Fifth section Project Schedule management project cost management

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Eighth chapter Project Schedule Management

1. What are the six processes involved in schedule management?

Project Schedule management includes: Activity definition, activity sequencing, activity resource estimation, activity duration estimation, schedule planning, schedule control.


2. What is rolling planning?

Rolling planning: Planning is gradually perfected, the recent work to be done in the WBS (work breakdown structure) at the bottom of the detailed planning, and planning in the long-term to be completed at the higher level of the WBS.


3, what is the control account, planning portfolio?

Control accounts: Top management control points can be located at the WBS work combination level above the selected management point.

Planning mix: The planning mix is the WBS component that controls the account below the WBS, which is more than the work mix.


4, please explain the meaning of FS, FF, SS, SF.

FS (end-to-start relationship): After the pre-order activity ends, the follow-up activity can begin.

FF (end-to-end relationship): After the pre-order activity ends, the follow-up activity can end.

SS (Start-to-start relationship): After the pre-order activity begins, the follow-up activity can begin.

SF (Start-to-end relationship): After the start of the pre-order activity, the follow-up activity can end.


5, the meaning of virtual activities?

In the two-code network diagram, in order to better and more clearly express the relationship between activities, the introduction of an additional, special activity called virtual activity. It does not consume time and is represented in the network diagram with a dashed arrow line.

6. What are the three types of three dependency relationships?

There are three dependencies in determining the sequencing of activities:

Mandatory dependency relationships.

The dependency relationship that can be processed.

External dependencies.

7. Methods, tools and techniques for estimating activity resources? Remember

Expert judgment.

Multi-Scenario analysis.

The estimated data published.

Project management software.

Bottom-up estimates.


8. What are the methods, tools and techniques used to estimate the activity? Remember

Expert judgment.

Analogy estimation.

Three-point estimate.

Parameter estimation.

Backup analysis.

9. When can I use analogy estimation?

Analogy estimates are used when the detailed information on the project is limited.

10. What is the meaning of parameter estimation?

The amount of work to be done multiplied by productivity can be used as a quantitative basis for estimating activity duration.


11, three points estimate formula? Standard deviation calculation formula? What is the probability of a standard deviation with or minus one? Twice times as much? 3 times times as much?

Three-point estimation formula: The mean value of the activity Duration = (TO+4TM+TP)/6.

Standard deviation = (pessimistic estimate-optimistic estimate)/6.

It is important to remember the probability that the duration falls within a specific standard deviation: ±1σ (probability 68.27%), ±2σ (probability 95.45%), ±3σ (probability 99.73%).


12, backup analysis, emergency time = time Reserve = Buffer time?

equals, emergency time = time Reserve = buffer time

13. Which activity's output is the resource calendar? Which activity is entered?

The resource calendar is the output of the activity resource estimate, and is the input of the activity duration estimate.

14. What are the major technologies and tools used in the development of the schedule? Remember

Progress network analysis.

Critical route method.

Progress compression.

Hypothetical scenario analysis.

Key Chain method.

Project management software.

Apply the calendar.

Adjust the time.

Advance with the amount of lag.

Progress model

15, the key route method, if the total time difference is negative, how do you deal with it?

In order for the route total time difference to be zero or positive, it is necessary to adjust the activity duration, logical relationship, time advance and lag, or other progress constraints.

16, progress compression refers to what is the premise of shortening the progress time? What are the 2 kinds of technology? What are the drawbacks?

Progress compression is the time to shorten a project without changing project scope, schedule constraints, imposed dates, or other progress objectives.

Progress compression techniques are: catch-up and quick follow-up two kinds.

The drawback of a rush is that it often increases costs.

The downside of quick follow-up is that it often results in rework.


17. What are the most commonly used techniques in scenario analysis?

A Monte Carlo analysis of the most commonly used techniques in hypothetical scenario analysis.

18. What is the resource decision method? What is the resource allocation backward scheduling method? (in resource balancing)

Resource decision-making: the allocation of scarce resources to activities on key routes can be used to develop a project schedule that responds to these constraints.

Resource Allocation Rewind Progress method: Some projects may have a limited number of single-key project resources, and in this case, resources can be reversed from the end date of the project, which is called the installation of resource allocation backward scheduling method.


19. What is resource constraint schedule? (In the Critical Chain method)

Resource Control Schedule: Based on the given dependencies and constraints to draw the project schedule Network diagram, and then calculate the key route, determine the key route, then consider the amount of resources.

20. What is the output of the progress benchmark? What is the output of the range datum? What is the output of the project benchmark? What is the output of the cost benchmark?

The progress benchmark is the output of the schedule.

The scope datum is the output that creates the work breakdown structure.

The project benchmark is the output of the project management plan.

The cost benchmark is the output of the cost budget.

21. What are the content of progress control? (remember), what does scope control focus on? Compare memories?

Progress control focuses on the following:

Determines the current status of the project's progress.

Influence the factors that cause progress changes to ensure that such measures and the process of managing progress changes.

Make sure the project schedule has changed.

Manage the actual changes as they occur.

Scope control focuses on the following:

Influence factors that lead to scope changes.

Ensure that all requested change installation projects are processed in the overall change control process.

Manage actual changes when a scope change occurs.


22. What methods are usually used to shorten the project duration? Remember

Devote more resources to accelerating the process of activity.

Assign more experienced people to complete or help with project work.

Reduce the scope of activities or reduce the activity requirements after obtaining the consent of party A.

Improve productivity through improved methods or techniques.


23, the main technology and tools of project schedule control? Remember

Progress report.

Schedule change control system.

Performance measurement.

Project management software.

Deviation analysis.

Progress comparison Gantt Chart.

Resource balance.

Hypothetical conditional scenario analysis.

Progress compression.

Tools for making progress.


The Nineth chapter project cost Management

1. What are the processes involved in project cost management?

Develop a cost management plan.

Cost estimates.

Cost budget.

Cost control.


2. What are the reasons for the project cost out of control? (remember 4 small headings)

Inadequate understanding of engineering projects.

The organizational system is not sound.

Methodological issues.

Technical constraints.


3. What are the four types of cost? and definition?

The type of cost is divided into: variable cost, fixed cost, direct cost, indirect cost.

Variable cost: The cost is variable as the amount of production, effort, or time is changed.

Fixed costs: Non-recurring costs that do not change with production, workload, or time are fixed costs.

Direct costs: Direct costs that can be attributed to project work are direct.

Indirect costs: Project costs, which are apportioned from the general Management expense account or project cost shared by several projects, form the indirect cost of the project.


4. What is the definition of management reserve?

is a single-column plan to come out of the cost in case of future unforeseen events that occur when used.


5, the main steps of project cost estimation? Remember

Identify and analyze the constituent accounts of costs.

The cost of each account is estimated to be large based on the identified project cost constituent account.

Analyze the cost estimation results, find out the cost that can replace each other, and coordinate the proportional relationship between the cost.


6. Tools and techniques for estimating costs? Remember

Analog negative.

Determine the resource rate.

Top-down estimates.

Parameter estimation.

Project management software.

Supplier bidding analysis.

Reserve analysis.

Quality costs.

7, the use of the analogy estimate of the premise?

This approach is often used to estimate project costs when there is little knowledge of the details of the project, such as the initial phase of the project.


8, what is known unknown?? What is unknown and unknown? (in the reserve analysis)

Expected to occur, but an indeterminate event becomes known to be unknown. Use of emergency Reserve fund.

Do not know whether it will happen, nor determine when the event occurs, become unknown unknown. Use the management reserve.


9, the main steps of project cost budget? Remember

Allocate the total project cost to individual work packages for the project work breakdown structure.

Reassign the cost of each work package to the activities contained in the work package.

Determine the time plan and project cost budget plan for each cost budget expenditure.

10. What are the tools and techniques for project cost budgeting? Remember

Cost summary.

Reserve analysis.

Parameter estimation.

Balance of capital constraints.

11, the parameters of the use of the estimated conditions?

The elapsed information used to build the model is accurate.

The parameters used in the model are easily quantified.

Models are extensible and are applicable for large projects and small projects.

12, the main content of cost control? (9)

Exert influence on the factors that cause the change of cost benchmark;

Ensure that the change request is approved.

Manage these actual changes when a change occurs.

To ensure that the potential cost overruns do not exceed the authorized stage funds and overall funds;

Supervise cost execution (performance) to identify deviations from the cost benchmark;

Accurately record all deviations from the cost benchmark;

Guidelines for erroneous, non-exact or unapproved changes are included in the cost or Resource usage report;

Notify project stakeholders of changes to the validation;

Take measures to control the anticipated cost overruns within an acceptable range.


13, cost control tools and technology? Remember

Cost change control system.

Performance measurement analysis.

Predictive technology.

Project Performance Review.

Project management software.

Deviation management.

14, PV, EV, AC, CV, SV, CPI, SPI, BAC, ETC, what does the EAC mean?

PV (Planned value) plan value: is the budgeted cost of completing a planned acquisition or WBS component work before a predetermined point in time.

EV (earned value) earned value: is the budgeted cost of actual completed wages to the given time period.

AC (Actual cost) Actual costs: is the actual cost of actual work done during the given time period.

CV (cost Variance) costs deviation: Cv=ev-ac

Cv>0: The actual cost is within the budget.

Cv<0: Actual cost exceeds budget.

Cv=0: The actual cost is in line with the budget.

SV (Schedule Variance) cost deviation: SV=EV-PV

Sv>0: Project progress is completed ahead of schedule.

SV<0: Project schedule lag.

Sv=0: Project progress is in line with the project plan.

CPI Cost performance Index: CPI=EV/AC

Cpi>1: Actual cost is lower than budgeted.

Cpi<1: Actual cost exceeds budget.

Cpi=1: The actual cost is in line with the budget.

SPI Progress Performance Index: SPI=EV/PV

Spi>1: Project progress ahead.

SPI<1: Project schedule lag.

Spi=1: Project progress is in line with plan.

BAC completed budget

ETC to be completed budget

BAC completion Estimate


15, please explain the typical deviation, the meaning of the non-typical deviation?

Typical deviations are: if the current deviation is seen as a typical deviation of the course representing future deviations:

Etc= (Bac-ev)/cpi

The atypical deviations are: if the current deviations are considered atypical deviations, and the project team expects that similar deviations will not occur in the future.

Etc= (Bac-ev)


16, the completion still need to estimate Etc=bac-ev, how to understand?

BAC is the completion estimate, Ev is earned value. In the case of atypical deviations, the completion estimate is equal to the completion estimation minus the current cumulative earned value.


17, please do 2014 of the first half of the high afternoon exam questions two, and understand. "See 2014 reference answer" "Turn"

An information system integration project has a, B, C, D, E, F, G a total of 7 activities. The order relationship for each activity, the schedule progress, and the cost budget, capital letters are the activity names, and the first number in parentheses behind them is the number of weeks that the activity plan progresses, and the second number is the cost budget for the activity, which is the Million dollar unit. The project funds were invested three times, and were invested in the 1th Zhou Yan, 10th Zhou Yan and 15th weeks respectively.

During the first 9 weeks of the project, the 3rd Postmenstrual was suspended for 1 weeks due to a temporary activity by the company. In order to catch up, 4 developers are temporarily drawn from other project groups to this project team. At the 9th weekend, information on activities A, B and C is as follows, and no other activities have been carried out.

Activity A: Actual time 8 weeks, the actual cost of 1 million yuan, has been completed 100%;

Activity B: Actual time 4 weeks, the actual cost of 550,000 yuan, has been completed 100%;

Activity C: Actual time 5 weeks, the actual cost of 350,000 yuan, has been completed 100%.

Starting from week 10th, 4 developers were drawn out of the project, so that the project went through the 14th weekend as follows, where the difficulty of activity F was underestimated, resulting in deviations in schedule and cost.

Activity D: Actual time 2 weeks, the actual cost of 300,000 yuan, has been completed 100%; Activity E: Actual time 0 weeks, the actual cost of 0 yuan, has been completed 0%; activity f: Actual time 3 weeks, the actual cost of 400,000 yuan, completed 20%; activity G: Actual time 0 weeks, actual cost 0 yuan, completed 0%. Plan progress and cost budget as shown.

"Question 1" (10 points)

Under the premise of not affecting the overall project duration, the formulation of capital investment plan that can make the capital cost optimization, please calculate the amount of funds to be invested in three capital investment points and write out the sequence of execution of each project activity under this input plan.

"Question 2" (5 points)

Please calculate the cost deviation (CV) and schedule deviation (SV) for the project to the 9th weekend and analyze the progress of the project.

"Question 3" (5 points)

Please calculate the cost deviation (CV) and schedule deviation (SV) for the project at the beginning of the 15th week and analyze the progress of the project.

"Question 4" (5 points)

What is the best way to calculate the cost of completion (ETC) and the estimated cost of completion (EAC) in project 15th postmenstrual? Write the calculation formula.

Reference Answer:

"Question 1"

A: At the beginning of the first week, the investment is: 90+50+30=170 million yuan.

Execution order: The 1th to 4th week executes B activity, 1th to 6th week executes a activity, 第5-9 week executes C activity. At the beginning of the tenth week, the funds are: 30+20+60x (3/9) +40x (2/3) = 967,000 yuan.

Execution order: the 10th to 11th week executes the D activity, the 10th to 12th week executes the e activity, 第12-14 Week executes F activity, 第13-14 week executes G activity.

At the beginning of the 15th week, the funds were invested: 60x (6/9) +40x (1/3) = 533,000 yuan. Execution sequence: The 15th to 20th week continues the F activity, and the 15th week continues the G activity.

"Question 2"

Answer: cv=ev-ac= (90+50+30)-(100+55+35) =170-190=-20 million.

sv=ev-pv= (90+50+30)-(90+50+30) =170-170=0.

At the end of the 9th weekend, the actual schedule coincided with the plan, but the cost was over $200,000.

"Question 3"

A: According to the illustration, the 15th Zhou Yan (14 weekend) pv:pv=90+50+30+30+20+60x (3/9) +40x (2/3) = 2.6667 million Yuan. ev=90+50+30+30+60x20%=212 million Yuan. ac=100+55+35+30+40=260 million Yuan.

cv=ev-ac=212-260=-48 million Yuan. sv=ev-pv=212-266.67=-54.67 million Yuan.

At the 15th Zhou Yan (14 weekend), the actual progress was lagging behind the planned schedule and cost overruns of $480,000.

"Question 4"

A: Because the cause of the deviation has not been found or found, it is difficult to solve, so it is advisable to use the formula of typical deviations to calculate:

Etc= (Bac-ev)/cpi;

Eac= (AC+ETC); bac=90+50+30+30+20+60+40=320 million; ev=90+50+30+30+60x20%=212 million; ac=100+55+35+30+40=260 million;

Etc= (Bac-ev)/cpi= (320-212)/(212/260) = 1.3171 million Yuan;

Eac= (ac+etc) =260+131.71=391 million yuan.


Fifth section Project Schedule management project cost management

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