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Definition of Crashing (In Project Management Terms)

Definition of Crashing (In Project Management Terms)
By Sivaraj Dhanasekaran

Crashing is a schedule compression technique used to reduce or shorten the project schedule.

The PM can various measures to accomplish this goal. Some of the common methods used are

  • Adding additional resources to the critical path tasks
    This option has various constraints such as the securing of the budget to add the resources, and the availability of the resources.
  • Reduce the project requirements or scope
    This can be done only if the sponsor and major stakeholders agree to reduce the scope

After applying the crashing, the critical path might have changed and result in creating a different critical path. Always revisit the project schedule to ensure the schedule has been crashed.

Dhanasekaran, Sivaraj is a certified PMP and works as a Senior Project Manager in one of the leading MNC banks in Singapore. He has over 13 years IT experience and handled banking projects as well as managed production support team for complex Treasury applications for various MNC banks. Read the Complete Article

What Is Construction Project Management?

What Is Construction Project Management? (#1 in the Hut Project Management for Construction)
By Chris Hendrickson

The management of construction projects requires knowledge of modern management as well as an understanding of the design and construction process. Construction projects have a specific set of objectives and constraints such as a required time frame for completion. While the relevant technology, institutional arrangements or processes will differ, the management of such projects has much in common with the management of similar types of projects in other specialty or technology domains such as aerospace, pharmaceutical and energy developments.

Generally, project management is distinguished from the general management of corporations by the mission-oriented nature of a project. A project organization will generally be terminated when the mission is accomplished. According to the Project Management Institute, the discipline of project management can be defined as follows:

Project management is the art of directing and coordinating human and material resources throughout the life of a project by using modern management techniques to achieve predetermined objectives of scope, cost, time, quality and participation satisfaction. Read the Complete Article

The Project Baseline – A Project Management Definition

The Project Baseline – A Project Management Definition
By Moises Ortiz

The project’s baseline is used to measure how performance deviates from the plan. Your performance measurement would only be meaningful if you had an accurate baseline.

A project’s baseline is defined as the original scope, cost and schedule. The project’s baseline must be completely defined and documented before the project execution and control activities can begin.

Once the project starts execution, the project’s baseline is put under change control to help you evaluate any further change and its impact on the project. No meaningful measurements can be made if the scope, cost and schedule are not under strict change control disciplines.

If any change is approved then your new baseline is redefined as the original plan plus the approved change. It is a good idea to keep records that show how the plan has progressed and changed over time.

Frequent requests for changes to the project requirements may indicate that there was an incomplete initial requirements analysis or the lack of meaningful communication with users and customers early in the project initiation phase. Read the Complete Article

PMO and Project Management Dictionary

Project Management Dictionary
By John Filicetti

Below is the definition of virutally all PMO/Project Management terms as written by John Filicetti. If you want to search for a specific word/acronym, press CTRL and the letter F (at the same time) on your keyboard and enter your search word, most probably you will find it here.

Abstract resource – imaginary resource introduced so its availability and activity requirement gives an extra means of control. (For example, two jobs not being worked upon simultaneously in order to obviate an accident hazard)

Acceptance – the formal process of accepting delivery of a product or a deliverable.

Acceptance criteria – performance requirements and essential conditions that have to be achieved before project deliverables are accepted.

Acceptance test – formal, pre-defined test conducted to determine the compliance of the deliverable item(s) with the acceptance criteria.

Accountability Matrix – See responsibility assignment matrix.

Accrued costs – earmarked for the project and for which payment is due, but has not been made. Read the Complete Article

What Is a Business Project?

What Is a Business Project?
By Glen D. Ford

I know it sounds strange, but a few days ago, one of my small business clients actually asked me, “What is a business project?” I found myself wondering how to answer that. After all, we’re all being bombarded with advice about projects. The media is constantly filled with news of one project or another that fails. But they usually talk about major construction or municipal infrastructure projects. And then they try to justify business people learning about project management because of the construction failures.

But they never seem to explain what is a business project.

So in this article, I’m going to try to explain what is a business project and why it is unique from other types of projects. And while I’m at it, I’ll explain where they are the same. First of all, let’s clarify what a project is and then we’ll talk about the specific version. Read the Complete Article

The Project Executive – Role and Responsibilities

The Project Executive – Role and Responsibilities (#10 in the Hut Introduction to Project Management)
By JISC infoNet

The Project Executive would normally come from the senior management of the customer organisation – that is the organisation who are to directly use the output of the project – the new object, system, process or structure. The Executive has ultimate responsibility for the project and ‘owns’ the Business Case throughout the life of the project. He or she has the following specific responsibilities:

  • Oversee the development of the Project Brief and Business Case
  • Authorise expenditure levels, set stage tolerances and ensure funding for agreed expenditure is available
  • Authorise or reject proposed changes to cost or timescale beyond tolerance levels and all proposed changes to scope, checking for possible effects on the Business Case
  • Ensure Risks and Issues are being tracked and mitigated/resolved
  • Liaise with Programme or Corporate Management on progress
  • Organise and chair meetings of the Project Board
  • Authorise the project’s continuance or early closure at stage review meetings of the Project Board
  • Authorise formal closure of the project
  • Hold a Post-Project Review to ensure benefits are realised

JISC infoNet aims to be the UK’s leading advisory service for managers in the post-compulsory education sector promoting the effective strategic planning, implementation and management of information and learning technology. Read the Complete Article

Functional and Non-Functional Requirements: A Primer

Functional and Non-Functional Requirements: A Primer
By Ben Snyder, CEO of Systemation

What does it do and how does it work?

These two questions should be top of mind for every business analyst embarking on a new project. That’s because, at a very basic level, these two questions will guide you towards the functional and non-functional requirements that are critical for ensuring a successful end result.

Functional vs. Non-Functional: What’s the Difference?

As the questions above imply, functional requirements identify what the product should do, while non-functional requirements define how the product should work.

But those definitions probably have you asking more questions, like: Does…works—what’s the difference? and Why does it even matter?

One of the easiest ways to understand the difference between functional and non-functional requirements is to look at a real product.

For example, consider the cell phone and what it does. There are lots of bells and whistles that have become standard expectations, like calling, emailing, texting, photography, voice activation and notifications. Read the Complete Article

Do You Understand Project Scope Management?

Do You Understand Project Scope Management?
By Harry Hall

Project managers have difficulty managing project scope. Many project managers encounter scope creep, but don’t know what’s happening or what to do about it. Why? Frankly, some individuals don’t grasp the core principles.

Do you understand project scope management? Test your understanding. Try this quick quiz before reading the terms below.

Let’s review key terms for managing scope.

  • Project. A project is “a temporary endeavor undertaken to create a unique product, service, or result.” Every project is temporary. It’s not perpetual. Each project has boundaries in terms of a definite beginning and ending.
  • Program. A program is “a group of related projects, subprograms, and program activities managed in a coordinated way to obtain benefits not available from managing them separately.” The scope of a program is the sum of its related projects and program activities.

  • Product. A product is “an artifact that is produced, is quantifiable, and can be either an end item in itself or a component item.” A product may be a building, a software application, or a golf course, to name a few.

Read the Complete Article

The Project Charter: A Concise Definition

The Project Charter: A Concise Definition
By Jeremy Siegel, Northwest University

The project charter is constantly the subject of misinterpretation by many in the PM realm. Below is an accurate, concise, and clear definition of the project charter. The importance of the below definition is that it highlights the authority of the project charter especially when it comes to clearing out ambiguities and resolving high level conflicts during the execution of the project.

The Project Charter is a document that authorizes the project. It also names and empowers the project manager. Objectives of the project are established, and scope of the project is recorded. Another important aspect of the project charter is that it gives definition to what the finished product should be.

The significance of the charter endures beyond the initiating phase of the project; it serves as the unifying document for the stakeholders for the duration of the project. Read the Complete Article

What Is Kanban

What Is Kanban
By Michelle Symonds

Anyone who has ever been on project management training knows that there are constantly new and innovative methods being introduced to help you become a successful project manager. These are often based on research within the field, and the observations of experts in the field of management. If you have recently been on one of these project management courses, it is possible that you may have come across the Kanban Method.

Aims of the Kanban Method

This approach was originally formulated by David J. Anderson and there are two main aims. The first of these is to help you to remove the chaos of a project by focusing and prioritizing. The second aim is to make delivery more consistent by finding solutions to problems associated with workflow and processes.The catchphrase linked to the Kanban Method is ‘stop starting and start finishing’.

The Basic Principles

This method uses four basic principles:

  1. Use what you already do now.
Read the Complete Article

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