| A | B |
|---|
| 10 Steps To Project Management | How many steps are there to Project Management? |
| Define The Work | What is step 1 in Project Management? |
| Build The Workplan | What is step 2 in Project Management? |
| Manage The Workplan | What is step 3 in Project Management? |
| Manage Issues | What is step 4 in Project Management? |
| Manage Scope | What is step 5 in Project Management? |
| Manage Communications | What is step 6 in Project Management? |
| Manage Risk | What is step 7 in Project Management? |
| Manage Documents | What is step 8 in Project Management? |
| Manage Quality | What is step 9 in Project Management? |
| Manage Metrics | What is step 10 in Project Management? |
| Project Definition | Work is properly understood and agreed to. |
| Project Workplan | A vital tool to ensure that the project team knows what they need to do. |
| Network Diagram | Displays the logical relationships between project activities. |
| Constraints | Applicable restrictions that will affect the scope of the project |
| Critical Path | Series of consecutive activities that represent the longest path through the project. |
| Customer | Any person who defines needs or wants, justifies or pays for part or the entire project, or evaluates or uses the results. |
| Deliverable | A report or product that must be completed and delivered to ensure satisfaction of contractual requirements. |
| Dependencies | Relationships between products or tasks. For example, one product may be made up of several other ‘dependent’ products or a task may not begin until a ‘dependent’ task is complete. |
| External Constraint | A constraint from outside the project network. |
| Gantt Chart | A time-phased graphic display of activity durations. |
| Impact | The assessment of the adverse effects of an occurring risk. |
| Impact Analysis | Assessing the pros and cons of pursuing a particular course of action. |
| Imposed Finish | A finished date imposed on an activity by external constraints. |
| Milestone Schedule | A schedule that identifies the major milestones. |
| Mission Statement | Brief summary, approximately one or two sentences, that sums up the background, purposes and benefits of the project. |
| Parallel Activities | Parallel activities are two or more activities than can be done at the same time. This allows a project to be completed faster than if the activities were arranged serially in a straight line. |
| Path | A path is a series of connected activities. |
| Planning | The process of identifying the means, resources and actions necessary to accomplish an objective. |
| Probability | Likelihood of a risk occurring. |
| Project Definition Phase | Project management’s second phase including a feasibility study, full definition and funding approval. |
| Project Identification Phase | Project management’s first phase. Here, all high-level change proposals from available strategies and initiatives are considered and their objectives and directions translated into achievable projects of work. |
| Progress Reporting | The act of collecting information on work done and revised estimates, updating the plan and reporting the new revised plan. |
| Project Communications Management | A subset of project management that includes communications planning, information planning, information distribution, performance reporting and administrative closure in an effort to correctly disseminate project information. |
| Project Issue Report | A report that raises either technical or managerial issues in a project. |
| Project Management | Approach used to manage work with the constraints of time, cost and performance targets. |
| Project Manager | The individual responsible for the day-to-day management of the project. |
| Project Matrix | An organization matrix that is project based in which the functional structures are duplicated in each project. |
| Project Plan | A document for management purposes that gives the basics of a project in terms of its objectives, justification, and how the objectives are to be achieved. This document is used as a record of decisions and a means of communication among stakeholders. |
| Project Quality Management | A subset of project management that includes quality planning, quality assurance and quality control in an effort to satisfy the needs and purpose of the project. |
| Project Risk Management | A subset of project management that includes risk identification, risk quantification, risk response development and risk response control in an effort to identify, analyze and respond to project risks. |
| Project Scope Management | A subset of project management that includes initiation, scope planning, scope definition, scope verification and scope change control in an effort to ensure that the project has all of the necessary work required to complete it. |
| Project Status Report | A report on the status of accomplishments and any variances to spending and schedule plans. |
| Request for Change | A proposal by the project manager for a change to the project as a result of a project issue report. |
| Risks | Risks are events that if they occur can jeopardize the successful completion of the project. Risks should be identified and assessed for probability of occurrence and impact on the project. |
| Risk Identification | Determining which risk events will effect the project. |
| Scope | The scope is the sum of work content of a project. |
| Scope Change | Any change in a project scope that requires a change in the project’s cost or schedule. |
| Scope Definition | Breaking down a deliverable in to smaller manageable parts to ensure better control. |
| Scope of Work | A chronological description of the work to be accomplished or resources to be supplied. |
| Stakeholders | Stakeholders are the people who have a vested interest in the outcome of the project. |
| Status Reports | Written reports given to both the project team and to a responsible person on a regular basis stating the status of an activity, work package, or whole project. Status Reports should be used to control the project and to keep management informed of project status. |
| Task | Also called an activity. Tasks take place over a period of time and generally consumes resources. |
| Team Members | Individuals, reporting to the project manager, who are responsible for some aspect of the projects activities. |
| Work | The total number of hours, people or effort required to complete a task. |
