Mastering Microsoft Project 2002

See problem identification.

The amount of time by which the early date of an activity exceeds its late date.

The process of identifying early and late start and finish dates for activities within a project.

A chart that represents the relationships between activities in a project; each activity is represented by a node on the diagram. Also called a PERT chart or flowchart.

A series of connected activities in a project network.

One-time expenditures.

Days or hours designated in a schedule when work should not be scheduled.

A computer technology used to share information between different programs.

A result toward which effort is directed.

A new utility in Project 2002 that enables troubleshooting of program problems.

See object linking and embedding.

To adjust resources, costs, and schedule while maintaining the quality standards specified in the project plan.

Costs that cannot be directly related to products and services being produced.

The amount of required resources that exceeds the resource limit.

Costs incurred in excess of budgeted or contracted costs.

Unrelated activities that can be executed simultaneously.

A higher-level element in a hierarchical structure.

A series of connected activities.

A set fee for the use of a resource.

An evaluation of the success of a project, based on how much of the budget has been spent, how much work has been done, and a comparison of actual costs vs. baseline costs.

See adaptive menu.

See Program Evaluation and Review Technique.

See network diagram.

A group of related tasks that completes a major step in a project.

An activity that has not yet started.

An expenditure set at the planning stages of a project.

See Project Management Institute.

A collection of projects, typically grouped by a common component or theme.

A component in Project Server that enables senior management and stakeholders to view graphical depictions of project resources and performance.

A component in Project Server that enables you to interactively examine changes to projects or resource staffing and then view the impact of these changes on a project portfolio.

The amount of time that an activityís start can be delayed without affecting the project completion date.

Meeting held at the end of a project to gather and summarize information about the project.

See post-implementation review.

See network diagrams.

An activity that must occur before another activity can begin.

The initial stage of the project cycle where the problem is first recognized.

A network scheduling method for project management, created by the U.S. Navy to manage the building of the first nuclear submarine; used to detemine how much time a project needs before it is completed.

A temporary endeavor undertaken to achieve a particular aim; a job that has a beginning and an end, a specified outcome, and a stated level of quality.

The stages that a project typically goes through from beginning to completion. A typical six-stage project cycle includes problem identification, definition, project design, development, implementation, and evaluation.

That stage of the project cycle where projectís objectives are defined, the scope finalized, individual activities identified and broken into logical components, resources assigned, and time and cost estimates created. The outcome of the design stage is a project budget and timeline.

A new sidepane in Project 2002 that helps you navigate through and (via wizard-like, step-by-step instructions) complete key project management operations.

The application of knowledge, skills, tools, and techniques to a broad range of activities to meet the requirements of the particular project.

The leading professional association devoted to the field of project management. Their website is located at www.pmi.org.

The events, from beginning to end, necessary to complete a project.

The individual in charge of a particular project or subproject; large projects can have multiple project managers for different aspects of the project.

A document that describes a project in detail for all project team members and managers; the proposal should include details of the projectís scope, costs, performance standards, and timelines.

See post-implementation review.

The triple constraints of time, money, and scope.