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The PMBOK is a widely accepted standard in project management, however there are alternatives to the PMBOK standard, and PMBOK does have its critics. One thrust of critique has come from the critical chain developers and followers (e.g. Eliyahu M. Goldratt and Lawrence P. Leach ), [ 10 ] as opposed to critical path method adherents.
In business and project management, a responsibility assignment matrix [1] (RAM), also known as RACI matrix [2] (/ ˈ r eɪ s i /; responsible, accountable, consulted, and informed) [3] [4] or linear responsibility chart [5] (LRC), is a model that describes the participation by various roles in completing tasks or deliverables [4] for a project or business process.
Two forefathers of project management are Henry Gantt, called the father of planning and control techniques, [10] who is famous for his use of the Gantt chart as a project management tool (alternatively Harmonogram first proposed by Karol Adamiecki); [11] and Henri Fayol for his creation of the five management functions that form the foundation ...
In 1987, the Project Management Institute (PMI) documented expanding these techniques across non-defense organizations. The Project Management Body of Knowledge (PMBOK) Guide provides an overview of the WBS concept, while the "Practice Standard for Work Breakdown Structures" is comparable to the DoD standard but is intended for more general ...
Tasks in project management are activity that needs to be accomplished within a defined period of time. Time limit is a narrow field of time, or a particular point in time, by which an objective or task must be accomplished. Work in project management is the amount of effort applied to produce a deliverable or to accomplish a task (a terminal ...
In project management, the resource breakdown structure (RBS) is a hierarchical list of resources related by function and resource type that is used to facilitate planning and controlling of project work. [1]
The project management triangle. The project management triangle (called also the triple constraint, iron triangle and project triangle) is a model of the constraints of project management. While its origins are unclear, it has been used since at least the 1950s. [1] It contends that:
A project plan, is a series of structured tasks, objectives, and schedule to a complete a desired outcome, according to a project managers designs and purpose.According to the Project Management Body of Knowledge (PMBOK), is: "...a formal, approved document used to guide both project execution and project control.