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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.
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.
Project scope: The scope statement from the Project charter should be used as a starting point with more details about what the project includes and what it does not include (in-scope and out-of-scope). Milestone list: A list of the project milestones (the stop points that helps evaluating the progress of the project).
Test and evaluation master plan (TEMP) is a critical aspect of project management involving complex systems that must satisfy specification requirements. The TEMP is used to support programmatic events called milestone decisions that separate the individual phases of a project.
ConceptDraw PROJECT is a project management software package developed by Computer Systems Odessa for Microsoft Windows and macOS platforms. [1] It presents projects as Gantt charts with linked tasks, milestones and deadlines. [ 2 ]
James P. Lewis [7] suggests that project scope represents the area of the triangle, and can be chosen as a variable to achieve project success. He calls this relationship PCTS (Performance, Cost, Time, Scope), and suggests that a project can pick any three. The real value of the project triangle is to show the complexity that is present in any ...
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Critical chain project management uses buffer management instead of earned value management to assess the performance of a project. Some project managers feel that the earned value management technique is misleading, because it does not distinguish progress on the project constraint (i.e., on the critical chain) from progress on non-constraints ...
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