplanned changes that may be required ◆ Addresses changes to project scope and cost ◆ Must be approved by the project manager before being used ◆ Not part of the project cost baseline, but included in the project budget ◆ Not allocated as budget nor in EV Calculated in |
4.3 Determine dependencies
| dependencies | Definition and Examples | example |
|---|---|---|
强制性Dependencies (hard logic or hard dependencies) |
法律或合同要求or 工作的内在性质决定dependencies; for example, in an architectural project, the ground structure cannot be built until the foundation is built; in an electronics project, a prototype must be manufactured before it can be tested. (Project Team 不能违反) |
There is a vertical support system first, and then a lateral force system |
| Selective dependencies (preferred logic, preferred logic, or soft logic) | Based on 最佳实践established, or 基于项目的某些特殊性质adopted dependencies (freely chosen by the project team)如果打算快速跟进，应当审查相应的选择性依赖关系。 |
Golf first, swim second, or vice versa |
| external dependencies | 项目活动非项目活动The dependencies between and are often outside the control of the project team . For example, testing activities for a software project depend on the arrival of external hardware; site preparation for a construction project may not start until after a government environmental hearing. (Project Team 不可控) |
Skiing is only possible if the weather is right |
| internal dependencies | Is 活动之间the predecessor relationship of the project, under the control of the project team. For example, the team can't test a machine until it's assembled. (Project Team 可控) |
Contingency Reserves and Administrative Reserves
| concept | Is it in the cost basis | Is PM controllable | risk type |
|---|---|---|---|
| emergency reserve | cost basis | PM can be controlled | known-unknown |
| management reserve | not in cost basis | PM has no right to control, if you want to use it, you need to get high-level approval | unknown - unknown |
4.4 Preamble graph method (single-code network graph)
4.4.1 The preamble graph method includes 4 kinds of dependencies between activities:
| relation | relationship explanation | for example |
|---|---|---|
| FS type | end-begin | The Awards Ceremony (following event) cannot begin until the competition (predecessor event) is over |
| FF type | end - end | Editing of a document (successor activity) cannot be completed until writing of the document (predecessor activity) is complete |
| SS type | start - start | Concrete leveling (following activity) can only be started after foundation pouring (following activity) has started |
| SF type | start end | Only the second security guard starts duty (sequence activity) before the first security guard ends duty (sequence activity) |
[Example-21 below] There are two modules of a certain program, module A realizes the operation function of the equipment, and module B realizes the function of real-time monitoring of equipment status data during the operation of the equipment. In the network diagram of the project plan, the dependency relationship between module A and module B can be expressed as () type.
AF-S BF-F C.S-SDS-F
4.4.2 In the leading graph method, the activities of each node will have the following times:
1) Earliest start time (ES): The earliest time an activity can start.
2) Earliest Completion Time (EF): The earliest time an activity can be completed. EF=ES+Duration Estimate
3) Latest Finish Time (LF): In order for the project to be completed on time, the latest time a certain work must be completed4
) Latest Start Time (LS): In order for the project to be completed on time, a certain item The latest time at which the work must start LS=LF---工期估算
5) 总时差=工序推迟开工而不会影响总工期的最大时间=LS-ES=LF-EF
6)自由时差＝不影响紧后工作的最早开始时间的最大时间=min{紧后工作的ES}-EF
4.5 Arrow Diagram Method (Double Code Network Diagram)
6. In the arrow diagram method, the basic principles:
① Every activity and event in the network diagram must exist 唯一的一个代号, that is, the network diagram 不会有相同的代号.
②The codes of the immediate preceding event and the immediate succeeding event of any two activities 至少有一个不相同, and the node codes are along the direction of the arrow 越来越大.
③The activities flowing into (outflowing) from the same node all exist 共同的紧后活动(or immediately preceding activities).
★7. Virtual activities are indicated by a dotted arrow line in the network diagram. 虚活动不消耗时间，也不消耗资源, just to make up for the lack of arrow diagrams in expressing activity dependencies.
1. 提前量is the amount of time by which the successor activity 可以is advanced relative to the predecessor activity. (Often expressed as 负a lag, eg FS-3)
2. The amount of time 滞后量necessary for a successor activity relative to the predecessor activity 推迟. (such as FS+2)
4.5.1 The difference between single-code network diagram and double-code network diagram
1. Leading map (PDM)/single-code network diagram
✓ 节点Indicates with 活动, and uses to 箭线indicate between activities ✓ The activity of 关系
an activity is an activity, and the activity of an activity is an activity ✓ Four kinds of dependencies can be expressed between activities 2. Arrow diagram (ADM)/Double-code network diagram ✓ Indicates with , and connects between activities ✓ There are activities前面紧前后面紧后箭线活动节点虚
4.6 Steps in developing a project plan
①Project Description→ ②Project Decomposition and Activity Definition→ ③Work Description→ ④Project Organization and Work Responsibility Assignment→ ⑤Work Sequencing→ ⑥Calculating Workload→ ⑦Estimating Work Duration→ ⑧Drawing a Network Diagram→ ⑨Schedule
4.7 Progress Network Diagram
9. Progress network diagram 可能有多条关键路径. During the progress of the project, some activities will be completed ahead of schedule, some activities will be postponed, some activities will be canceled midway, new activities may be added midway, the network diagram is constantly changing, and the critical path is also constantly changing ;
◆ The critical path is the longest sequence of activities in the project, which determines the possible shortest project duration.
◆ Total floating time: not delaying the completion date of the project. Demonstrate schedule flexibility.
◆ Free Floating Time: Earliest start date without delay for any subsequent activities.
◆ The total float time of the critical path may be 正值、零或负值.
◆ There may be multiple critical paths, and the more critical paths, the greater the risk. (The closer the subcritical path is to the critical path, the greater the risk)
◆ Activities on the critical path are called critical path activities.
◆ 关键路径法排出来的进度计划未必可行，关键路径法不考虑资源约束，需要配合资源平衡处理。
◆ The critical path does not consider resource constraints, but considers path constraints.
4.8 Critical chain method
10. **Critical Chain Method (CCM)** is a scheduling method that allows the project team to place buffers on any project schedule path to deal with resource constraints and project uncertainty. This method is based on the critical path method and considers the influence of resource allocation, resource optimization, resource balance and activity duration uncertainty on the critical path. 关键链法引入了缓冲和缓冲管理的概念. In the critical chain method, the statistical method is used to determine the buffer period, which is placed on a specific node of the project progress path as the centralized safety redundancy of each activity to deal with resource constraints and project uncertainties.
The critical chain method adds a duration buffer as a "non-work activity" to deal with uncertainty.
A项目缓冲：buffer placed at the end of the critical chain to ensure that the project is not delayed due to delays in the critical chain.
Other接驳缓冲：buffers, placed at the junction of non-critical and critical chains, are used to protect critical chains from delays in non-critical chains.
The length of each buffer period should be determined according to the uncertainty of the duration of the corresponding activity chain. Once the "buffer activities" have been identified, the planned activities can be scheduled by their latest possible start and latest finish dates.
关键链法不再管理网络路径的总浮动时间，而是重点管理剩余的缓冲持续时间与剩余的活动链持续时间之间的匹配关系。
4.8.1 Parkinson's law of work
Problem: Parkinson's Law jobs automatically balloon to fill up all available time. If there is spare time allocated to a task, people
will slow down and consume all the spare time
to solve: the earliest start rule All activities should be as early as possible, cut off the safe time of each activity, and concentrate on the end of the path Prepare project buffer
4.9 Resource Optimization Technology
★11. Resource optimization technology is a technology to adjust the schedule model according to the supply and demand of resources, including (but not limited to):
① Resource balance : In order to achieve a balance between resource demand and resource supply, start date and end date are adjusted according to resource constraints A technique for adjusting dates. Resource balancing is required when shared or critical resources are only available at certain times, are limited in number, or are over-allocated, such as when a resource is allocated to two or more activities at the same time. Resource balancing can also be done to keep resource usage at an even level. 资源平衡往往导致关键路径改变，通常是延长.
②Resource smoothing : A technique that adjusts the activities in the schedule model so that the resource requirements of the project do not exceed the predetermined resource constraints. With respect to resource balance, 资源平滑不会改变项目关键路径，完工日期也不会延迟. That is to say, 活动只在其自由浮动时间和总浮动时间内延迟。因此，资源平滑技术可能无法实现所有资源的优化.
4.9.1 Resource Balance
4.9.2 Resource smoothing
4.10 Progress Compression Technology
12. Schedule compression technology refers to shortening the schedule duration without reducing the scope of the project to meet schedule constraints, mandatory dates or other schedule objectives. Including:
① Crashing : It is a technique to compress the schedule and duration with the minimum cost increase by increasing resources. Examples include: 批准加班、增加额外资源或支付加急费用，来加快关键路径上的活动. Applies only to activities on the critical path whose duration can be shortened by adding resources. 赶工并非总是切实可行，它可能导致风险和/或成本的增加。
②Fast follow-up : a progress compression technique, 将正常情况下按例如，在大楼的建筑图纸尚未全部完成前就开始建地基. Fast follow-up can result in rework and increased risk. It applies only
when the project duration can be shortened by parallel activities.
4.10.1 Crashing
4.10.2 Fast Follow
4.11 Bar chart (Gantt chart)
Bar chart
1. It can show the duration of the activity
2. It is suitable for reporting to the management
4.11.1 Gantt Chart and Milestones
Milestones: Turn long-term prospects into short-term perspectives, accumulate small victories into big victories, turn black boxes into clear accounts, and cut big limits into small ones
4.11.2 Examples
The rules of the bar diagram are simple. Each activity is represented by a bar. The time scale corresponding to the starting point of the bar is the planned start time of the activity, and the time scale corresponding to the end of the bar is the planned completion time. There is one bar for each activity, from top to bottom Arranged in sequence; it intuitively and vividly expresses when each activity should be carried out, and can also compare the actual progress with the plan to discover and monitor deviations. The team can use the bar chart to prepare the project schedule, understand the progress of the project, and monitor the progress deviation.
4.12 Program Review Technique (PERT) – Three-Point Estimation
In the 1950s, the Polaris submarine project of the US military was first used, also known as the time estimation of three-point estimation technology activities: optimistic time, most likely time, pessimistic time⚫ ✓Activity duration/ ✓Most 会计算：期望值、标准差、完工概率
likely 用到PERT的命题形式：在给出工程的最可能完工时间、最乐观完工时间和最悲观完工时间的基础上，计算工程的估算工期及标准差，或者计算工程在某时间段内完工的概率。
time 期望值te=（to+4*tm+tp）/6
tm, most optimistic time to, most Pessimistic time tp
✓Duration 标准差=（tp-to）/6
✓Complete probability: need 记住3个数字68%，95%，99%，area method to solve the problem
4.13 Analyzing schedule deviations
★14. Analyze schedule deviation
①Analyze whether the work that produces the schedule deviation is a key activity
②Analyze whether the schedule deviation is greater than the total time difference
③Analyze whether the progress deviation is greater than the free time difference
②Adjust the project schedule
15. The adjustment of the project schedule is often a continuous process Repeated process, there are the following methods:
①Key activity adjustment method. ② Non-key activity adjustment method. ③Increase or decrease work item method. ④ resource adjustment method.
4.14 Time-scale network diagram
★The horizontal coordinates of the time-scale network diagram represent the working time, the solid arrows represent the project activities, and the solid arrows 水平投影长度represent the duration of the activity; the dotted arrows can only be drawn vertically 虚箭线because 虚活动the duration of the imaginary activities is ; 零to 波形线indicate the relationship between an activity and its immediate successor 自由浮动时间.
◆ Time-scaled network diagram (time-scaled logic diagram)-contains 时间刻度and represents 活动持续时间horizontal bars, as well as the logical relationship between activities.
◆ Used to optimize the relationship between activities, many activities can appear in the same line of the diagram in sequence. （双代号）
◆ 波浪线代表该活动的自由时差
◆每个活动的总时差=从该活动开始后续所有路径波浪线之和最小的值
5 papers
On the progress management of information system projects - the real question in the second half of 2021
Project progress management is to manage the progress of each stage and the final completion deadline during the project implementation process. Its purpose is to ensure that the project can achieve its overall goals under the premise of meeting the time constraints.
Please discuss with the topic "Schedule Management of Information System Projects":
1. Briefly describe the information system projects you participated in the management process (project background, project scale, initiator, purpose, project content, organizational structure, project cycle, delivery achievements, etc.), and explain the work you undertake in it (the project background requires your own real experience, and plagiarism and fabrication are not allowed).
2. Please combine the information system project you described, discuss your understanding of the progress management of the information system project around the following points, and summarize your experience: (1) (2) 3. Please combine the information
system 项目进度管理的过程;
you 如果在进度管理过程发生进度延迟，请结合实践给出处理办法
described the project, with甘特图编制一份对应的项目进度计划。