A listing of product requirements and deliverables to be completed, written as s

tories, and prioritized by the business to manage and organize the projects work.
A critical path method technique for calculating the late start and late finish
dates by working backward through the schedule model from the project end date.
A graphic display of schedule-related information. In the typical bar chart, sch
edule 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 s
hown as date-placed horizontal bars. See also Gantt chart.
The approved version of a work product that can be changed only through formal c
hange control procedures and is used as a basis for comparison.
Supporting documentation outlining the details used in establishing project esti
mates such as assumptions, constraints, level of detail, ranges, and confidence
levels.
Benchmarking is the comparison of actual or planned practices, such as processes
and operations, to those of comparable organizations to identify best practices
, generate ideas for improvement, and provide a basis for measuring performance.
The meetings with prospective sellers prior to the preparation of a bid or propo
sal to ensure all prospective vendors have a clear and common understanding of t
he procurement. Also known as contractor conferences, vendor conferences, or pre
-bid conferences.
A method of estimating project duration or cost by aggregating the estimates of
the lower-level components of the work breakdown structure (WBS).
A general data gathering and creativity technique that can be used to identify r
isks, ideas, or solutions to issues by using a group of team members or subject
matter experts.
The approved estimate for the project or any work breakdown structure component
or any schedule activity.
The sum of all budgets established for the work to be performed.
See reserve.
A documented economic feasibility study used to establish validity of the benefi
ts of a selected component lacking sufficient definition and that is used as a b
asis for the authorization of further project management activities.
A concept that is unique to each organization and includes tangible and intangib
le elements. Through the effective use of project, program, and portfolio manage
ment disciplines, organizations will possess the ability to employ reliable, est
ablished processes to meet enterprise objectives and obtain greater business val
ue from their investments.
The acquirer of products, services, or results for an organization.