With the development of modern information technology,software has made increasingly significant contributions to various industries.In2022,the pace of Digital transformation will accelerate.Not only Internet companies,but also more and more enterprises are trying to improve the online speed and iterative ability to more effectively realize business operations.However,there are many problems in project progress management.Therefore,it is crucial to optimize software project progress management according to the characteristics of the company and the project.L Company is a real estate agency service company with its own information technology team.Taking L Company’s S software project as the background,this article summarizes and analyzes the current status of project schedule management in the company.It is found that various problems in project management can affect project progress,such as the lack of project manager roles in the organization,potential conflicts between team members’ dual leadership,and issues with project schedule planning Issues related to project requirements,project communication and coordination,department management,and system architecture.To address these issues,we will conduct improvement research on the company’s S project.On the one hand,we will use the Scrum method,work breakdown structure,project activity sequencing,critical path optimization,and plan review technology to optimize the project schedule.On the other hand,we will improve the scope of requirements,communication and coordination,research and development process,daily management,tool and system architecture,and team building to provide support for the project.Through the above progress management improvements,a targeted progress management plan has been formed,which has greatly improved progress execution efficiency and project delivery quality,making the company’s project management more standardized.Provide reference and inspiration for the implementation of other projects and even similar industry projects in the future. |