Project schedule management

 

Overview of schedule management

The project schedule management refers to the project implementation process, the degree of progress of each stage and the project final completion period of the management, is within the specified time, the formulation of a reasonable and economical schedule (including multi-level management of the sub-plan), in the process of implementing the plan, often to check whether the actual progress is carried out in accordance with the requirements of the plan, if there is a deviation, to find out the cause in time, take the necessary remedial measures, or adjust and modify the original plan, until the completion of the project.

the purpose of project schedule management is to ensure that the project achieves its overall objectives while meeting its time constraints. this article explains the process of the project progression process one by one.

 

project schedule management consists of 7 processes:

(1) planning schedule management (planning group): plan about the schedule plan.

(2) define activities (planning groups): identify and record project activities.

(3) arrange the order of activities (planning groups): what to do first and what to do later.

(4) estimation of activity resources (planning group): the type and quantity of materials, personnel, equipment, supplies.

(5) estimated activity duration (planning group): duration estimate for a single activity.

(6) develop a schedule (planning group): a truly detailed schedule.

(7) control progress (monitoring group): monitor progress and correction.

the following are the inputs, tools, techniques, and outputs corresponding to the 7 processes of project schedule management:

 

project schedule is often the core and basis of the preparation of project management plan, in general, project cost management plan, human resource management plan, etc., are based on the project schedule plan for preparation. each process of schedule management is described separately below.

Planning schedule management

the development of the project schedule is a complex process, whether the project schedule is feasible or not, has a great impact on the success or failure of the project, so it is necessary to make a reasonable plan for this process in order to prepare a practical and usable project schedule.

 

planning schedule management is the process of formulating policies, procedures, and forming a documented project schedule management plan for the implementation of project schedule management. its role is to provide guidance and direction on how to manage, execute and control the progress of the project throughout the project process.

 

ITO DETAILS FOR PLANNING SCHEDULE MANAGEMENT:



(1) project schedule management plan: is an integral part of the project management plan, establishing guidelines and clear activities for the preparation, supervision and control of project progress. it can be formal or informal, very detailed or highly generalized. this should include appropriate control thresholds.

 

the schedule management plan is essentially the "plan for preparing the schedule plan", and in the actual project, it is generally general and outlined, as a guide for the preparation of the schedule plan, and it can provide direction for it.

Develop a schedule

developing a workable project schedule is often an iterative process that uses a schedule model to determine the planned start and planned finish dates for individual project activities and milestones based on accurate input information. project schedules are used as a baseline to track project progress when approved.

 

scheduling is the process of analyzing the sequence of activities, duration, resource requirements, and schedule constraints, and creating a project schedule model (a iterative process). the approved final schedule will be used as a baseline for the process of controlling progress.

 

1. the process of formulating a project plan is called "project planning", and the steps of formulating a project plan are:

(1) project description

(2) project decomposition and activity definition

(3) job description

(4) project organization and work responsibility allocation

(5) job sorting

(6) calculate the workload

(7) estimated duration of work

(8) draw a network diagram

(9) schedule

 

2. ITO TO DEVELOP THE PROJECT SCHEDULE:



(1) progress network analysis: use the form of network diagram to analyze, such as gantt chart, milestone chart, progress network map, etc.

(2) critical path method: the total duration of the project is determined by determining the critical path.

(3) critical chain method: consider the impact of uncertainties on the basis of the critical path method.

(4) resource optimization technology: the technology to adjust the progress model according to the supply and demand of resources.

(5) schedule compression: the method of compressing the duration.

(6) schedule benchmark: that is, the approved schedule.

(7) project schedule: the output of the schedule model.

(8) schedule data: resource requirements and alternative schedules, schedule contingency reserves, etc.

(9) project calendar: working days and work shifts.

 

3. THE CRITICAL PATH METHOD (CPM) IS TO CALCULATE THE EARLIEST OR LATEST START AND END TIME OF EACH ACTIVITY WITH THE HELP OF THE NETWORK MAP AND THE TIME REQUIRED FOR EACH ACTIVITY (ESTIMATED VALUE). THE KEY IS TO CALCULATE THE TOTAL TIME DIFFERENCE.

total floating transfer orders (total time difference) = latest time to complete of this activity – earliest time to complete this activity or latest start time of this activity – earliest start time of this activity

free float time (free time difference) = min (earliest start of immediately followed activity) - the earliest time to complete this activity

a key activity is an activity that has an equal start time and a late start time, and the path where the key activities are connected is the critical path. under normal circumstances, the total float time for critical activities is zero.

the critical path is the sequence of activities that last the longest in a project and determines the minimum duration of a project that is possible. the network map is constantly changing, and so is the critical path.

 

4. CRITICAL CHAIN METHOD (CCM): BASED ON THE CRITICAL PATH METHOD, THE PROJECT TEAM IS ALLOWED TO SET BUFFERS ON ANY PROJECT PROGRESS PATH TO COPE WITH RESOURCE CONSTRAINTS AND PROJECT UNCERTAINTY.

the buffer set at the end of the critical chain is called the project buffer, which is used to ensure that the project is not delayed by the delay of the critical chain.

the buffer set at the junction of the non-critical chain and the critical chain is called the connection buffer.

 

5. resource optimization technology is a technology that adjusts the progress model according to the supply and demand of resources. include:

(1) resource balance: adjust the start date and end date according to the resource constraints. resource balancing is required if critical or shared resources are only available at a given time, are limited in number, or are over-allocated. you can also balance resources to keep resource usage at a balanced level. (optimizes resources, but may change the critical path, usually extended)

(2) resource smoothing: a technique that adjusts the activities in the schedule model so that the project resource requirements do not exceed the predetermined resource limits. activities are only delayed during their free float time and total float time, so optimization of all resources cannot be achieved. (does not change the critical path, many times make resources can not be optimized, in essence is not a complete balance of resources)

 

6. schedule compression technology refers to shortening the schedule period without reducing the scope of the project to meet schedule constraints, mandatory dates or other schedule goals. the following methods are included (also used for progress control):

(1) rush: shorten the duration of key activities by increasing resources. such as overtime, payment of expedited costs, additional resources

(2) fast follow-up: parallel construction to shorten the length of the critical path.

(3) use highly qualified resources or more experienced personnel

(4) reduce the scope of activities or reduce the requirements of activities (party a agrees)

(5) improve methods or technologies to improve production efficiency

(6) strengthen quality management and reduce rework

 

7. the schedule benchmark is an approved project schedule that can only be changed through a formal change control procedure and used as a basis for comparison with actual results.

 

8. the project schedule is the output of the progress model, the available list, and the graphs that can also be used: gantt chart (gantt chart) [general progress plan], milestone chart [milestone schedule], project progress network diagram (logical gantt chart) [detailed schedule]. another form of gantt chart is the tracking gantt chart, which compares the actual progress of an activity with the original plan to visualize deviations. another form of project progress network diagram is the "time-scale network diagram" (instant marker logic diagram, divided into leading diagram method and arrow line diagram method, as already mentioned above)

 

project schedule is the main basis for guiding and controlling project progress, but in actual project management, schedule management is often the most difficult process to manage. therefore, as work progresses, the project schedule model needs to be revised and maintained to ensure that the schedule remains realistic throughout the project.