Glossary Flashcards
(231 cards)
1
Q
To gain entry into, or to instruct or communicate with, the logical, arithmetical, or memory function resources of a computer, computer system, or computer network
A
Access
2
Q
The process of acquiring personnel/goods/services for new or existing work within the general definitions of contracts requiring an offer and acceptance, consideration, lawful subject matter and competent parties
A
Acquisition Process
3
Q
A cryptic name for a project, program or sponsor based on the first letters of the words in a project name
A
Acronym
4
Q
a list of action items, including a description, point of contact, and dates of action and resolution
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Action Item Status
5
Q
A project that is in progress
A
Active Project
6
Q
A name that easily identifies an activity or task
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Activity Description
7
Q
A task or series of tasks performed over a defined period of time
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Activity(ies)
8
Q
The direct costs actually incurred and teh indirect costs applied in accomplish the work performed within a given time period
A
Actual Cost of Work Performed (ACWP)
9
Q
The calendar date work actually ended on an activity. It must be equal to or after the start date
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Actual Finish Date
10
Q
The calendar date work actually began on an activity. It must be prior to or equal to the finish date
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Actual Start Date
11
Q
Used to define a general status organizational level consisting of the Agency and Departments interchangeably. Referenced to Agency (with a capital A) is used for the reference to a specific agency or to that specific organizational level.
A
Agency
12
Q
A general term used to refer to a mathematical formula or processing routine that, based on parameters, performs a set calculation(s) or performs a specific et of tasks.
A
Algorithm
13
Q
Breaking down a complex scope situation for the purpose of generating and evaluating different solutions and approaches
A
Alternative Analysis
14
Q
Identification of other approaches or solutions an the impact of tradeoffs to attain the objectives
A
Alternatives
15
Q
The study and examination of something complex and the separation into its simpler components. Analysis typically includes discovering no only what are the parts of the being studied, but also how they fit together. An example is the study of schedule variances of cause, impact, corrective action, and results.
A
Analysis
16
Q
To accept as satisfactory. Approval implies that the item approved has the endorsement of the approving entity. The approval may still require confirmation by somebody else, as in levels of approval. In management use, the important distinction is between approve and authorize. See authorizatino.
A
Approve
17
Q
Used to define the person or organization entity responsible for specific policy areas, processes, and procedures as identified. The current levels of responsibility are Legislature, ITEC, ITA, CITO, state organizations and IT user.
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Areas of Responsibility
18
Q
A statement that someone has deemed to be possibly true, on which the project’s business case has been developed.
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Assumptions
19
Q
A planned and documented activity performed by qualified personnel to determine by investigation, examination, or evaluation of objective evidence, the adequacy and compliance with established procedures, or the applicable documents, and the effectiveness of a project.
A
Audits
20
Q
The power granted by management to specified individuals allowing them to approve transactions, procedures, or total systems such as the Steering Committee delegating approval of deliverables to certain users or user groups.
A
Authorization
21
Q
An effort that has been approved by higher authority and may or may not be defined
A
Authorized Work
22
Q
Management plan and/or scope document fixed at a specific point in time in the project life cycle. Each project is baselined at lease once at the beginning. As a project evolves, it may be re-baselined.
A
Baseline
23
Q
Identification of the smallest activities or tasks in a job according to a defined procedure
A
Breakdown
24
Q
When unqualified, refers to an estimate of funds planned to cover a project or specified period of future time.
A
Budget
25
The sum of budgets for completed activities and completed portions of open activities, plus the appropriate portion of budgets for level of effort and apportioned effort. Also known as Earned Value.
Budgeted Cost for Work Performed (BCWP)
26
The sums of the budget for all activities, planning activities, etc, scheduled to be accomplished (including in-process activities), plus the amount of level of effort and apportioned effort scheduled to be accomplished within a given task period. Also known as the plan
Budgeted Cost for Work Scheduled (BCWS)
27
Part of the planning function and control mechanism for a project
Budgeting
28
The number which represents the average cost of the project by hour, day or week
Burn Rate
29
Model used by a manager for planning and scheduling project work.
Business Plan
30
The calendar used in developing a project plan. This calendar identifies project work days and can be altered to define the work week.
Calendar
31
The smallest unit of the calendar produced. This unit is generally in hours, days or weeks; it can also be grouped in shifts
Calendar Unit
32
Change Control Board is to approve changes at a level established by the Steering Committee. The Board should consist of the Change Manager, key technical and management staff from the project team, representation from executive management, stakeholders, and user communities.
CCB
33
An increase or decrease in any of the project characteristics, usually referring to specifications.
Change
34
The process of controlling, documenting, and storing the changes to control items. This includes proposing the change, evaluating it, approving or rejecting it, scheduling it and tracking it.
Change Control
35
A change in objectives, specifications, work plan, cost or schedule that results in a material difference from the terms of previously granted approval to proceed.
Change in Scope
36
A set of tasks or procedures established to ensure that project performance is measured to the baseline and changes are reviewed, approved or rejected, and the baseline updated.
Change Management Process
37
Chief Information Technology Architect (for state)
CITA
38
Chief Information Technology Officer (for each branch of government)
CITO
39
The stage the project enters when all activities are complete and the product finished. It is the last phase of the project management life cycle.
Close-Out Stage
40
An activity with an actual finish date and no remaining work to be done.
Completed Activity
41
Any system that provides communication among one or more computer systems and input/output devices including, but not limited to, display terminals and printers connected by telecommunication facilities.
Computer Network
42
An imaginative arrangement of a set of ideas
Concept
43
A generic term used to define both the first stage in a project management process and in a generic project life cycle. The first of the sequential phases in the generic project life cycle.
Concept Phase
44
A process of choosing/documenting the best approach to achieve project objectives.
Conceptual Design
45
The process of developing broad-scope project documentation from which the technical requirements, estimates, schedules, control procedures, and effective project management will all flow.
Conceptual Project Planning
46
Information maintained by state organizations that is exempt from disclosure under provisions of State or federal laws.
Confidential Information
47
Processes including procedures and tools to control project deliverable(s) in terms of release and revision. A system of procedures that monitors emerging project scope against the scope baseline. Requires documentation and management approval on any change to the baseline.
Configuration Management
48
The process the project manager uses to deal with the inevitable disagreements, both technical and personal in nature.
Conflict Management
49
The process of seeking a solution to a problem. Five methods in particular, that have been proven successful are confrontation, compromise, smoothing, forcing, and withdrawal.
Conflict Resolution
50
Specific provisions for unforeseeable elements of cost and schedule within the defined project.
Contingencies
51
A plan that identifies key assumptions, beyond the project manager’s control, and their probability of occurrence. The plan identifies alternative strategies for achieving project success. It is considered part of risk management.
Contingency Plan
52
The establishment of management plans to be invoked in the event of specified risk events. Examples include the provision and prudent management of sequences or “work-arounds,” emergency responses to reduce, and the evaluation of liabilities in the event of complete project shut down.
Contingency Planning (Mitigation)
53
A binding agreement to acquire goods and/or services in support of a project.
Contract
54
A project element that is considered a unit for the purpose of configuration management. This includes such items as software modules, versions of software systems, the project design document and the project plans.
Control Item
55
A mechanism that reacts to the current project status in order to ensure accomplishment of project objectives.
Control System
56
Action necessary to correct variance from the project plan. This directive is the result of the tracking and review process.
Corrective Action Plan
57
Expenditures required to accomplish a project activity.
Cost
58
The process of establishing budgets, standards, and a monitoring system by which the investment costs of the project can be measured and managed.
Cost Budgeting
59
The project's economic budget for labor, hours, equipment, risks, et
Cost Estimate
60
Components of the economic influences on a project.
Cost Factors
61
A tool prepared for cost estimation of the project
Cost Model
62
The value earned for every measurable unit of actual cost expended. BCWP/ACWP
Cost Performance Index (CPI)
63
The numerical difference between earned value (BCWP) and actual costs (ACWP)
Cost Variance(CV)
64
The process followed to determine the cost and/or schedule impact of a specific change with a project.
Cost/Schedule Impact Analysis (CSIA)
65
Implementing an alternative series of tasks to accomplish a specific objective. Often done to get a project back on schedule. Generally, raises the overall cost of the project.
Crashing
66
Any activity on a critical path.
Critical Activity
67
A sequential path of activities in a network schedule that represents the longest duration of a project. Any slippage of the tasks in the critical path increases the duration of the project unless corrective actions are implemented.
Critical Path
68
A scheduling technique that uses precedence diagrams for graphic display of the work plan. The charts are referred to as network diagrams.
Critical Path Method (CPM)
69
A plan for the execution of a project that consists of activities and their logical relationships to one another.
Critical Path Network (CPN)
70
A description of factors necessary to ensure the success factors of the project's design, development, and implementation. They are based on the user’s, stakeholder's and project sponsor's view of the project.
Critical Success Factors
71
Forecast of start and finish dates, hours of effort, and cost, which is made at any point in time after the baseline start date has passed.
Current Estimate
72
The gathering and recording of facts, changes, and forecasts for reporting and future planning.
Data Collection
73
The process of breaking down activities and the work package to a manageable level, usually to a timeframe of 8 to 80 hours.
Decomposing (Decomposition)
74
The act of transferring all or part of a risk to another party, usually by some form of contract.
Deflection
75
A report or tangible product of one or more tasks that satisfy one or more objectives of the project.
Deliverables
76
The creation of final approach for executing the project’s work.
Design
77
A system for monitoring project scope, schedule, and cost during the project’s design stage
Design Control
78
A schedule used to communicate the day-to-day activities to working levels on the project. A schedule must incorporate planned start dates and planned finish dates.
Details Schedule
79
A description of the project's technical strategy, i.e. architecture, technical approach, etc.
Development Strategy
80
Division of Information Services and Communications within the Department of Administration.
DISC
81
A task that has a deliverable, is measurable, and has a definite start and finish. A low-level task on the Work Breakdown Structure would be an example of a discrete activity.
Discrete Activity
82
A pictorial, verbal, written, tabulated, or graphical means of transmitting findings, results, and conclusions.
Display
83
This is a mathematical calculation used to estimate what you got for what you spent. Also referred to a budgeted cost of work performed.
Earned Value
84
The process of establishing the value of a project in relation to other state standards/benchmarks.
Economic Evaluation
85
An evaluation of all the costs of the elements of a project or effort as defined by an agreed-upon scope.
Estimate
86
The value (expressed in dollars and/or hours) developed to represent a realistic appraisal of the cost of the project once it is completed. It takes into consideration actual cost, plus projected cost, and is an assessment of the total project effort.
Estimated Cost at Completion (EAC)
87
The remaining costs to be incurred to satisfy the complete scope of a project at a specific date. The difference between the cost to date and the forecast final cost.
Estimated to Complete (ETC)
88
In the conduct of their operations, state organizations and their employees will employ information technology in a legal and ethical manner consistent with government statutes, rules and regulations. Information technology will not be used for purposes that are unrelated to the state organization’s mission or that violate State or Federal law. Contract provisions, including software licensing agreements, will be strictly enforced.
Ethics
89
An identifiable single point in time on a project
Event
90
The process of documenting those situations where there are significant deviations from the specifications of a project. The assumption is made that the project will be developed within established boundaries. When the process falls outside of those boundaries, a report is made on why this deviation occurred.
Exception Reporting
91
It is used in this Framework to define a general stage of a project after startup and before closeout. It is the phase of work where the development team produces the primary project deliverables.
Execution Phase
92
Any public or private communications network external to the organization. Examples include Bulletin Board Services, subscription services such as CompuServe, America Online, Prodigy, Genie, Logitech, Lexis/Nexis, and Barclay’s, public access network such as the Internet World Wide Web Gopher, etc.
External Network
93
The assessment of capability or reasonableness of being completed, including the possibility and probability.
Feasibility
94
The methods and techniques used to examine technical and cost data to determine the economic potential and the practicality of a project.
Feasibility Studies
95
Information (data) extracted from a process or situation and used in controlling (directly) or in planning or modifying immediate or future inputs (actions or decisions) into the process or situation.
Feedback
96
Security provided by software and hardware to control access methods to a computer system or network, to guard against unauthorized users introduction of contaminants to the system.
Firewall
97
A device used to define the basic structure of materials according to an overall concept of planning and managing. It includes policies, required processes, and their interrelationship.
Framework
98
What the systems/products are, do, or provide from the user’s point of view.
Functional Requirements
99
Graphic representation of a project schedule that shows each job as a bar whose length is proportional to its duration. The bars appear in rows and indicate the job start and end times.
GANTT
100
A detailed analysis of the reasons that actuals differ from plan.
Gap Analysis
101
Used to define a collection of steps that are recommendations to be followed to meet a stated policy(s).
Guidelines
102
A cause and effect report generated at the manager level to show the impact that new projects will have on current schedules and resources as they enter the work stream.
Impact Statement
103
A process that employs a variety of quality control, inspection, testing measurement, and other observation processes to ensure that planned project objectives are achieved in accordance with an approved plan. Project oversight is usually done by an independent entity (separate from the project team) trained or experienced in a variety of management and technical review methods. Project oversight includes both technical and management oversight.
Independent Project Oversight
104
The process of an agency that does not report through the project management reporting chain. It evaluates a product at the end of the development process to determine whether it satisfies specified requirements, and whether the products of a given development phase, satisfy the conditions imposed at the start of that phase.
Independent Validation and Verification (IV&V)
105
The process of identifying risks that might impact a project. The risk identification process is recommended for agencies to evaluate a project.
Initial Risk Idnetification
106
A description of the project's method of transition to production, i.e. phased cutover, single cutover, etc.
Installation
107
All access from personal computers to the Internet, including e-mail, Web browsers, File Transfer Protocol (FTP) clients and other commonly used internet programs.
Internet Access
108
A network entirely within a department or company, providing communications and access to information, similarly to the Internet, with Web pages, etc., for internal use only.
Intranet
109
A process that provides a mechanism to document, research and resolve issues that arise during project planning and execution.
Issue Management
110
ITAB
Information Technology Advisory Board
111
ITEC
Information Technology Executive Council
112
ITPP
Information Technology Project Plan
113
JAD
Joint Application Development or Joint Application Design
114
JCIT
Joint Committee of Information Technology
115
KITO
Kansas Information Technology Office
116
Local area network is a means by which multiple workstations and/or servers interconnect to share common peripheral devices and data with a single location.
LAN
117
LCC
Legislative Coordinating Council
118
The way in which the project manager influences the project team to behave in a manner that will facilitate project goal achievement.
Leadership
119
Work that cannot be effectively associated with a definable end product process result. It is measured in terms of resources actually consumed within a given time period, e.g. project manager time, Steering Committee time
Level of Effort (LOE)
120
The type of methodology to be used in system development, e.g. System Development Methodology, Information Engineering Methodology, or Rapid Application Development Methodology.
Life Cycle
121
The concept of including all costs within the total project from concept through implementation, startup to dismantling. It is used for making decisions between alternatives and expresses the total cost of a system.
Life Cycle Costing
122
The process of evaluating and monitoring the project management processes that exist for a given project and ensuring that the stated process conforms to the project plan.
Management Project Oversight
123
Refers to a series of styles that a manager may elect to use to lead and motivate a team. Some specific styles are: authoritarian, combative, conciliatory, disruptive, ethical, facilitating, intimidating, judicial, promotional, and secretive.
Management Styles
124
A comprehensive list of an approved project, containing schedule and progress statistics.
Master Schedule
125
The manner or way in which work is done. When formalized into a prescribed manner of performing specified work, a method becomes a procedure.
Method
126
Used to define the processes, policies, and guidelines that are included as part of the framework for project management.
Methodology
127
A significant event in the project (key item or key event).
Milestone
128
A concise statement, usually one paragraph, summarizing what the project is about and what it will accomplish
Mission Statement
129
The act of defining strategies in terms of scope, budget, schedule, or quality, in order to reduce uncertainty on the project.
Mitigation
130
The capture, analysis, and reporting of actual performance compared to planned performance.
Monitoring
131
A schematic display of the sequential and logical relationship of the activities that comprise the project.
Network Diagram
132
The exchange of information or services among individuals, groups, or institutions.
Networking
133
One of the defining points of a network; in a network diagram, it is a junction point joined to some or all of the others by dependency lines.
Node
134
A deficiency in characteristics, documentation, or procedure that renders the quality of material/service unacceptable or indeterminate.
Non-Conformance
135
OJA
Office of Judicial Administration
136
This is an approximate estimate made without detailed data, that is usually produced from cost data. This type of estimate is used during the formative stages of an expenditure program for initial evaluation of the projec
Order of Magnitude
137
The informal process by which personal friendships, loyalties, and enemies are used in an attempt to gain an advantage in influencing project decisions.
Organizational Politics
138
An unscheduled quick fix required to correct a program malfunction.
Patch
139
The continuous, linear series of connected activities through a network.
Path
140
This charting technique is typically done to crisply communicate the project's critical path. PERT is an acronym that stands for Program Evaluation and Review Technique. PERT charts can also be used to estimate the range of potential costs and timeframes of any given project.
PERT
141
PIER
Post Implementation Evaluation Report. A report generated during close-out activities
142
An intended future course of action.
Plan
143
Determines details and approach of the project plan. It is the stage in which the plan is initially created.
Planning Stage
144
A succinct statement that gives direction to state organizations to support IT implementation. Policies are high-level, overall statements that do not dedicate specific procedural steps or processes. Directives issued by management for guidance and direction where uniformity of action is essential.
Policy
145
The imposed sequences desired with respect to the scheduling of activities within previously imposed constraints.
Priority
146
The right of individuals and organizations to control the collection, storage, and dissemination of information about themselves.
Privacy
147
Used to define a collection of steps that the organization is responsible for implementing to ensure that policies and process requirements are met.
Procedure
148
The set of activities by means of which an output is achieved.
Process
149
General terms used to define the end result of a project delivered to a customer. Sometimes referred to as a deliverable
Product
150
An organization-based established business purpose.
Program
151
The evaluation of progress against the approved schedule and the determination of its impact. For cost, this is the development of performance indices.
Progress Analysis
152
A report comparing current project status against the baseline.
Progress Report
153
A temporary process, which has a clearly defined start and end time, a set of tasks and a budget, that is developed to solve a well-defined goal or objectives.
Project
154
The amount and distribution of money allocated to a project.
Budget
155
A process state organizations complete to determine general size and complexity of an IT project at a very initial stage. This is prior to the project initiation process.
Project Categorization
156
An approved change to project work content caused by scope of work change or a special circumstance on the project.
Project Change
157
A process that provides for acceptance of the project by the project sponsor, completion of various project records, final revision and issue of documentation, and the retention of essential project documentation.
Project Close-Out
158
The automated portion of the project library.
Project Database
159
The definition of what is expected to be obtained for the effort expended.
Project Definition
160
The elapsed time from project start date through to project finish date.
Project Duration
161
A process that occurs after state organization has completed the project concept and phase planning and denotes a series of steps to have the project externally approved and started, i.e. CITO, budget, JCIT.
Project Initiation
162
The collection of automated and manual files and reports used to plan, manage and control a project.
Project Library
163
A collection of phases through which any project passes. Note that the number of phases and the breakdown are dependent on the methodology being used. A typical waterfall life cycle has either 4 or 6 phases.
Project Life Cycle
164
The processes of directing and coordinating human and material resources throughout the life of a project by using management techniques to achieve predetermined objectives of scope, cost, time, quality, and participant satisfaction.
Project Management (PM)
165
The individual appointed and given responsibility for management of the project.
Project Manager
166
The number given by organizations to identify an approved project.
Project Number
167
A description of the specific functionality that the project intends to accomplish upon implementation.
Project Objectives
168
A process that employs a variety of quality control, inspection, testing measurement, and other observation processes to ensure that planned project objectives are achieved in accordance with an approved plan. Project oversight is usually done by an independent entity (separate from the project team) trained or experienced in a variety of management and technical review methods. Project oversight includes both technical and management oversight. (Same as Independent Project Oversight).
Project Oversight
169
A summary of the project's Mission, Description, Scope, and Key Objectives.
Project Overview
170
A management summary document that gives the essentials of a project in terms of its objectives, justification, and how the objectives are to be achieved. It should describe how all the major activities under each project management function are to be accomplished, including that of overall project control. The project plan will evolve through successive stages of the project life cycle.
Project Plan
171
The identification of the project objectives and the ordered activity necessary to complete the project plan. The identification of resource types and quantities required to carry out each activity or task.
Project Planning
172
A graphical representation of predicted tasks, milestones, dependencies, resource requirements, task duration, and deadlines.
Project Schedule
173
Defines the estimated value of the project, the deliverables, the effort's duration, the purpose, goals, acceptance and completion criteria, assumptions, major dependencies/constraints, and status. It is updated month
Project Summary
174
The activities that accomplish the project objective.
Project Tasks (Activities)
175
A composite of attributes (including performance features and characteristics) of the product, process, or service that is required to satisfy the need for which the project is undertaken.
Quality
176
A planned and systematic means for assuring management that defined standards, practices, procedures, and methods are applied to a project.
Quality Assurance
177
A collection of quality policies, plans, procedures, specifications, and requirements is attained through quality assurance (Managerial) and quality control (Technical).
Quality Management
178
Planned and systematic process for evaluating the satisfaction of the project.
Quality Plan
179
The technical process of using data to decide how the actual project results compare with the quality specification.
Quality Process Review
180
The specific prioritization of any individual request in relation to other requests in the same general priority group.
Relative Priority
181
Piece of a product that delivers functionality to the customer, but is not a complete system. Limited scope for installation of software. There may be multiple releases within a version.
Release
182
Used to define a specific course(s) of action that are mandated by ITEC, law, agency or CITO directives.
Required Process(es)
183
The ability and knowledge necessary to perform work tasks.
Required Skills
184
Something essential to the existence or occurrence of something else
Requirements
185
The disciplined application of proven methods and tools to describe a proposed system's intended behavior and its associated constraints.
Requirements Process
186
Something that lies ready for use or that can be drawn upon for aid or to take care of a need.
Resource
187
Detailed staffing plan including number of personnel by type over time.
Resources Loading Profiles
188
The identification of components required to complete the project.
Resource Planning
189
Any factor that potentially can jeopardize the successful completion of a project.
Risk
190
Systematically determining the impact of identified risks on the project.
Risk Analysis
191
Review, examination, and judgment of whether or not the identified risks are acceptable. Initial risk assessment is used as a tool to determine project oversight requirements.
Risk Assessment
192
The precise description of what might happen when a risk occurs.
Risk Event
193
The art and science of identifying, analyzing, and responding to risk factors throughout the life of a project and in the best interests of its objectives.
Risk Management
194
The act of revising the project’s scope, budget, schedule, or quality, in order to reduce uncertainty on the project.
Risk Mitigation
195
The likelihood a risk event is likely to occur.
Risk Probability
196
Senate Bill 5 relates to recent legislation defining CITA and CITO, roles, and mandated the adoption of the project management methodology
SB5
197
A display of project time allocation for all tasks in a given project
Schedule
198
Revision of the schedule to reflect the most current scope, timeframe, deliverables and requirements.
Schedule Update
199
The numerical difference between Earned Value (BCWP) and the Budget Plan (BCWS).
Schedule Variance (SV)
200
Tools that support the scheduling efforts of a project, such as a GANTT or PERT chart
Scheduling Tools
201
A narrative description of the work to be accomplished, deliverables to be produced or processes to be followed.
Scope of Work
202
System Development Life Cycle
SDLC
203
Customer representative responsible for sponsoring the project and usually in charge of project funding.
Sponsor
204
Individuals or organizational entities whose stake in the project is sufficient for them to attempt to play an influential role affecting the outcome of the project.
Stakeholders
205
Set of criteria used to accomplish a specific task and describe what the finished product should be.
Standards
206
Set of project planning guideline patterns to select from, based on project size. Contains minimum standard deliverables that MUST be met.
Standards Template
207
The period after planning during which the project is baselined and resources are committed.
Start-Up
208
Used to define a general state organizational level consisting of the Agency and Departments interchangeably. Reference to Agency (with a capital “A”) is used for specific reference to an Agency or that specific organizational level.
State Organization
209
The condition of the project at a specified point in time.
Status
210
A report containing specific information on a specific project. In this methodology, this information is documented using Form PM-07.
Status Report
211
A collection of reports produced at pre-defined intervals to provide information on the project.
Status Report Package
212
The group of senior level people within an organization that provides high-level oversight to a project. The Project Manager reports to the Steering Committee. The Steering Committee assumes overall responsibility for addressing project risks based on the judgment of the members and recommendations of the Project Manager.
Steering Committee
213
A framework guiding choices that determine the nature and direction needed to attain an objective.
Strategy
214
Any group outside of the project leader's control, that is responsible for tasks on the work breakdown structure.
Support Organization
215
A methodical assembly of actions or things forming a logical and connected scheme or sequence of tasks, calculations, reports or access to data.
System
216
A structured approach to designing and implementing computer applications.
System Development Methodology (SDM)
217
An activity, or series of activities, which are necessary to accomplish the project objectives.
Task
218
A process and associated form used to document the efforts, issue and cost associated with a complex task.
Task Analysis
219
The process of influencing a group of diverse individuals, each with their own goals, needs, and perspectives, to work together effectively for the good of the project, such that their team will accomplish more than the sum of their individual efforts could otherwise achieve.
Team Building
220
The individuals, reporting either part time or full time to the project manager, who are responsible for some aspect of the project’s activities.
Team Member
221
The processes by which a project oversight organization evaluates a design and development product to determine whether it satisfies specified requirements, and whether the products of a given development phase satisfy the conditions imposed at the start of that phase. This evaluation is a process separate from the actual project execution activities, and status is reported external to the project.
Technical Project Oversight
222
Documentation that describes, defines, or specifies the goods/services to be supplied. Generally, technical specifications refer to the specifications related to computer architecture, database, operating system, etc.
Technical Specifications
223
Any actual deviation from an intended or budgeted figure or plan. A variance can be a difference between intended and actual time. Any difference between the projected duration for an activity and the actual duration of the activity. Also, the difference between projected start and finish dates and actual or revised start and finish dates.
Variance
224
Represents a major addition in functionality and/or the look or use of a product. This generally refers to software.
Version
225
A method used to control the release and installation of versions. This includes recording and saving each release and documenting the differences between the releases. Version control applies not only to developed software, but also to off-the-shelf software systems that are used as part of the project.
Version Control
226
Wide area network is a means by which multiple workstations and/or servers interconnect to share common peripheral devices and data with multiple locations.
WAN
227
A division of tasks that organize, define, and graphically display the product to be produced, as well as the work to be accomplished to achieve the specified product. Decomposition of a project into a set of defined sub-tasks.
Work Breakdown Structure (WBS)
228
The descriptions of work to be accomplished within a given task. Theses work packages are given to individuals who are then accountable.
Work Packages
229
A report, which identifies the deliverables to be produced during a project. The report is part of the project plan but is also included as a part of each status report package.
Work Product Identification (WPI)
230
Contains target hour and start and finish dates for each activity, group of activities and the project as a whole.
Work Schedule
231
A calendar time unit when work may be performed on an activity, i.e. hour, day, week.
Work Unit
