| SAS/OR User's Guide: Project Management |
Glossary of Project Management Terms
An element of work performed during the course of a project. An activity
normally has an expected duration, an expected cost, and expected resource
requirements. Activities are often subdivided into tasks.
The maximum amount of time that an activity can be delayed due to lack
of resources.
See arrow diagramming method.
See precedence diagramming method.
A priority value assigned to activities to provide an ordering for activities
that are waiting for resources (during resource-constrained scheduling).
Allowing activities to be split into segments during resource allocation.
In some instances, preemption of activities may free a resource to be used
by a more critical activity.
Total costs incurred (direct and indirect) in accomplishing work during a given
time period. See also earned value.
The calendar date work actually ended on an activity. It must be
prior to the timenow date.
The calendar date work actually began on an activity. It must be
prior to the timenow date.
Using activity resource requirements to calculate total resource needs rather
than to constrain the project schedule. Normally, resource requirements are
used to perform resource-constrained scheduling.
The alignment type is used to identify the type of constraint
associated with a target date. The following types
are available:
- Finish On
- Finish On or After
- Finish On or Before
- Start On
- Start On or After
- Start On or Before
- Mandatory Start
- Mandatory Finish
The graphic representation of an activity. See also
arrow diagramming method.
A network diagramming technique in which activities are represented by arrows.
The tail of the arrow represents the start and the head represents the finish of
the activity (the length of the arrow does not represent the expected
duration of the activity). Activities are connected at points
called nodes (usually drawn as small circles) to illustrate the sequence in which
the activities are expected to be performed. See also
precedence diagramming method.
See timenow date.
The calculation of late finish dates and late start dates for the uncompleted
portions of all network activities. Determined by working backwards through the
network logic from the project's end date. The end date can be specified,
although it is usually calculated in a forward pass.
A project schedule consisting of baseline start and
finish dates, which represent an estimated or expected
schedule, or both. This schedule is often derived from an initial set of
early, late, or scheduled
finish dates. Typically, once a baseline schedule is established, it does change
over the course of a project.
The calendar date when work is scheduled to end on an activity. This date is
usually estimated, or it can be derived from the early,
late or scheduled finish dates. Typically, once
a baseline schedule is established, it does not change over
the course of the project.
The calendar date when work was scheduled to begin on an activity. This date
is usually estimated, or it can be derived from the early,
late, or scheduled start dates. Typically, once
a baseline schedule is established, it does not change over
the course of the project.
The estimated total cost of the project when done.
The sum of the approved cost estimates (including any overhead allocation)
for activities (or portions of activities) completed during a given period
(usually project-to-date). See also earned value.
The sum of the approved cost estimates (including any overhead allocation)
for activities (or portions of activities) scheduled to be performed during a
given period (usually project-to-date). See also earned value.
A calendar identifies project work days, and it can be altered so that
weekends, holidays, vacation, weather days, and so forth are not included.
The ratio of budgeted costs to actual costs (BCWP/ACWP). The CPI is often used to
predict the magnitude of a possible cost overrun using the following formula:
original cost estimate/CPI = projected cost at completion. See also
earned value.
(1) Any difference between the estimated cost of an activity and the actual
cost of an activity.
(2) In earned value, BCWP
less ACWP.
Any activity on the critical path.
The series of activities of a project that determines the earliest completion
of the project. The critical path generally changes from time to
time as activities are completed ahead of or behind schedule. The critical path
is usually defined as those activities with total float less than
or equal to zero. See also critical path method.
A network analysis technique used to predict project duration by analyzing
which sequence of activities (which path) has the least amount of
scheduling flexibility (the least amount of total float). Early
dates are calculated by means of a forward pass using a
specified start date. Late dates are calculated by means of a
backward pass
starting from a specified completion date (usually the forward pass's calculated
project early finish date).
See loop.
See timenow date.
See logical relationship.
The number of work periods (not including holidays or other
nonworking periods) required to complete an activity or set of activities.
All activity durations are specified with the same duration unit.
The duration unit specifies the unit of time for the duration
of each activity in the project. The following choices are available:
- Second
- Minute
- Hour
- Day
- Weekday
- Week
- Month
- Qtr
- Year
In the critical path method, the earliest possible point in time on
which the uncompleted portions of an activity (or the project) can finish, based
on the network logic and any schedule constraints. Early finish dates can change
as the project progresses and changes are made to the project plan.
In the critical path method, the earliest possible point in time on
which the uncompleted portions of an activity (or the project) can start, based
on the network logic and any schedule constraints. Early start dates can change
as the project progresses and changes are made to the project plan.
(1) A method for measuring project performance. It compares the amount of work
that was planned with what was actually accomplished to determine if cost and
schedule performance is as planned. See also
actual cost of work performed,
budgeted cost of work performed,
budgeted cost of work scheduled, cost variance,
cost performance index, schedule variance, and
schedule performance index.
(2) The budgeted cost of work performed, for an
activity or group of activities.
See definition (1) under earned value.
The number of labor units required to complete an activity or other project
element. Usually expressed as staffhours, staffdays, or staffweeks. Should
not be confused with duration.
The expected total cost of an activity, group of activities, or the project
when the defined scope of work has been completed. Most techniques for
forecasting EAC include some adjustment of the original cost estimate based on
project performance to date. Also called "estimated at completion."
Often shown as EAC = Actuals-to-date + ETC. See
also earned value and estimate to complete.
The expected additional cost needed to complete an activity, a group of
activities, or the project. Most techniques for forecasting ETC include some
adjustment to the original cost estimate based on project performance to date.
Also called "estimated to complete." See also earned value
and estimate at completion.
See total float.
The calculation of the early start and early finish dates for the uncompleted
portions of all network activities. See also backward pass.
The amount of time an activity can be delayed without delaying the
early start of any immediate successor
activities. See also total float.
A graphic representation of work activities shown by a time-scaled
bar chart.
A network analysis technique that allows for conditional and
probabilistic treatment of logical relationships (that is, some
activities may not be performed).
A period of time within the project timeframe when work cannot be
scheduled. Holidays can be assigned to one or more calendars.
A modification of a logical relationship that directs a delay
of the successor task. For example, in a finish-to-start dependency with a
10-day lag, the successor activity can start 10 days after the predecessor has
finished. See also lead.
In critical path method, the latest possible point in time that an
activity can be completed without delaying a specified milestone (usually the
project finish date).
In critical path method, the latest possible point in time that an
activity can begin without delaying a specified milestone (usually the
project finish date).
A modification of a logical relationship that allows an
acceleration of the successor task. For example, in a finish-to-start
dependency with a 10-day lead, the successor activity can start 10 days
before the predecessor has finished. See also lag.
The collection of activity dependencies that make up a project
network diagram.
See network diagram.
A dependency between two project activities. The four possible types of
logical relationships are
- Finish-to-start -- the "from" activity must finish before the "to" activity can start.
- Finish-to-finish -- the "from" activity must finish before the "to" activity can finish.
- Start-to-start -- the "from" activity must start before the "to" activity can start.
- Start-to-finish -- the "from" activity must start before the "to" activity can finish.
Finish-to-start is defined as the standard (or default) logical relationship.
A network path that passes the same node twice.
Loops cannot be analyzed using traditional network analysis
techniques such as CPM and PERT. Loops are allowed
in GERT.
This value specifies the maximum number of segments that an activity can
be split into when activity splitting is allowed.
A significant event in the project, usually completion of a major deliverable.
This value specifies the minimum duration of a segment of
an activity when activity splitting is allowed.
An activity that has low total float.
See network diagram.
The process of identifying early and late start and finish dates for the
uncompleted portions of project activities. See also
critical path method,
Program Evaluation and Review Technique, and
Graphical Evaluation and Review Technique.
A schematic display of the logical relationships of project activities.
Always drawn from left to right to reflect project chronology. Often
incorrectly referred to as a "PERT chart."
See logic.
Any continuous series of connected activities that make up a project
network diagram.
One of the defining points of a network; a junction point joined to some or all
of the other dependency lines. Also, the graphic representation of an activity.
See also arrow diagramming method and
precedence diagramming method.
A dependency between two project activities that is not the standard finish
to start relationship. See logical relationship for the four
possible types of relationships.
A depiction of the project organization arranged so as to relate
work packages to organizational units.
See lead.
See supertask.
A set of sequentially connected activities in a project
network diagram.
See total float.
An estimate, expressed as a percent, of the amount of work that has
been completed on an activity or group of activities.
A specific type of project network diagram. See
Program Evaluation and Review Technique.
A network diagramming technique in which activities are represented by boxes
(or nodes). Activities are linked together by
precedence relationships to show the sequence in which the
activities are to be performed.
The term used in the precedence diagramming method for a
logical relationship. In current usage, however, precedence
relationship, logical relationship, and dependency are widely used
interchangeably regardless of the diagramming method in use.
Any activity that exists on a common path with the activity in
question and occurs before the activity in question.
See activity splitting.
An event-oriented network analysis technique used to estimate
project duration when there is a high degree of uncertainty with the
individual activity duration estimates. PERT applies the
critical path method to a weighted average duration estimate.
A temporary endeavor undertaken to create a unique product or service. A
project consists of one or more activities.
The application of knowledge, skills, tools, and techniques to project
activities in order to meet or exceed stakeholder and expectations from a
project.
An inclusive term that describes the sum of knowledge within the profession of
project management. As with other professions such as law, medicine, and
accounting, the body of knowledge rests with the practitioners and academics
who apply and advance it. The PMBOK includes proven, traditional practices
that are widely applied as well as innovative and advanced ones that have
seen more limited use.
See network diagram.
The planned dates for performing activities and the planned dates for meeting
milestones.
The amount of time needed to complete an activity.
The scheduling of activities in a project with the knowledge of
certain resource constraints and requirements. This process adjusts
activity scheduled start and finish dates to
conform to resource availability and use.
Any form of network analysis in which scheduling decisions
(start and finish dates) are driven by resource management concerns (for example,
limited resource availability or difficult-to-manage changes in resource
levels).
See project schedule.
See network analysis.
The ratio of work performed to work scheduled (BCWP/BCWS). See
earned value.
(1) Any difference between the scheduled completion of an activity and the
actual completion of that activity.
(2) In earned value, BCWP less BCWS.
The date when the activity is scheduled to be completed using the
resource-constrained scheduling process.
The date when the activity is scheduled to begin using the
resource-constrained scheduling process. This date is equal to
or greater than the early start date.
Term used in PERT for float (see also total float).
An activity that is contained within a supertask.
Any activity that exists on a common path with the activity in
question and occurs after the activity in question.
An aggregate or summary activity that contains one or more activities
(or subtasks) such that no subtask can begin until the supertask
has begun and the supertask cannot end until all of the subtasks have ended.
A date used to constrain the start or finish of an activity. The type of
constraint is identified by an alignment type.
See activity.
The calendar date that separates actual (historical) data from future
(scheduled) data.
The amount of time that an activity can be delayed from its early start
without delaying the project finish date. Total float is a mathematical calculation
and can change as the project progresses and changes are made to the project plan.
Also called "float," "slack," and "path float." See also
free float.
A deliverable-oriented grouping of project elements that organizes and defines
the total scope of the project. Each descending level represents an
increasingly detailed definition of a project component. Project components
can be products or services.
A deliverable at the lowest level of the work breakdown structure.
A work package can be divided into activities.
One or more pairs of on/off working times that define the valid working
periods within a single day.
