Section 9.2: Project Management
Project Milestone
Represents key dates when a certain group of activities must be performed
Executive Sponser
The person or group who provides the financial resources for the project
Critical Path
The series of activities that determine the earliest time by which the project can be completed
PERT (Program Evaluation and Review Technique) chart
a graphical network model that depicts a project's tasks and the relationships between them
Dependency
a logical relationship that exists between the project tasks, or between a project task and a milestone
Critical Path Analysis
a project diagramming method used to predict total project duration
Gantt Chart
a simple bar chart that lists project tasks vertically against the project's time frame, listed horizontally
Kill Switch
a trigger that enables a project manager to close the project before completion
Outsourcing
an arrangement by which one organization provides a service or services for another organization that chooses not to perform them in-house
Nearshore Outsourcing
contracting an outsourcing arrangement with a company in a nearby country
Responsibility Matrix
defines all project roles and indicates what responsibilities are associated with each role
Communication Plan
defines the how, what, when, and who regarding the flow of project information to stakeholders and is key for managing expectations
Project Requirements Document
defines the specifications for product/output of the project and is key for managing expectations, controlling scope, and completing other planning efforts
Intangible Benefits
difficult to quantify or measure
Tangible Benefits
easy to quantify and typically measured to determine the success or failure of a project
Onshore Outsourcing
engaging another company within the same country for services
Project Assumption
factors considered to be true, real, or certain without proof or demonstration
Project Scope Statement
links the project to the organization's overall business goals
Status Report
periodic reviews of actual performance versus expected performance
Project Objectives
quantifiable criteria that must be met for the project to be considered a success
Project Constraint
specific factors that can limit options, including budget, delivery dates, available skilled resources, and organizational policies
Slack
the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date
Feasibility
the measure of the tangible and intangible benefits of an information system
In-sourcing (in-house development)
uses the professional expertise within an organization to develop and maintain its information technology systems
Offshore Outsourcing
using organizations from developing countries to write code and develop systems
Project Management Office (PMO)
An internal department that oversees all organizational projects
Project Deliverable
Any measurable, tangible, verifiable outcome, result, or item that is produced to complete a project or part of a project
Project Stakeholder
Individuals and organizations actively involved in the project or whose interests might be affected as a result of project execution or project completion