Project schedule management, project cost management operations

First, project progress management operations:

1. Methods, techniques and tools for estimating activity resources;

Expert judgment, Multi-Program analysis, published estimates, project management software, bottom-up estimation, top-down estimation

2. Methods, techniques and tools for estimating the activity duration;

Expert judgment, analogy estimation, parameter estimation, three-point estimation, backup analysis method

3. The methods, techniques and tools for making progress plans;

Progress network analysis, key route method, schedule compression, hypothetical scenario analysis, resource balance, key chain method, project management software, application calendar, adjustment time advance and lag quantity, schedule model

4, the project progress control methods, techniques and tools;

Progress report, schedule change control system, performance measurement, project management software, deviation analysis, progress Comparison Gantt chart, resource balance, hypothetical scenario analysis, progress compression, schedule development tools

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

Invest more resources to speed up the activity process, assign more experienced people to complete or help with project work, reduce the scope of activities or reduce activity requirements, improve productivity through improved methodologies or techniques

6. What are the technology of progress compression?

Make progress and follow up quickly

7, progress control of what content (4)

Determine the current state of the project's progress, influence factors that cause progress changes, and ensure that the change moves in a favourable direction, determines that the project schedule has changed, and manages the actual changes as the changes occur.

8. What are the processes involved in schedule management?

Activity definition, activity sequencing, activity resource estimation, activity duration estimation, development schedule, schedule control

Second, the project cost management operations:

1. What are the four processes of cost management?

Develop project cost management plan, project cost estimate, project cost budget, project cost control

2. What are the four reasons for the cost out of control?

Lack of understanding of engineering projects, imperfect organizational system, methodological problems and technical constraints

3. What is known about the unknown? What is unknown and unknown?

Known unknown, expected but indeterminate. Contingency reserve is an estimated cost that is freely used by the project manager to handle expected but uncertain events. These events are known as unknown events and are part of the project scope and cost baseline.

Unknown unknown, unplanned but likely to occur. The management reserve is a budget that is reserved to address unplanned but potentially required project scope and changes. The management reserve is not part of the project cost baseline, but is included within the project budget. Because they are not allocated as budget, they are not part of the earned value calculation.

4. Three steps for cost estimation?

Identify and analyze the constituent accounts of the cost, estimate the cost of each account according to the identified project cost components, analyze the cost estimates, identify the various costs that can be substituted, and coordinate the proportional relationships between the various costs

5. Tools and techniques for estimating costs;

Analogy estimation, resource rate determination, bottom-up estimation, parameter estimation, project management software, supplier bidding analysis, reserve analysis, quality cost

6, the cost of 3 steps of the budget;

Distribute the total project cost to individual work packages for the project work breakdown structure, reallocate the cost of each work package to the activities included in the work package, determine the time plan for each cost budget expenditure, and the project cost budget plan

7. Cost budgeting tools and techniques

Cost summary, reserve analysis, parameter estimation, capital restriction balance

8, the CPI is less than 1,spi less than 1 o'clock, what measures should the project manager take?

CPI is less than 1, indicating that the actual cost exceeds the budget, there is a cost out of control, the main reasons are the following points

Insufficient knowledge of the project;

The organization system is not perfect;

methodological problems;

The constraints of technology

An SPI of less than 1 indicates that the actual progress is lagging behind the planned step.

When the actual progress of the project lags behind the planned progress, the problem is first identified. Analyze the root cause of the problem and find a proper solution. You can usually shorten the duration of an activity by using some of the following methods

(1) Invest more resources to speed up the process of activities

(2) Assigning more experienced people to complete or assist in the completion of project work

(3) Reduce the range of activities or reduce the activity requirements

(4) Improve production efficiency through improved methods or techniques

Project schedule management, project cost management operations