Schedule management Flashcards
Schedule management process
Plan schedule management (Planning)
Define activities (Planning)
Sequence activities (Planning)
Estimate activity durations (Planning)
Develop schedule (Planning)
Control schedule ( Monitoring & controlling)
Plan schedule management (Planning) 1st
-提供guidance & direction for project schedule 點管理
-建立policies, procedures, documentation for planning, developing, managing, control the project schedule
Output: Schedule management plan
Plan schedule management (Planning) 1st
Schedule management plan
-用咩Scheduling methodology & Software
-建立schedule baseline
-辨認 Performance measure ,
-有分差點managed
-辨認 schedule change control procedures
Define activities (Planning) 2nd
-辨認同記錄specific action to be performed to produce the project deliverable
-Breakdown activities 然後做個work package ( 叫做Activities)
- Define activities with your team
Output:
Activity list ( project activities)
Activity attributes ( WBS ID, predecessors…. )
Milestones
Sequence activities (Planning) 3rd
-identifying & documenting relationships among
之中 the project activities
-會用network diagram, 同show critical path
Sequence activities (Planning) 3rd
Precedence Diagramming method (PDM) - network diagram
- Finish to start (FS)
- Start to start (SS)
- Finish to finish (FF)
- Start to finish (SF)
Sequence activities (Planning) 3rd
Lead time / Lag time
Lead - 超前, 唔等A 做完就偷步做B
Lags - 延後, 做完A, 等3日先做B, 但project 無delay
Estimate activity durations (Planning) 4th
Estimating the number of work periods needed to complete individual activities with estimated resources
Estimate activity durations (Planning) 4th
Techniques
- One point estimate
準確時間表唔係必須, 可用呢個方法, 但唔準確, D 人會加好多PAD
one estimate per activity - Analogous Estimating (Top-down)
之前有smiliar project,可根據之前去做估算, 但你自己未做過 - Parametric Estimating
Base on historical record,你之前有做過 - Heuristics
Rule of thumb 80/20 rule
80% of quality problems are caused by 20% of the potential
sources of problems - Three point estimate (PERT analysis)
O+M+P/3 or O+4M+O/3 - Reserve analysis
Connected to risk management
Contingency reserve = 已知risk
Management reserves = unseen risk
Develop schedule (Planning) 5th
- You will have final project schedule - etc start & end date duration resources
- Generate schedule model with planned dates
Output:
Project schedule
Schedule baseline
- Network diagram - Showing interdependencies of activities
- Milestone chart - For reporting to management
- Bar chart - Track progress and repot to team
Develop schedule (Planning) 5th
Critical path method
-你有critical path , 就會知project duration
- Longest duration path
-無float
-有多條critical path = high risk
-有負數neg path = schedule is behind than the planned,
Total Float - delayed without delaying the end date
Free float - delayed without delaying the early start date
Develop schedule (Planning) 5th
Schedule compression
-Compress the schedule without changing project scope
Fast tracking : 同時進行D activities
Crashing : cost vs schedule tradeoffs, 加資源
Resource leveling: produce a resource limited schedule 將同事分工得好D, 但對整體無做快到,
Control schedule ( Monitoring & controlling) 6th
- Monitoring the status of project activities to update project progress and manage change to the schedule baseline to achieve the plan
Output:
Update lesson learn register
Work performance information
Change request
Project management plan (update)
Project document (update)
Agile
Metric度量 - quick method using relative size to estimate the user stories
Story points
-A story point is s an arbitrary隨意的 measure typically used by agile teams.
-It is used to measure the effort required to implement a user story.
- tells the team how difficult the story is. The level of difficulty could be related to complexity, the number of unknowns o the effort required.
Sequence activities (Planning) 3rd
Type of dependencies
- Mandatory dependency (hard logic)
- Discretionary dependency ( preferred , 先做A, 再做B)
- External dependency
- Internal dependency
