How to adjust the schedule of the software project when the schedule deviates?

Formulate and implement adjustments and remedial measures in a timely manner. The purpose of the adjustment is to make necessary amendments to the project plan according to the actual progress to make it conform to the actual situation of the changes, so as to ensure the smooth realization of the project objectives. Due to the lack of consideration in the initial preparation of the project plan, or when some additional work needs to be added for other reasons, it is necessary to readjust the network logic in the project plan and calculate the adjusted time parameters, key lines and duration.

In the case of falling behind, there are several measures to make up for it, such as adding people, working overtime, adding incentives, etc., which are all ways to increase resources without necessarily achieving results. According to the Brooks Principle, adding staff in the event of a delay in the progress of a certain project has the potential to delay the progress of the project even further. Because for new employees joining the project, training in the context, requirements, and design of the project, familiarity with the project environment, and increased communication paths between project team members can make the project work exponentially**.

And the fatigue caused by overtime will again reduce productivity. Increasing incentives will lead to rising work costs. These measures are not completely undesirable, but it is up to the project manager to consider the principle of moderation.

It is best to fully analyze the reasons for the delay in the project schedule, and if it is indeed an unreasonable project delivery time limit, it should be changed to a reasonable project time limit through communication, so as to avoid such an unreasonable time limit from causing a negative impact on the software quality or the psychology of team members, and ultimately leading to the eventual failure of the project. Otherwise, the cause should be found in terms of technology, team member mentality, environment, etc., and ways to improve efficiency and speed up progress.

The first is to track the progress of the project, and the second is to develop a preventive measure for the project. One is prevention, and the other is reparation, that is, the principle of grasping with both hands. If you want to really do it, I think you still need to find a training course for internal training in the enterprise and recommend a good one to you, Xisai Education.

Answer] :d The test point involved in this question is the systematic process of adjusting the progress of construction projects. The systematic process of construction project progress inspection and slag consolidation:

Schedule deviation Analyze the reasons for the deviation Analyze the impact of the deviation on the post-defeat work and the total construction period Determine the constraints of the construction period and follow-up work Take measures to adjust the schedule Take corresponding organizational, economic and technical measures to implement the adjusted schedule Return to the progress monitoring system.

Progress management is one of the nine knowledge areas of modern project management, and the progress of a project can be evaluated from two perspectives according to the American PMBOK theory: 1. Whether the cost is overspent or underspent; 2. Whether the progress is delayed in advance.

Both of these values can be represented by "earned values". The earned value is described below

a) There are three basic parameters of the winning value method:

1.Budgeted Cost for Work Performed BCWP (Budgeted Cost for Work Performed) Budgeted Cost for Completed Work BCWP refers to the total amount of funds required for the work (or part of the work) that has been completed at a certain time, based on the approved budget. Budgeted cost of completed work = Completed workload × Budgeted unit price.

2.BCWS (Budgeted Cost for Work Scheduled) Budgeted cost for work Scheduled, referred to as BCWS, is the total amount of funds required to complete the work that should be completed at a certain time according to the schedule, based on the budget, generally speaking, unless there is a change in the contract, BCWS should remain unchanged during the implementation of the project. Planned work budget = Planned workload × Budgeted unit price.

3.ACWP (Actual Cost for Work Performed) The total amount of work actually spent up to a certain point in time. Actual cost of completed work = Completed work × Actual unit price.

2) Four evaluation indicators of the winning value method:

1.Cost variance CV (Cost variance) Cost variance = Budgeted cost of completed work - Actual cost of completed work When the cost deviation is negative, it means that the project operation exceeds the budgeted cost; Otherwise, it means that the actual cost does not exceed the budgeted cost. 2.

Schedule Variance sv(Schedule variance) Schedule Variance = Budget Cost of Completed Work - Budget Cost of Planned Work When the schedule deviation is negative, it means that the schedule is delayed, that is, the actual progress is behind the planned schedule; When the schedule deviation is positive, it means that the schedule is ahead of schedule, that is, the actual progress is faster than the planned schedule.

If software project schedule management is managed in terms of earned value, the difficulty lies in the development of the planned workload.

Clear and agreed project objectives. Ensure that every piece of work in the project contributes to the achievement of this goal. Granular task breakdown.

The main point is that each subtask should not exceed one week, and the subtask goal, time point, and deliverables should be clear. Standardize and streamline as much as possible. Form a variety of document templates to sort out various problems encountered in the project process, share more, and summarize more.

After standardization, it can reduce a lot of pressure and work. Clarify everyone's job functions and tasks, and let everyone participate in the discussion before making a project plan, divide the main workload, everyone clearly knows their work tasks and time, and confirm the progress of the previous day. If there are many people, write a work log every day, summarize the work every week, communicate in a timely manner to find problems, and confirm the progress.

DayClar can organize team work lists according to project, department, time and other dimensions through Kanban, sort out team tasks, create team work plans, and make team work visual. The tasks built on the Kanban board will be implemented by the people, and these tasks will be automatically broken down into the personal schedules of the relevant members of the team, so that the personal schedule and the team's work schedule can be connected and followed up in real time. In this way, the team has a plan, feedback, summary, and adjustment, and a complete "Deming Ring" is formed based on this, which ensures the efficiency and quality of the team.