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Project Initiation Documentation
The project initiation documentation (PID) is one of the most significant Artifact (project management), artifacts in project management, which provides the foundation for the business project. The project initiation documentation bundles the information, which was acquired through the PRINCE2#Seven Processes, starting up a project (SU) and initiating a project (IP) processes in a PRINCE2 controlled project environment. PRINCE2's 2009 renaming "document" to "documentation" indicates a collection of documentation that has been collected up creating a project rather than all the information in the system. The project initiation document provides a reference point throughout the project for both the customer and the project team. A project initiation document often contains the following: * Project goals * Scope (project management), Scope * Project organization * Business case * Theory of constraints, Constraints * Project stakeholders, Stakeholders * Business risks, Risks * Project ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Artifact (project Management)
Artifact, or artefact, may refer to: Science and technology *Artifact (error), misleading or confusing alteration in data or observation, commonly in experimental science, resulting from flaws in technique or equipment ** Compression artifact, a loss of clarity caused by the data compression of an image, audio, or video ** Digital artifact, any undesired alteration in data introduced during its digital processing ** Visual artifact, anomalies during visual representation of digital graphics and imagery * In the Scrum (software development)#Artifacts, scrum software project management framework, documentation used for managing the project Archaeology * Artifact (archaeology), an object formed by humans, particularly one of interest to archaeologists * Cultural artifact, in the social sciences, anything created by humans which gives information about the culture of its creator and users * The Artefact (journal), ''The Artefact'' (journal), published annually by the Archaeological and ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Milestone (project Management)
Milestones are tools used in project management to mark specific points along a project timeline. These points may signal anchors such as a project start and end date, or a need for external review or input and budget checks. Some contracts for products include a "milestone fee" that may be paid out when certain points are achieved. In many instances, milestones do not impact project duration. Instead, they focus on major progress points that must be reached to achieve success. Using milestones in scheduling Milestones can add significant value to project scheduling. When combined with a scheduling methodology such as Program Evaluation and Review Technique (PERT) or the Critical Path Method (CPM), milestones allow project managers to much more accurately determine whether or not the project is on schedule. By constraining the dates associated with milestones, the critical path can be determined for major schedule intervals in addition to the entire project. Slack/float can a ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Schedule (project Management)
In project management, a schedule is a listing of a project's milestones, activities, and deliverables. Usually dependencies and resources are defined for each task, then start and finish dates are estimated from the resource allocation, budget, task duration, and scheduled events. A schedule is commonly used in the project planning and project portfolio management parts of project management. Elements on a schedule may be closely related to the work breakdown structure (WBS) terminal elements, the Statement of work, or a Contract Data Requirements List. Overview In many industries, such as engineering and construction, the development and maintenance of the project schedule is the responsibility of a full-time scheduler or team of schedulers, depending on the size and the scope of the project. The techniques of scheduling are well developed but inconsistently applied throughout industry. Standardization and promotion of scheduling best practices are being pursued by ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
High-level Design
High-level design (HLD) explains the architecture that would be used to develop a system. The architecture diagram provides an overview of an entire system, identifying the main components that would be developed for the product and their interfaces. The HLD uses possibly nontechnical to mildly technical terms that should be understandable to the administrators of the system. In contrast, low-level design further exposes the logical detailed design of each of these elements for use by engineers and programmers. HLD applies to both software and hardware, often hardware is forgotten in system development and only software is discussed. Purpose * Preliminary design—In the preliminary stages of a system development, the need is to size the project and to identify those parts of the project that might be risky or time-consuming. * Design overview—As the project proceeds, the need is to provide an overview of how the various sub-systems and components of the system fit together. ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Use Case
In software and systems engineering, the phrase use case is a polyseme with two senses: # A usage scenario for a piece of software; often used in the plural to suggest situations where a piece of software may be useful. # A potential scenario in which a system receives an external request (such as user input) and responds to it. This article discusses the latter sense. A ''use case'' is a list of actions or event steps typically defining the interactions between a role (known in the Unified Modeling Language (UML) as an ''actor'') and a system to achieve a goal. The actor can be a human or another external system. In systems engineering, use cases are used at a higher level than within software engineering, often representing missions or stakeholder goals. The detailed requirements may then be captured in the Systems Modeling Language (SysML) or as contractual statements. History In 1987, Ivar Jacobson presented the first article on use cases at the OOPSLA'87 conferen ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Business Requirements
Business requirements, also known as stakeholder requirements specifications (StRS), describe the characteristics of a proposed system from the viewpoint of the system's end user like a CONOPS. Products, systems, software, and processes are ways of ''how'' to deliver, satisfy, or meet business requirements. Consequently, business requirements are often discussed in the context of developing or procuring software or other systems. Confusion arises for three main reasons. #A common practice is to refer to objectives, or expected benefits, as 'business requirements.' #People commonly use the term 'requirements' to describe the features of the product, system, software expected to be created. #A widely held model claims that these two types of requirements differ only in their level of detail or abstraction — wherein 'business requirements' are high-level, frequently vague, and decompose into the detailed product, system, or software requirements. Such confusion can be av ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Third Party Management
Third-party management is the process whereby companies monitor and manage interactions with all external parties with which it has a relationship. This may include both contractual and non-contractual parties. Third-party management is conducted primarily for the purpose of assessing the ongoing behavior, performance and risk that each third-party relationship represents to a company. Areas of monitoring include supplier and vendor information management, corporate and social responsibility compliance, Supplier Risk Management, IT vendor risk, anti-bribery/anti-corruption (ABAC) compliance, information security (infosec) compliance, performance measurement, and contract risk management. The importance of third-party management was elevated in 2013 when the US Office of the Comptroller of the Currency stipulated that all regulated banks must manage the risk of all their third parties. Third parties A 'third party', as defined in OCC 2013–29, is any entity that a company does ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Organizational Chart
An organizational chart, also called organigram, organogram, or organizational breakdown structure (OBS) is a diagram that shows the structure of an organization and the relationships and relative ranks of its parts and positions/jobs. The term is also used for similar diagrams, for example ones showing the different elements of a field of knowledge or a group of languages. Overview The organization chart is a diagram showing graphically the relation of one official to another, or others, of a company. It is also used to show the relation of one department to another, or others, or of one function of an organization to another, or others. This chart is valuable in that it enables one to visualize a complete organization, by means of the picture it presents.Allan Cecil Haskell, Joseph G. Breaznell (1922) Graphic charts in business: how to make and use them'. p. 78 A company's organizational chart typically illustrates relations between people within an organization. Such relat ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Project Management
Project management is the process of leading the work of a team to achieve all project goals within the given constraints. This information is usually described in project documentation, created at the beginning of the development process. The primary constraints are scope, time, and budget. The secondary challenge is to optimize the allocation of necessary inputs and apply them to meet pre-defined objectives. The objective of project management is to produce a complete project which complies with the client's objectives. In many cases, the objective of project management is also to shape or reform the client's brief to feasibly address the client's objectives. Once the client's objectives are clearly established, they should influence all decisions made by other people involved in the project – for example, project managers, designers, contractors, and subcontractors. Ill-defined or too tightly prescribed project management objectives are detrimental to decision-m ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Dependency (project Management)
In a project network, a dependency is a link among a project's terminal elements. The A Guide to the Project Management Body of Knowledge (PMBOK Guide) does not define the term dependency, but refers for this term to a logical relationship, which in turn is defined as ''dependency between two activities, or between an activity and a milestone''. Standard types of dependencies There are four standard types of dependencies: # Finish to start (FS) #* ''A'' FS ''B'' means "activity A must finish before activity B can begin" (or "B can't start until A has finished"). #* image:Dependency-FS.png #* ''(Foundations dug) FS (Concrete poured)'' # Finish to finish (FF) #* ''A'' FF ''B'' means "activity A must finish before activity B can finish" (or "B can't finish before A is finished") . #* image:Dependency-FF.png #* ''(Last chapter written) FF (Entire book written)'' # Start to start (SS). #* ''A'' SS ''B'' means "activity A must start before activity B can start" (or "B can't star ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Resource (project Management)
In project management, resources are required to carry out the project tasks. These can be people, equipment, facilities, funding, or anything else capable of definition (usually other than labour) required for the completion of a project activity. The lack of a resource will therefore be a constraint on the completion of the project activity. Resources may be storable or non storable. Storable resources remain available unless depleted by usage, and may be replenished by project tasks which produce them. Non-storable resources must be renewed for each time period, even if not used in previous time periods. Resource scheduling, availability and optimisation are considered key to successful project management. Allocation of limited resources is based on the priority given to each of the project activities. Their priority is calculated using the Critical path method and heuristic analysis. For a case with a constraint on the number of resources, the objective is to create the m ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
