【课程介绍】
项目的重要特征之一就是“临时性”，在确定的时间段内，交付预期的成果，是所有相关方都期待看到的。项目管理团队，既要关注为客户提供预期时间的产品交付，也要关注供应商能够按照合同条款落实物资供应，这些都是项目进度管理的重要内容。
项目执行团队需要根据计划来开展工作，但是变更因素会导致进度无法按照预期实现。所以，有效和高质量的规划，会为进度管理提供很大帮助。在预测型项目中，由于交付是确定的，所以对进度管理就要求更严格。敏捷项目的进度管控通过迭代燃尽图进行跟踪，也体现了对进度控制的重要性。
本课程将重点介绍预测型项目的进度管控机制，并适度探讨适应性（敏捷）项目在进度管理方面的原理。以便帮助项目管理团队更好的管控项目进度。
【受众群体】项目经理、进度负责人、项目管理团队、供应商、施工甲乙方，敏捷项目经理、产品负责人等。
【课程时长】2天（6小时/天）
【课程内容】
一、从WBS开始定义活动
1、范围基准：工作包的确定
2、分解工作包：获取活动
3、敏捷项目：从故事到任务的分解
4、活动、任务的衡量单位
二、项目进度管理的目的
哪些人关注进度
哪些工作需要进度
谁是进度管控的直接相关方
编制进度管理计划（方法与策略）
1、创建项目进度模型的雏形
1）排列活动顺序
紧前关系绘图法
提前量与滞后量
确定依赖关系
2）估算活动持续时间：常见估算技术
3）为活动分配资源：如何分配资源技术
4）确定进度网络图的基本要求
甘特图
里程碑视图
进度网络图
项目进度软件应用
5）敏捷任务板
2、进度模型的应用实践
1）关键路经法（融合对关键链的探讨）
浮动/时差时间的概念
活动类型的考虑
单个活动的属性分析
2）滚动式规划原则
基于工作包的分解行为
基于规划包的滚动式原则
3）资源优化技术
4）进度压缩技术
5）进度基准应用
6）敏捷发布计划
产品愿景与路线图
发布与迭代计划
每日任务执行
3、进度应用与绩效考核
1）进度变更控制
2）进度预测管理
3）基于挣值分析绩效法则
4）敏捷燃尽图应用原理
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