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| The sequence of activities in a project that forms the longest chain in terms of their time to complete. This path contains zero slack time. It is possible for there to be multiple critical paths in a project. Techniques used to find the critical path are called CPM, or critical path, method techniques. |
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| Pieces of work within a project that consume time. The completion of all the activities of a project marks the end of the project. |
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| A project schedule that lists all activities by their early start times. |
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| Technique that combines measures of scope, schedule, and cost for evaluating project progress. |
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| A structure where team members are assigned from the functional units of the organization. The team members remain a part of their functional units and typically are not dedicated to the project. |
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| Shows in a graphic manner the amount of time involved and the sequence in which activities can be performed. Often referred to as a bar chart. |
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| Activity that needs to be completed immediately before another activity. |
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| A project that lists all activities by their late start times. This schedule may create savings by postponing purchases of material and other costs associated with the project. |
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| A structure that blends the functional and pure project structures. Each project uses people from different functional areas. A dedicated project manager decideds what tasks need to be performed and when, but the funtional managers control which people to use. |
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| A series of related jobs usually directed toward some major output and requiring a significant period of time to perform. |
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| Planning, directing, and controlling resources (people, equipment, material) to meet the technical, cost, and time constraints of a project. |
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| A specific event in a project. |
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| A structure for organizing a project where a self-contained team works full time on the project. |
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| The hierarchy of project tasks, subtasks, and work packages. |
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