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The project schedule is a calendar that links the tasks to be done with the resources that will do them. It is the core of the project plan used to show the organization how the work will be done, commit people to the project, determine resource needs, and used as a kind of checklist to make sure that every task necessary is performed.
The purpose of reporting is to share the information required to manage issues and Manage CSSQ (Cost, Scope, Schedule, and Quality). It is functional to the objective of delivering the project outputs with the expected quality and within the time and cost constrains defined in the project plan document. (see also the project triangle).
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Analyzing progress compared to the baseline schedule is known as earned value management. [5] The inputs of the project planning phase 2 include the project charter and the concept proposal. The outputs of the project planning phase include the project requirements, the project schedule, and the project management plan. [6]
The project has two critical paths: activities B and C, or A, D, and F – giving a minimum project time of 7 months with fast tracking. Activity E is sub-critical, and has a float of 1 month. The critical path method (CPM), or critical path analysis (CPA), is an algorithm for scheduling a set of project activities. [1]
In a project network, a dependency is a link among a project's terminal elements. [citation needed]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.
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The most detailed elements of a WBS hierarchy (or the items in a list) are called work packages. Work packages are then often devolved further in the project schedule into tasks or activities. The second step is to assign a value, called planned value (PV), to each work package. For large projects, PV is almost always an allocation of the total ...