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| Parallel Activities
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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.
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| Parametric Estimating
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Estimating using an algorithm in which parameters that represent different attributes of the project are used to calculate project effort, cost, and/or duration. Parametric estimating is usually used in top-down Estimating.
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| Path
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A path is a series of connected activities. Refer to CRITICAL PATH METHOD for information on critical and non-critical paths.
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| PERT Diagram
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A type of network diagram deriving its name from the PERT technique. The term is often used as a synonym for network diagram.
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| PERT—Program Evaluation and Review Technique
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A scheduling technique that makes use of dependency analysis and critical path to determine the duration of a project and slack to determine priorities of tasks. In PERT, task durations are computed as (Optimistic + 4xMost likely + Pessimistic estimates) / 6).
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| Phase
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A set of project activities and tasks that usually result in the completion of one or more project deliverables.
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| Phase
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A grouping of activities in a project that are required to meet a major milestone by providing a significant deliverable, such as a requirements definition or product design document. A project is broken down into a set of phases for control purposes. The phase is usually the highest level of breakdown of a project in the WBS.
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| Phase Review
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A checkpoint at the end of each project phase to ensure that a project has achieved its stated objectives and deliverables as planned.
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| Planning
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The process of establishing and maintaining the definition of the scope of a project, the way the project will be performed (procedures and tasks), roles and responsibilities and the time and cost estimates.
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| Positive Float
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Positive float is defined as the amount of time that an activity's start can be delayed without affecting the project completion date. An activity with positive float is not on the critical path and is called a non-critical activity. Most software packages calculate float time during schedule analysis. The difference between early and late dates (start or finish) determines the amount of float. Float time is shown at the end or the beginning of non-critical activities when a bar chart reflects both early and late schedules. Float is shown on many of the tabular reports.
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| Post-implementation Review
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See Post-Project Review.
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| Post-Project Review
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An activity to assess and evaluate the way a project was performed, so as to learn from the experience and continuously improve project performance.
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| Power
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Power is the ability to influence the actions of others. Power may come from formal delegation of authority, reference power, subject matter expertise, the ability to influence rewards and penalties, as well as other sources.
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| Precedence Notation
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Precedence notation is a means of describing project work flow. It is sometimes called activity-on-node notation. Each activity is assigned a unique identifier. Work flow direction is indicated by showing each of the activity's predecessors and their lag relationships. Graphically, precedence networks are represented by using descriptive boxes and connecting arrows to denote the flow of work.
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| Predecessor
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An activity that must be completed (or be partially completed) before a specified activity can begin is called a predecessor. The combination of all predecessors and successors (see SUCCESSOR) relationships among the project activities forms a network. This network can be analyzed to determine the critical path and other project scheduling implications.
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| Predecessor Task
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A task (or activity) that must be started or finished before another task or milestone can be performed.
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| Process
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A set of related activities that are performed to deliver products, services or results.
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| Process
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A series of steps or actions to accomplish something. A natural series of changes or occurrences.
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| Procurement Item
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Any item that is contractually obliged to be provided by a supplier, such as:
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| Procurement Management
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The process of sourcing procurement items from suppliers and managing their performance throughout a project.
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| Procurement Planning
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The process of identifying, quantifying and scheduling the delivery of procurement items to a project.
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| Product
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A physical artifact that is produced by the project. Products are produced primarily using goods and materials.
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| Product
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The project's material outcome. It maybe a service, event or any material object (e.g., a machine, computer system, new drug, building, etc.). The product includes all necessary aspects of the deliverable (e.g., training, documentation, etc.).
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| Product Life Cycle
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The time from the delivery of a product, until the product is withdrawn from use or sale. There may be many projects during the product life cycle.
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| Program
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A suite of related projects and ongoing operational activities managed as a whole.
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| Program Evaluation and Review Technique (PERT)
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PERT is a project management technique for determining how much time a project needs before it is completed. Each activity is assigned a best, worst, and most probable completion time estimate. These estimates are used to determine the average completion time. The average times are used to figure the critical path and the standard deviation of completion times for the entire project.
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| Project
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A unique endeavor to produce a set of deliverables within clearly specified time, cost and quality constraints.
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| Project
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A project is a one-time effort to accomplish an explicit objective by a specific time. Each project is unique although similar projects may exist. Like the individual activity, the project has a distinguishable start and finish and a time frame for completion. Each activity in the project will be monitored and controlled to determine its impact on other activities and projects. The project is the largest discrete block of time and resources handled by most PM software.
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| Project
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An effort to provide a product or service within finite time and cost constraints.
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| Project Charter
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A document that describes the project at a high level of detail and is used to authorize the Project Manager to begin work. It may also be called a "Project Brief," or any number of other synonyms.
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| Project Life Cycle
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The full set of activities from the beginning to the end of a project. Generally associated with a set of phases, which are determined based on the major parts of project performance (e.g., requirements definition, design, construction, deployment) and the need for control by the Client organization (checkpoints for Go/No go decision-making).
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| Project Lifecycle
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A series of phases undertaken to deliver a required project outcome.
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| Project Management
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The skills, tools and management processes required to successfully undertake a project.
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| Project Management
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The process of managing a project which requires the application of planning, team-building, communicating, controlling, decision-making and closing skills, principles, tools and techniques.
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| Project Manager
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The person responsible and accountable for managing a project's planning and performance. The single point of accountability for a project.
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| Project Office
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The physical premise, roles, tools and processes required to administer a project.
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| Project Plan
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A document that lists the Work Breakdown Structure, timeframes and resources required to undertake a project.
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| Project Schedule
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A document that identifies the timeframes for delivering a project and the dependencies between activities within that project.
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| Project Task
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A specific work item that usually results in the partial completion of a project deliverable.
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| Project Team
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A group of people who report to a Project Manager for the purpose of delivering a project.
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