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A major outcome and deliverable from the project scope definition process that contains the best estimate of a project’s scope, benefits, costs, risks, and resource requirements. |
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The justification that presents the economic, technical, operational, schedule, legal and contractual, and political factors influencing a proposed information systems project. |
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Corporate Strategic Planning: |
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An ongoing process that defines the mission, objectives, and strategies of an organization |
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The use of a variety of analysis techniques for determining the financial feasibility of a project. |
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An orderly means of assessing the information needs of an organization and defining the systems, databases, and technologies that will best satisfy those needs. |
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An orderly means of assessing the information needs of an organization and defining the systems, databases, and technologies that will best satisfy those needs. |
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A benefit that cannot be easily measured in terms of dollars or with certainty |
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A cost that cannot be easily measured in terms of dollars or with certainty |
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A statement that defines what business the company is in |
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A series of statements that express an organization’s qualitative and quantitative goals for reaching a desired future position |
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A cost associated with project start up and development or system start up |
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The degree to which a proposed system will solve business problems or take advantage of business opportunities. |
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An evaluation of how key stakeholders within the organization view the proposed system. |
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A short document prepared for the customer during project initiation that describes what the project will deliver and outlines generally at a high level all work required to complete the project. |
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A document prepared for the customer that describes what the project will deliver and outlines generally at a high level all work required to complete the project. |
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An online or hardcopy repository for all project correspondence, inputs, outputs, deliverables, procedures, and standards established by the project team |
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A cost resulting from the ongoing evolution and use of a system |
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The degree to which the potential time frame and completion dates for all major activities within a project meet organizational deadlines and constraints for affecting change |
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A progressive uncontrolled increase in project scope |
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A form used in most organizations to request new development, to report problems, or to request new features within an existing system. |
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A benefit that can be measured in dollars and with certainty |
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A cost that can be measured in dollars and with certainty |
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An assessment of the development organization’s ability to construct a proposed system. |
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The process of developing a network diagram and updating the activity list from the activity definition phase |
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The relationship of project activities and external events, such as the delivery of project components |
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A bar chart showing the start and end dates for the activities of a project |
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The time required by one task before another can begin |
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The relationship of activities that cannot be performed in parallel |
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Important dates with a project schedule that are meaningful in terms of the completion of specific sets of project events |
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A schematic display that illustrates the various tasks in a project as well as their sequential relationship |
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The reiteration of the processes of activity definition, sequencing, and duration estimation as part of schedule development. |
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Work Breakdown Structure WBS: |
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The output that results from the process of dividing the entire project into manageable tasks (usually presented as a hierarchical chart or in tabular form) |
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The lowest level units illustrated in the WBS, used to estimate project schedule and budget |
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Activity Duration Estimate: |
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The process of estimating the duration of the project activities using both project scope and resource information |
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An estimating technique in which complex activities are further decomposed to a point where more accurate estimates can be made |
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The tools and infrastructure used to produce other goods and services |
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Dedicating extra resources to a particular activity in an attempt to finish the activity sooner than the scheduled completion date |
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The longest path through a network diagram illustrating the shortest amount of time in which a project can be completed. |
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A process used to determine the magnitude and criticality of schedule variations |
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PERT: Program Evaluation and Review Technique: |
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A technique that uses optimistic, pessimistic, and realistic time estimates to calculate the expected time for a particular task |
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Technique used to establish contingency reserves during a project to guard against potential risk |
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Resource Breakdown Structure: |
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A hierarchical, graphical representation of all needed resources ordered by type or category |
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The process of putting procedures and rules in place for controlling changes to the project schedules |
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The estimation of activities’ durations by averaging the optimistic, pessimistic, and most likely estimates |
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A tool for assessing organizational activity from perspectives beyond the typical financial analysis |
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Capability Maturity Models: |
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A technique used to determine a company’s capabilities with respect to a set of procedures considered as best practices within a given industry |
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Graphical, time-based charts used to display process results |
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An evaluation of the costs and benefits of alternative approaches to a proposed activity to determine the best alternative |
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The degree to which a set of inherent characteristics fulfill requirements |
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The process of ensuring that the project meets the quality standards outlined during the quality planning phase |
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The basis for which project quality is measured and reported |
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A plan specifying how quality measures will be implemented during a project |
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Operational definitions of specific, processes, events or products as well as an explanation of how they will be measured in terms of quality |
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