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An element of work performed during the course of a project. An activity normally has an
expected duration, an expected cost, and expected resource requirements. Activities can
be divided into tasks
Baseline
The original plan plus or minus approved changes.
Change Control Board (CCB)
A formally constituted group of stakeholders responsible for approving or rejecting
changes to the project baselines.
Code of Accounts
Any numbering system used to uniquely identify each element of the work breakdown
structure.
Deliverable
Any measurable, tangible, verifiable outcome, result, or item that must be produced to
complete a project or subproject.
Delphi Technique
A forecasting technique used to gather information about future events on a project. It
relies on gathering expert opinions
Fast Tracking
Compressing the project schedule by overlapping activities that would normally be done
in sequence. Also used to imply overlapping of normally sequential phases in a project
life cycle.
Management By Objectives (MBO)
A system of managerial leadership that defines individual managerial responsibilities in
terms of corporate objectives.
Operation
Work that is ongoing and repetitive.
Program
A group of related projects managed in a coordinated way. Programs usually include an
element of ongoing activity.
Project
A temporary endeavor undertaken to create a unique product or service.
Project Charter
A formal document issued by senior management which explains the purpose of the
project including the business needs the project and the resulting product. It provides the
project manager with the authority to apply organizational resources to project activities.
Project Life Cycle
A collection of generally sequential project phases whose name and no. are determined
by the control needs of the organization(s) involved in the project.
Project Notebook
A detailed project plan. The notebook is updated throughout the life of the project.
Project Phase
A collection of logically related project activities, usually culminating in the completion
of a major deliverable.
Project Plan
A formal, approved document used to guide both project execution and project control.
The primary uses of the project plan are to document planning assumptions and
decisions, to facilitate communication among stakeholders, and to document approved
scope, cost, and schedule baselines. A project plan may be summary or detail.
Project Management
The application of knowledge, skills, tools, and techniques to project activities in order to
meet or exceed stakeholder needs and expectations from a project.
Responsibility Assignment Matrix (RAM)
A structure which relates the project organization structure to the WBS to help ensure that
each element of the project's scope of work is assigned to a responsible individual.
Plan
Scope change will be integrated into the project. Includes an assessment of how likely
and frequently the project scope may change and a description of how scope changes will
be identified and classified.
Stakeholder
Individuals and organizations who are involved in or may be affected by project
activities.
Statement of Work (SOW)
A narrative description of products or services to be supplied under contract.
Work Authorization
Process of sanctioning all project work.
Work Authorization/Release
In cases where work is to be performed in segments due to technical or funding
limitations, work authorization / release authorizes specified work to be performed during
a specified period.
Work Package
A deliverable at the lowest level of the work breakdown structure. A work package may
be divided into activities.
Methods include: project planning methodology, stakeholder skills and knowledge, and a
project management information system (PMIS).
Uses the output of the other planning processes to create a consistent, coherent document
that can be used to guide both project execution and project control.
Input includes: the project plan, supporting detail, organizational policies, and corrective
action.
Methods include: general management skills, product skills and knowledge, work
authorization system, status review meetings, PMIS, and organizational procedures.
Is the primary process for executing the project plan. The vast majority of the project's
budget will be expended in performing this process.
Output includes: project plan updates, corrective action, and lessons learned.
Influencing the factors which create changes to ensure that changes are beneficial.
Ensuring that changes to the product scope are reflected in the project scope.
Coordinating changes across knowledge areas (change often affects cost, risk,
quality, staffing, scope, time, etc.)
Varies based on the industry, organization, and / or application area. Generally speaking,
project life cycles define:
o
The technical work to be done in each phase
o
Cost and staffing levels are low at the start; higher towards the end of
implementation, and drop rapidly as the project nears conclusion.
(see PMBOK'1996, page 12, Figure 2-1)
The probability of successfully completing the project is lowest at the start of the
project. Hence, risk and uncertainty are highest at the start of the project.
The ability of the stakeholders to influence the final characteristics of the project
product is highest at the start of the project and becomes progressively lower as the
project continues. This can largely be contributed to the increased cost of changes and
error correction as the project develops.
Concept: Someone has identified a need that must be met. The definition of the
problem to be solved may be fuzzy. Feasibility studies may be done during this phase to
clarify the problem before preceding. Order of magnitude costs may be obtained. Other
items that may be identified at this phase include stakeholders, risk, goals and objectives,
strategy, potential team, and alternatives. The output of this phase is the project charter
which grants permission for the project to proceed to the next phase.
o
Feasibility Phases
The feasibility phases are the concept and development phases of a generic project life
cycle. Generally speaking, these phases count for approximately 25% of the project time.
While the feasibility phases are critical to project success, they are also the most often
neglected. These phases are often compromised by implementation pressure.
The principle issues during these phases are cost, time, quality, and risk.
Acquisition Phases
The acquisition phases are the implementation and termination phases of a generic
project life cycle. Generally speaking, these phases count for approximately 75% of the
project time.
Project Plan
Project Charter
WBS
Produce end item with available resources, within time, cost and performance constraints.
Negotiate with functional managers to accomplish necessary work within time, cost, and
quality goals.
Resolve conflicts.