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• Детальная информация о проектах (3)

PMBOK. 3я редакция (eng) [A-C]

Accept. The act of formally receiving or acknowledging something and regarding it as being true, sound, suitable, or complete.

Acceptance. See accept.

Acceptance Criteria. Those criteria, including performance requirements and essential conditions, which must be met before project deliverables are accepted.

Acquire Project Team [Process]. The process of obtaining the human resources needed to complete the project.

Activity. A component of work performed during the course of a project. See also schedule activity.

Activity Attributes [Output/Input]. Multiple attributes associated with each schedule activity that can be included within the activity list. Activity attributes include activity codes,
predecessor activities, successor activities, logical relationships, leads and lags, resource requirements, imposed dates, constraints, and assumptions.

Activity Code. One or more numerical or text values that identify characteristics of the work or in some way categorize the schedule activity that allows filtering and ordering of
activities within reports.

Activity Definition [Process]. The process of identifying the specific schedule activities that need to be performed to produce the various project deliverables.

Activity Description (AD). A short phrase or label for each schedule activity used in conjunction with an activity identifier to differentiate that project schedule activity from other schedule activities. The activity description normally describes the scope of work of the schedule activity.

Activity Duration. The time in calendar units between the start and finish of a schedule activity. See also actual duration, original duration, and remaining duration.

Activity Duration Estimating [Process]. The process of estimating the number of work periods that will be needed to complete individual schedule activities.

Activity Identifier. A short unique numeric or text identification assigned to each schedule activity to differentiate that project activity* from other activities. Typically unique
within any one project schedule network diagram.

Activity List [Output/Input]. A documented tabulation of schedule activities that shows the activity description, activity identifier, and a sufficiently detailed scope of work description so project team members understand what work is to be performed.

Activity-on-Arrow (AOA). See arrow diagramming method.

Activity-on-Node (AON). See precedence diagramming method.

Activity Resource Estimating [Process]. The process of estimating the types and quantities of resources required to perform each schedule activity.

Activity Sequencing [Process]. The process of identifying and documenting dependencies among schedule activities.

Actual Cost (AC). Total costs actually incurred and recorded in accomplishing work performed during a given time period for a schedule activity or work breakdown structure component. Actual cost can sometimes be direct labor hours alone, direct costs alone, or all costs including indirect costs. Also referred to as the actual cost of work performed (ACWP). See also earned value management and earned value technique.

Actual Cost of Work Performed (ACWP). See actual cost (AC).

Actual Duration. The time in calendar units between the actual start date of the schedule activity and either the data date of the project schedule if the schedule activity is in progress or the actual finish date if the schedule activity is complete.

Actual Finish Date (AF). The point in time that work actually ended on a schedule activity. (Note: In some application areas, the schedule activity is considered “finished” when work is “substantially complete.”)

Actual Start Date (AS). The point in time that work actually started on a schedule activity. Analogous Estimating [Technique]. An estimating technique that uses the values of parameters, such as scope, cost, budget, and duration or measures of scale such as size, weight, and complexity from a previous, similar activity as the basis for estimating the same parameter or measure for a future activity. It is frequently used to estimate a parameter when there is a limited amount of detailed information about the project (e.g., in the early phases). Analogous estimating is a form of expert judgment. Analogous estimating is most reliable when the previous activities are similar in fact and not just in appearance, and the project team members preparing the estimates have the needed expertise.

Application Area. A category of projects that have common components significant in such projects, but are not needed or present in all projects. Application areas are usually defined in terms of either the product (i.e., by similar technologies or production methods) or the type of customer (i.e., internal versus external, government versus commercial) or industry sector (i.e., utilities, automotive, aerospace, information technologies). Application areas can overlap.

Apportioned Effort (AE). Effort applied to project work that is not readily divisible into discrete efforts for that work, but which is related in direct proportion to measurable discrete work efforts. Contrast with discrete effort.

Approval. See approve.

Approve. The act of formally confirming, sanctioning, ratifying, or agreeing to something.

Approved Change Request [Output/Input]. A change request that has been processed through
the integrated change control process and approved. Contrast with requested change.

Arrow. The graphic presentation of a schedule activity in the arrow diagramming method ora logical relationship between schedule activities in the precedence diagramming
method.

Arrow Diagramming Method (ADM) [Technique]. A schedule network diagramming technique in which schedule activities are represented by arrows. The tail of the arrow represents the start, and the head represents the finish of the schedule activity. (The length of the arrow does not represent the expected duration of the schedule activity.) Schedule activities are connected at points called nodes (usually drawn as small circles) to illustrate the sequence in which the schedule activities are expected to be performed. See also precedence diagramming method.

As-of Date. See data date.

Assumptions [Output/Input]. Assumptions are factors that, for planning purposes, are considered to be true, real, or certain without proof or demonstration. Assumptions affect all aspects of project planning, and are part of the progressive elaboration of the project.  Project teams frequently identify, document, and validate assumptions as part of their planning process. Assumptions generally involve a degree of risk.

Assumptions Analysis [Technique]. A technique that explores the accuracy of assumptions and identifies risks to the project from inaccuracy, inconsistency, or incompleteness of assumptions.

Authority. The right to apply project resources*, expend funds, make decisions, or give approvals.

Backward Pass. The calculation of late finish dates and late start dates for the uncompleted portions of all schedule activities. Determined by working backwards through the schedule network logic from the project’s end date. The end date may be calculated in a forward pass or set by the customer or sponsor. See also schedule network analysis.

Bar Chart [Tool]. A graphic display of schedule-related information. In the typical bar chart, schedule activities or work breakdown structure components are listed down the left side of the chart, dates are shown across the top, and activity durations are shown as date-placed horizontal bars. Also called a Gantt chart.

Baseline. The approved time phased plan (for a project, a work breakdown structure component, a work package, or a schedule activity), plus or minus approved project scope, cost, schedule, and technical changes. Generally refers to the current baseline, but may refer to the original or some other baseline. Usually used with a modifier (e.g., cost baseline, schedule baseline, performance measurement baseline, technical baseline). See also performance measurement baseline.

Baseline Finish Date. The finish date of a schedule activity in the approved schedule baseline. See also scheduled finish date.

Baseline Start Date. The start date of a schedule activity in the approved schedule baseline. See also scheduled start date. 

Bill of Materials (BOM). A documented formal hierarchical tabulation of the physical assemblies, subassemblies, and components needed to fabricate a product.

Bottom-up Estimating [Technique]. A method of estimating a component of work. The work is decomposed into more detail. An estimate is prepared of what is needed to meet the requirements of each of the lower, more detailed pieces of work, and these estimates are then aggregated into a total quantity for the component of work. The accuracy of bottom-up estimating is driven by the size and complexity of the work identified at the lower levels. Generally smaller work scopes increase the accuracy of the estimates.

Brainstorming [Technique]. A general data gathering and creativity technique that can be used to identify risks, ideas, or solutions to issues by using a group of team members or subject-matter experts. Typically, a brainstorming session is structured so that each participant’s ideas are recorded for later analysis.

Budget. The approved estimate for the project or any work breakdown structure component or any schedule activity. See also estimate.

Budget at Completion (BAC). The sum of all the budget values established for the work to be performed on a project or a work breakdown structure component or a schedule activity. The total planned value for the project.

Budgeted Cost of Work Performed (BCWP). See earned value (EV).

Budgeted Cost of Work Scheduled (BCWS). See planned value (PV).

Buffer. See reserve.

Buyer. The acquirer of products, services, or results for an organization.

Calendar Unit. The smallest unit of time used in scheduling the project. Calendar units are generally in hours, days, or weeks, but can also be in quarter years, months, shifts, or even in minutes.

Change Control. Identifying, documenting, approving or rejecting, and controlling changes to the project baselines*.

Change Control Board (CCB). A formally constituted group of stakeholders responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project, with all decisions and recommendations being recorded.

Change Control System [Tool]. A collection of formal documented procedures that define how project deliverables and documentation will be controlled, changed, and approved. In most application areas the change control  system is a subset of the configuration management system.

Change Request. Requests to expand or reduce the project scope, modify policies, processes, plans, or procedures, modify costs or budgets, or revise schedules. Requests for a change can be direct or indirect, externally or internally initiated, and legally or contractually mandated or optional. Only formally documented requested changes are processed and only approved change requests are implemented.

Chart of Accounts [Tool]. Any numbering system used to monitor project costs* by  category (e.g., labor, supplies, materials, and equipment). The project chart of accounts is usually based upon the corporate chart of accounts of the primary performing organization. Contrast with code of accounts.

Charter. See project charter.

Checklist [Output/Input]. Items listed together for convenience of comparison, or to ensure the actions associated with them are managed appropriately and not forgotten. An example is a list of items to be inspected that is created during quality planning and applied during quality control.

Claim. A request, demand, or assertion of rights by a seller against a buyer, or vice versa, for consideration, compensation, or payment under the terms of a legally binding contract, such as for a disputed change.

Close Project [Process]. The process of finalizing all activities across all of the project process groups to formally close the project or phase.

Closing Processes [Process Group]. Those processes performed to formally terminate all activities of a project or phase, and transfer the completed product to others or close a cancelled project.

Code of Accounts [Tool]. Any numbering system used to uniquely identify each component of the work breakdown structure. Contrast with chart of accounts.

Co-location [Technique]. An organizational placement strategy where the project team members are physically located close to one another in order to improve communication, working relationships, and productivity.

Common Cause. A source of variation that is inherent in the system and predictable. On a control chart, it appears as part of the random process variation (i.e., variation from a process that would be considered normal or not unusual), and is indicated by a random pattern of points within the control limits. Also referred to as random cause. Contrast with special cause.

Communication. A process through which information is exchanged among persons using a common system of symbols, signs, or behaviors.

Communication Management Plan [Output/Input]. The document that describes: the communications needs and expectations for the project; how and in what format information will be communicated; when and where each  communication will be made;  and who is responsible for providing each type of communication. A communication management plan can be formal or informal, highly detailed or broadly framed, based on the requirements of the project stakeholders. The communication management plan is contained in, or is a subsidiary plan of, the project management plan.

Communications Planning [Process]. The process of determining the information and communications needs of the project stakeholders: who they are, what is their level of interest and influence on the project, who needs what information, when will they need it, and how it will be given to them.

Compensation. Something given or received, a payment or recompense, usually something monetary or in kind for products, services, or results provided or received.

Component. A constituent part, element, or piece of a complex whole.

Configuration Management System [Tool]. A subsystem of the overall project management system. It is a collection of formal documented procedures used to apply technical and administrative direction and surveillance to: identify and document the functional and physical characteristics of a product, result, service, or component; control any changes to such characteristics; record and report each change and its implementation status; and support the audit of the products, results, or components to verify conformance to requirements. It includes the documentation, tracking systems, and defined approval levels necessary for authorizing and controlling changes. In most application areas, the configuration management system includes the change control system.

Constraint [Input]. The state, quality, or sense of being restricted to a given course of action or inaction. An applicable restriction or limitation, either internal or external to the project, that will affect the performance of the project or a process. For example, a schedule constraint is any limitation or restraint placed on the project schedule that affects when a schedule activity can be scheduled and is usually in the form of fixed imposed dates. A cost constraint is any limitation or restraint placed on the project budget such as funds available over time. A project resource constraint is any limitation or restraint placed on resource usage, such as what resource skills or
disciplines are available and the amount of a given resource available during a specified time frame.

Contingency. See reserve.

Contingency Allowance. See reserve.

Contingency Reserve [Output/Input]. The amount of funds, budget, or time needed above the estimate to reduce the risk of overruns of project objectives to a level acceptable to the organization.

Contract [Output/Input]. A contract is a mutually binding agreement that obligates the seller to provide the specified product or service or result and obligates the buyer to pay for it.

Contract Administration [Process]. The process of managing the contract and the relationship between the buyer and seller, reviewing and documenting how a seller is performing or has performed to establish required corrective actions and provide a basis for future relationships with the seller, managing contract related changes and, when appropriate, managing the contractual relationship with the outside buyer of the project.

Contract Closure [Process]. The process of completing and settling the contract, including resolution of any open items and closing each contract.

Contract Management Plan [Output/Input]. The document that describes how a specific contract will be administered and can include items such as required documentation delivery and performance requirements. A contract management plan can be formal or informal, highly detailed or broadly framed, based on the requirements in the contract.Each contract management plan is a subsidiary plan of the project management plan.

Contract Statement of Work (SOW) [Output/Input]. A narrative description of products, services, or results to be supplied under contract.

Contract Work Breakdown Structure (CWBS) [Output/Input]. A portion of the work breakdown structure for the project developed and maintained by a seller contracting to provide a subproject or project component.

Control [Technique]. Comparing actual performance with planned performance, analyzing variances, assessing trends to effect process improvements, evaluating possible alternatives, and recommending appropriate corrective action as needed.

Control Account (CA) [Tool]. A management control point where the integration of scope, budget, actual cost, and schedule takes place, and where the measurement of performance will occur. Control accounts are placed at selected management points (specific components at selected levels) of the work breakdown structure. Each control account may include one or more work packages, but each work package may be associated with only one control account. Each control account is associated with a specific single organizational component in the organizational breakdown structure (OBS). Previously called a Cost Account. See also work package.

Control Account Plan (CAP) [Tool]. A plan for all the work and effort to be performed in a control account. Each CAP has a definitive statement of work, schedule, and time-phased budget. Previously called a Cost Account Plan.

Control Chart [Tool]. A graphic display of process data over time and against established control limits, and that has a centerline that assists in detecting a trend of plotted values toward either control limit.

Control Limits. The area composed of three standard deviations on either side of the centerline, or mean, of a normal distribution of data plotted on a control chart that reflects the expected variation in the data. See also specification limits.

Controlling. See control.

Corrective Action. Documented direction for executing the project work to bring expected future performance of the project work in line with the project management plan.

Cost. The monetary value or price of a project activity* or component that includes the monetary worth of the resources required to perform and complete the activity or component, or to produce the component. A specific cost can be composed of a combination of cost components including direct labor hours, other direct costs, indirect labor hours, other indirect costs, and purchased price. (However, in the earned value management methodology, in some instances, the term cost can represent only labor hours without conversion to monetary worth.) See also actual cost and estimate.

Cost Baseline. See baseline.

Cost Budgeting [Process]. The process of aggregating the estimated costs of individual activities or work packages to establish a cost baseline.

Cost Control [Process]. The process of influencing the factors that create variances, and controlling changes to the project budget.

Cost Estimating [Process]. The process of developing an approximation of the cost of the resources needed to complete project activities*.

Cost Management Plan [Output/Input]. The document that sets out the format and establishes the activities and criteria for planning, structuring, and controlling the project costs. A cost management plan can be formal or informal, highly detailed or broadly framed, based on the requirements of the project stakeholders. The cost management plan is contained in, or is a subsidiary plan, of the project management plan.

Cost of Quality (COQ) [Technique]. Determining the costs incurred to ensure quality. Prevention and appraisal costs (cost of conformance) include costs for quality planning, quality control (QC), and quality assurance to ensure compliance to requirements (i.e., training, QC systems, etc.). Failure costs (cost of non-conformance) include costs to rework products, components, or processes that are non-compliant, costs of warranty work and waste, and loss of reputation.

Cost Performance Index (CPI). A measure of cost efficiency on a project. It is the ratio of earned value (EV) to actual costs (AC). CPI = EV divided by AC. A value equal to or greater than one indicates a favorable condition and a value less than one indicates an unfavorable condition.

Cost-Plus-Fee (CPF). A type of cost reimbursable contract where the buyer reimburses the seller for seller’s allowable costs for performing the contract work and seller also receives a fee calculated as an agreed upon percentage of the costs. The fee varies with the actual cost.

Cost-Plus-Fixed-Fee (CPFF) Contract. A type of cost-reimbursable contract where the buyer reimburses the seller for the seller’s allowable costs (allowable costs are defined by the contract) plus a fixed amount of profit (fee). 

Cost-Plus-Incentive-Fee (CPIF) Contract. A type of cost-reimbursable contract where the buyer reimburses the seller for the seller’s allowable costs (allowable costs are defined by the contract), and the seller earns its profit if it meets defined performance criteria.

Cost-Plus-Percentage of Cost (CPPC). See cost-plus-fee.

Cost-Reimbursable Contract. A type of contract involving payment (reimbursement) by the buyer to the seller for the seller’s actual costs, plus a fee typically representing seller’s profit. Costs are usually classified as direct costs or indirect costs. Direct costs are costs incurred for the exclusive benefit of the project, such as salaries of full-time project staff. Indirect costs, also called overhead and general and administrative cost, are costs allocated to the project by the performing organization as a cost of doing business, such as salaries of management indirectly involved in the project, and cost of electric utilities for the office. Indirect costs are usually calculated as a percentage of direct costs. Cost-reimbursable contracts often include incentive clauses where, if the seller meets or exceeds selected project objectives, such as schedule targets or total cost, then the seller receives from the
buyer an incentive or bonus payment.

Cost Variance (CV). A measure of cost performance on a project. It is the algebraic difference between earned value (EV) and actual cost (AC). CV = EV minus AC. A positive value indicates a favorable condition and a negative value indicates an unfavorable condition.

Crashing [Technique]. A specific type of project schedule compression technique performed by taking action to decrease the total project schedule duration* after analyzing a number of alternatives to determine how to get the maximum schedule duration compression for the least additional cost. Typical approaches for crashing a schedule include reducing schedule activity durations and increasing the assignment of resources on schedule activities. See schedule compression and see also fast tracking.

Create WBS (Work Breakdown Structure) [Process]. The process of subdividing the major project deliverables and project work into smaller, more manageable components.

Criteria. Standards, rules, or tests on which a judgment or decision can be based, or by which a product, service, result, or process can be evaluated.

Critical Activity. Any schedule activity on a critical path in a project schedule. Most commonly determined by using the critical path method. Although some activities are “critical,” in the dictionary sense, without being on the critical path, this meaning is seldom used in the project context.

Critical Chain Method [Technique]. A schedule network analysis technique* that modifies the project schedule to account for limited resources. The critical chain method mixes  eterministic and probabilistic approaches to schedule network analysis.

Critical Path [Output/Input]. Generally, but not always, the sequence of schedule activities that determines the duration of the project. Generally, it is the longest path through the project. However, a critical path can end, as an example, on a schedule milestone that is in the middle of the project schedule and that has a finish-no-later-than imposed date schedule constraint. See also critical path method.

Critical Path Method (CPM) [Technique]. A schedule network analysis technique* used to determine the amount of scheduling flexibility (the amount of float) on various logical network paths in the project schedule network, and to determine the minimum total project duration. Early start and finish dates* are calculated by means of a forward pass, using a specified start date. Late start and finish dates* are calculated by means of a backward pass, starting from a specified completion date, which sometimes is the project early finish date determined during the forward pass calculation. 

Current Finish Date. The current estimate of the point in time when a schedule activity will be completed, where the estimate reflects any reported work progress. See also scheduled finish date and baseline finish date.

Current Start Date. The current estimate of the point in time when a schedule activity will begin, where the estimate reflects any reported work progress. See also scheduled start date and baseline start date.

Customer. The person or organization that will use the project’s product or service or result. (See also user).

01.12.2008

Решения и программные модули для IBM Rational и Microsoft

Наши решения и услуги→Решения и программные модули для IBM Rational и Microsoft

09.10.2009 03:45:30
'GanttChart for ClearQuest' Модуль отображения иерархии и планирования задач ClearQuest в виде диаграммы Ганта
Планирование и отображение иерархии задач в виде диаграммы Ганта. Представляет собой Plug-in для IBM Rational ClearQuest версий 7.0, 7.1 и выше. Модуль представляет собой практический интерес для всех, кто использует IBM Rational ClearQuest и кому не хватает возможностей по проектному управлению. Модуль не подменяет существующие продукты для управления проектами, а лишь добавляет оперативные срезы в IBM Rational ClearQuest. Для большинства пользователей функций, предоставляемых модулем достаточно для полноценного планирования и оперативного управления проектами.
Модуль не имеет аналогов!
Тип решения: Модуль - Plug-ins для IBM Rational ClearQuest Eclipse.
Ограничения: Требует предустановленного IBM Rational ClearQuest.
Поставка: Мультиплатформенный пакет.
Совместимость: Совместим с ClearQuest старше 7.0.
Поддержка кириллицы: Да (мультиязычный интерфейс)
Схема лицензирования: безлимитная лицензия на организацию
GanttChart for ClearQuest размещен в Глобальном каталоге IBM  (Российский вариант, Мировой вариант) Ему присвоен идентификатор 41151 в каталоге IBM Global Solutions Directory
Текущая версия 1.2

10.11.2008 00:25:00
Модуль расширенной интеграции ClearQuest с MS Project (ProjectTracker)

Позволяет интегрировать ClearQuest и MS Project. Модуль позволяет осуществлять более глубокую интеграцию, чем стандартный модуль Rational. 
Тип решения: Внешнее приложение, устанавливаемое на каждое клиентское место.
Ограничения: Требует предустановленного ClearQuest.
Поставка: Дистрибутив для Windows.
Совместимость: Совместим с ClearQuest любой версии.
Поддержка кириллицы: Да
Схема лицензирования: безлимитная лицензия на организацию
ProjectTracker версии 2.5.1. размещен в Глобальном каталоге IBM (Российский вариант, Мировой вариант) Ему присвоен идентификатор 38662 в каталоге IBM Global Solutions Directory

 

22.03.2008 03:19:49
Модуль UML2ClearQuest. Преобразование UML диаграмм в набор состояний ClearQuest Designer
Модуль предназначен для облегчения процесса преобразования логических диаграмм UML, описывающих  жизненный цикл запросов на изменения  в их физическую реализацию в виде схемы ClearQuest Designer. Экспорт производится из IBM Rational Software Architect, MS Visio и StarUML. Решение UML2ClearQuest обеспечивает возможность создания и модификации жизненного цикла для типов записей IBM Rational ClearQuest на основе UML-диаграмм версий 2.1 и ниже.Программа предназначена в основном для менеджеров системы IBM Rational ClearQuest, которые занимаются проектированием и разработкой схем для этой системы как для своей, так и для сторонних организаций.
Тип решения: Внешнее приложение RSA, Visio, StarUML.
Ограничения: Не требует дополнительной настройки.
Поставка: Дистрибутив для Windows.
Совместимость: Совместим с любой версией ClearQuest, RSA, Visio, StarUML. Поддерживает любую схему ClearQuest.
Поддержка кириллицы: Да

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