Agile Project Management : The ideas from Agile software development applied to project management. Agile methods promote a process that encourages development iterations, teamwork, stakeholder involvement, objective metrics and effective controls.
Allocation: assignment of available resources in an economic way.
Change Impact: The effect of a project change on project cost, schedule and resourcing.
Change management is a field of management focused on organizational changes. It aims to ensure that methods and procedures are used for efficient and prompt handling of all changes to controlled IT infrastructure, in order to minimize the number and impact of any related incidents upon service.
Critical chain project management (CCPM) is a method of planning and managing projects that puts more emphasis on the resources required to execute project tasks.
Critical Path: The critical path is the longest sequence of activities in a project plan which must be completed on time for the project to complete on due date.
Critical Path Activity: Any activity on the critical path in a project schedule.
Critical path analysis : The procedure for calculating the critical path and floats in a network diagram.
Critical Path Method: A method used to estimate the minimum project duration and determine the amount of scheduling flexibility on the logical network paths within the schedule model.
Dependency: Link between two activities, or between an activity and a milestone.
Duration: is the number of calendar periods it takes from the time the execution of element starts to the moment it is completed.
Deliverable: Any unique and verifiable product, result, or capability to perform a service that is required to be produced to complete a process, phase, or project.
Earned Schedule: Extension to the theory and practice of earned value management (EVM).
Earned value The value of completed work expressed in terms of the budget assigned to that work. A measure of progress which may be expressed in cost or labour hours.
Estimate to Complete: The estimate of remaining costs, man-hours or quantities to the completion of defined scope.
Float: A term used to describe the flexibility with which an activity may be rescheduled. There are various types of float, such as total float and free float.
Gantt chart: A bar chart of schedule information where activities are listed on the vertical axis, dates are shown on the horizontal axis, and activity durations are shown as horizontal bars placed according to start and finish dates.
Governance: The set of policies, regulations, functions, processes, procedures and responsibilities that define the establishment, management and control of projects, programmes or portfolios.
Kickoff meeting is the first meeting with the project team and the client of the project.
Late Finish: The latest possible date the activity must finish without affecting the target finish date for the project.
Late Start: The latest possible start date for an activity to start without affecting the target finish date for the project.
Linear scheduling method (LSM) is a graphical scheduling method focusing on continuous resource utilization in repetitive activities. It is believed that it originally adopted the idea of Line-Of-Balance method.
Line-of-balance. A scheduling technique for delivery of repetitive products that shows how resource teams move from product to product rather than the detail of individual activities.
Milestone: A significant point or event in a project, program, or portfolio.
PERT: The program (or project) evaluation and review technique, commonly abbreviated PERT, is a statistical tool, used in project management, which was designed to analyze and represent the tasks involved in completing a given project.
Planning in organizations and public policy is both the organizational process of creating and maintaining a plan; and the psychological process of thinking about the activities required to create a desired goal on some scale.
Process is an ongoing collection of activities, with an inputs, outputs and the energy required to transform inputs to outputs.
Project plan: formal, approved document used to guide both project execution and project control.
Project : A temporary endeavor undertaken to create a unique product, service, or result.
Project management : The complete set of tasks, techniques, tools applied during project execution
Project management office: The Project management office in a business or professional enterprise is the department or group that defines and maintains the standards of process, generally related to project management, within the organization. The PMO strives to standardize and introduce economies of repetition in the execution of projects. The PMO is the source of documentation, guidance and metrics on the practice of project management and execution.
Project team is the management team leading the project, and provide services to the project. Projects often bring together a variety number of problems. Stakeholders have important issues with others.
Project Schedule: listing of a project‘s milestones, activities, and deliverables, usually with intended start and finish dates. Those items are often estimated by other information included in the project schedule of resource allocation, budget, task duration, and linkages of dependencies and scheduled events.
Resources are what is required to carry out a project’s tasks. They can be people, equipment, facilities, funding, or anything else capable of definition (usually other than labour) required for the completion of a project activity.
Resource availability: The level of availability of a resource, which may vary over time.
Resource scheduling: A collection of techniques used to calculate the resources required to deliver the work and when they will be required.
Risk management is a management specialism aiming to reduce different risks related to a preselected domain to the level accepted by society. It may refer to numerous types of threats caused by environment, technology, humans, organizations and politics.
Schedule Baseline: The approved version of a schedule model that can be changed only through formal change control procedures and is used as a basis for comparison to actual results.
Schedule Compression: A technique used to shorten the schedule duration without reducing the project scope.
Schedule Management Plan: A component of the project or program management plan that establishes the activities for developing, monitoring, and controlling the project or program.
Schedule Model: A representation of the plan for executing the project’s activities including durations, dependencies and other planning information, used to produce a project schedule along with other scheduling artifacts.
Schedule Model Analysis: A process used to investigate or analyze the output of the schedule model in order to optimize the schedule.
Schedule Performance Index: A measure of schedule efficiency expressed as the ratio of earned value to planned value.
Schedule Variance: A measure of schedule performance expressed as the difference between the earned value and the planned value.
Scope: The work performed to deliver a product, service, or result with the specified features and functions.
Slip chart: A pictorial representation of the predicted completion dates of milestones or activities compared to their planned completion dates.
Stakeholder: Clients or other parties invested in the Project.
Task: Activity that needs to be accomplished within a defined period of time or by a deadline to work towards work-related goals.
Time scheduling: A collection of techniques used to develop and present schedules that show when work will be performed.
Timeline: Way of displaying a list of events in chronological order, sometimes described as a project artifact.
WBS: A hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables.
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