See project schedule network diagram.
This term is defined in the 3rd and the 4th edition of the PMBOK.
Simply explained by a PMI-certified Project Manager
See project schedule network diagram.
This term is defined in the 3rd and the 4th edition of the PMBOK.
The project management term near-critical activity refers specifically to a project work schedule activity that is designated by the project team and or the project team leader as one that has been assigned the label of having a low total float. This idea, that being one of a near-critical activity, can be applied with equal weight and equal occurrence to any particular work schedule activity and can also be applied to any particular work schedule network path depending on how the project team and or the project team leader see fit to designate. Total float is considered among the project team to represent the limit below the near-critical activity, and the determination as to whether any particular work schedule activity fits into either category is to be determined by the project team and pro the project team leader through use of expert judgment. Additionally, the designation of work schedule activities as such can vary from project to project.
This term is defined in the 3rd and the 4th edition of the PMBOK.
The project management term Monte carol analysis, despite the images that are conjured on first glance by the term, in reality has nothing to with an elaborate strategy aimed at maximizing one’s winnings when it comes to their time playing for dollars in the casino. Instead, when used in terms of project management, Monte carol analysis refers specifically to a technique in which the project team leader or project team computes and/or quantifies the complete and total project cost and/or project schedule a number of times through the use of input values that have been selected at random through the careful utilization of probability distributions or potential costs and/or potential durations. The purpose of utilization of the Monte Carlo analysis is for the sake of calculating a defined distribution scenario of possible total costs associated with the project as well as a range or possible completion dates of the project.
This term is defined in the 3rd and the 4th edition of the PMBOK.
The project management term action of monitoring and controlling processes refers specifically to those particular processes that are implemented by the project team and/or the project team leader for the sole and explicit purposes of taking a careful and thorough measurement of and to complete a through monitoring of the team’s project execution to date. The purposes of the project team’s implementation of monitoring and controlling processes include a retrospective view in hopes of potentially implementing corrective action in the event that any action of this type is deemed necessary. This can be the case when any particular phase of the project has taken a wrong turn or has possibly fallen behind schedule in regards to the execution elements. The act of monitoring and controlling project processes is essential to maintaining an efficient and effective workflow throughout the project. At the onset of the project, the project team leader may assign one or more project team members to be responsible for this activity.
This term is defined in the 3rd and the 4th edition of the PMBOK.
Throughout the entire life cycle of a project, there are going to be a number of natural time gradients that exists, and are more than likely to be defined by the eventual and natural ebbing and flowing of the project workload and the momentum of the team’s performance and the business of the schedule. However, it is typically helpful in attempting to assure that the project is moving effectively as well as to allow points in time for the project team to pause and look back on what has been accomplished to date as well as what may need to be changed in the future for the project team leader with or without the help of the project team to establish a number or series of project milestones. These milestones can occur at any point throughout the project and specifically refer to any significant or substantive point, time, or event in the life cycle of the project. These milestones typically refer to points at which large schedule events or series of events have been completed, and a new phase ort phases are set to begin. See also schedule milestone.
This term is defined in the 3rd and the 4th edition of the PMBOK.