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 ====== Glossary ======
+===== Actual Costs =====
-===== Process Planning =====
+In business cost accounting, actual costs are the costs actually incurred in a previous accounting period. In project management, actual costs are the total costs actually incurred in a project, subproject, or work package on a particular key date. Together with planned costs and progress, actual costs are important key figures for controlling (budget control, earned value analysis, etc.).
-A schedule in [[#Project Management|project management]] is the chronological and logical arrangement of the [[#Work Package|work packages]] of a project. The result of this process planning is the [[#Network|network]] and is visualized with the help of the Gantt chart. In Projectile, project sequences are defined in the document [[..:kapitel_2:2.02.07_anordnungsbeziehung|jump order]] and realized in the [[..:kapitel_2:2.5.09_projektauswertung|project evaluation]].
+===== Backward Calculation (= Backward Scheduling) =====
-===== Offer =====
+Within the network planning technique, forward and backward calculations are required to determine the total project duration, earliest and latest dates and buffer times. Backward calculation is the method of planning a project from its scheduled end. In scheduling, a deadline is specified by which the project result must be completed. Scheduling is then carried out from the end date backwards to the latest possible start date of the project.
-An offer contains at least the description of the services to be provided (service specifications, performance specifications) and the calculation of the price to be paid by the client for these services. When submitting a binding offer, the Provider undertakes to carry out the order if the offer is accepted by the Customer. In the case of binding offers, details of payment and delivery conditions and the offer binding period are required.
+===== Basic Plan =====
-===== Relationship =====
+The basic plan comprises all data of an approved project plan on a certain key date (usually release or order placement). The baseline plan contains at least dates, durations, efforts and costs.
-A relationship denotes the quantifiable dependency between events or activities (for example, between two [[#Work Package|work packages]] of a [[#Project|project]] or between two subprojects - see also DIN 69900-1). These relations are defined in Projectile for the visualization of [[#Scheduling|scheduling]] in the document [[..:kapitel_2:2.02.07_anordnungsbeziehung|jump order]]. In practice, the following relationships are often used:
-    * Normal Sequence (End - Start)
+===== Budget, Project Budget =====
-    * Start Sequence (Start - Start)
-    * End Sequence (End - End)
-    * Jump Sequence (Start - End)
-===== Work Package =====
+According to DIN 69903, the financial resources made available in a project are the project budget. From an enterprise's point of view, the project budget includes all expenses (that is, personnel costs, travel expenses, external services, material costs, depreciation, and so on) or (from the project manager's point of view) only the funds available to the project manager for project-specific procurements. In Projectile any number [[..:kapitel_2:2.02.09_budget|budgets]].
-A work package is exactly the activity that a [[#project employee|staff member]] performs for a [[#project|project]] in a certain time. A work package is that part of a project which is not further subdivided in the [[#WBS|WBS]] and can be on any level of structure (see also DIN 69901). To achieve the [[#Project Goal|Project goal]], it is necessary to process all work packages. In Projectile the work packages are defined in the document type [[..:kapitel_2:2.02.04_arbeitspaket|work package]]. Project times can only be posted in the system to work packages and not to projects.
+===== Buffer Time =====
-===== Client (= Costumer) =====
+The buffer time is a term from the network planning technique. The buffer time is a time frame for the execution of an activity. This leeway can be used by shifting the activity and/or by extending the activity duration. You can determine four types of float time in a network by entering several specifications. The total float and the free float are the most commonly used. The total float GPi of activity i is calculated from the difference between SAZi (latest start time of i) and FAZi (earliest start time of i), or SEZi (latest finish time of i) and FEZi (earliest finish time of i). This means that the total float indicates by how much the activity can be shifted without jeopardizing the end of the project: GPi = SAZi - FAZi = SEZi - FEZi. The Free Buffer is the time that does not endanger the earliest possible start or end of the successor. (Formally: all successor operations can be performed in their earliest position). It can only occur if at least two completed operations meet the same successor. It is calculated for a "normal sequence" (end - start) by forming the difference between the earliest end of the activity in question and the earliest start of its successor. In the case of a start sequence (start - start) the earliest start dates of the operations are compared and in the case of a finish sequence (finish - finish) the earliest finish dates of the operations are compared. Beyond that.
-A client is the person responsible for a [[#project|project]]. The principal approves the project budget and the [[#scheduling|framework dates]]. In Projectile the clients are managed in the document type [[..:kapitel_2:2.01.13_basic_-_kontakt|contact]]. The person responsible for the project is in the role of the contractor vis-à-vis the client of the project. In project management, contract management and procurement deals with the relationship between the roles of the ordering party and the contractor.
+===== ButtomUp Planning =====
-===== Contractor =====
+ButtomUp planning means project planning according to the [[#ButtomUp principle|ButtomUp principle]]. In Projectile the ButtomUp planning is used by default. Here the activities, processes, times and costs are not planned in detail at project level, but are started from the work packages. After the rough project planning (definition of upper and lower project without exact time and cost planning) the work packages are defined concretely. By selecting the project, employee, activity and duration, the internal and external costs and duration are determined (see also [[#Pricing|pricing]]). These values are assigned to the assigned projects and are passed on to the next project level. All internal and external costs of a sub-project are passed up to the respective top project until the top project (root of the project tree) is reached.
-In commercial terms, the contractor is the seller of a product or service. He is the contractual partner of the [[#client (= customer)]] who purchases the service agreed in the order.
-===== Effort =====
+===== ButtomUp Principle =====
-The effort of a [[#Work Package|work package]] describes (colloquially) the amount of work necessary to produce a defined work result. Unit: person days (PT), person hours (PH).
+In project management, the buttom-up principle is the general procedure for processing or planning from work packages to the top project (i.e. from bottom to top: work package - subprojects - top project). An alternative to the ButtomUp principle is the TopDown principle.
-===== Estimate of Effort =====
+===== Calculation =====
+In accounting, costing is the process of determining unit costs (of a good, service, or semifinished product), calculating the production costs of a good, and determining sales prices. A distinction can be made between preliminary costing in the planning phase and final costing after all production or trading and sales transactions have been completed. The variances from preliminary and final costing should be interpreted and fed back into cost controlling and pricing in a feedback loop.
-An estimate of effort is the estimate of the effort required to process a [[#Work Package|work package]]. It is based on the experience of the [[#project employee|project employee]] and is the basis for [[#capacity planning|capacity]] and [[#scheduling|scheduling]]. In Projectile you can estimate the target times (i.e. the effort) at project and work package level.
+===== Capacity Requirements (= Resource Requirement) =====
-===== Gantt Chart Network (= Networked Gantt Chart, Network Gantt) =====
+Capacity or resource requirements are the personnel and resources required to process the [[#Work package|work packages]] of a [[#Project|project]], calculated from the estimated effort and time required for the network.
-A Gantt chart is an extension of the Gantt chart for displaying the dependencies between [[#Work package|work packages]] [[..:kapitel_2:2.02.07_anordnungsbeziehung|relationships]] and visualized in  [[..:kapitel_2:2.5.09_projektauswertung|project evaluation]].
+===== Capacity Planning =====
-{{:handbuch:glossar:balken-netzplan.jpg?direct}}
+Capacity planning is the quantitative allocation of the executing capacities to each individual [[#work package|work package]] necessary for the [[#project|project]], taking into account the [[#estimation of effort|estimation of effort]]. In Projectile the capacities are determined as weighted quotient of the planned working time and the planned project time in a constant time interval. If desired, the system also takes into account the probability that the planned project will become an order and weights these planned project times accordingly.
-Gantt chart (= Gantt diagram)
+===== Client (= Costumer) =====
-A Gantt chart is a diagram to visualize the time schedule of a [[#Project|project]]. The duration of a [[#Workvpackage|workvpackage]] or project is symbolized by the length of the bar in the time axis. The bars can include both actual and target data. Events or [[#Milestone|milestones]] are represented as points in time. In Projectile, processes are visualized in [[..:kapitel_2:2.5.09_projektauswertung|project evaluation]].
-{{:handbuch:glossar:netzplan.jpg?direct}}
+A client is the person responsible for a [[#project|project]]. The principal approves the project budget and the [[#scheduling|framework dates]]. In Projectile the clients are managed in the document type [[..:kapitel_2:2.01.13_basic_-_kontakt|contact]]. The person responsible for the project is in the role of the contractor vis-à-vis the client of the project. In project management, contract management and procurement deals with the relationship between the roles of the ordering party and the contractor.
-===== Basic Plan =====
+===== Contractor =====
+In commercial terms, the contractor is the seller of a product or service. He is the contractual partner of the [[#client (= customer)]] who purchases the service agreed in the order.===== Process Planning =====
-The basic plan comprises all data of an approved project plan on a certain key date (usually release or order placement). The baseline plan contains at least dates, durations, efforts and costs.
+A schedule in [[#Project Management|project management]] is the chronological and logical arrangement of the [[#Work Package|work packages]] of a project. The result of this process planning is the [[#Network|network]] and is visualized with the help of the Gantt chart. In Projectile, project sequences are defined in the document [[..:kapitel_2:2.02.07_anordnungsbeziehung|jump order]] and realized in the [[..:kapitel_2:2.5.09_projektauswertung|project evaluation]].
-===== Budget, Project Budget =====
+===== Controlling =====
+Controlling is a management subsystem within the company, whose core function is the acquisition, processing and analysis of data in preparation for target-oriented decisions. Project controlling is in turn a subsystem of controlling, which is limited to one or more projects.
-According to DIN 69903, the financial resources made available in a project are the project budget. From an enterprise's point of view, the project budget includes all expenses (that is, personnel costs, travel expenses, external services, material costs, depreciation, and so on) or (from the project manager's point of view) only the funds available to the project manager for project-specific procurements. In Projectile any number [[..:kapitel_2:2.02.09_budget|budgets]].
+===== Cost Center =====
-===== ButtomUp Planning =====
+A cost center is a part of an organization, delimited according to spatial, functional or allocation aspects, in which costs are incurred (causation principle). The cost center's task is to collect the costs incurred in the defined area and thus enable the person responsible to control costs. Furthermore, in the full cost accounting procedures, the cost center is a prerequisite for creating allocation rates, which are required for the allocation of overhead costs in cost object controlling.
-ButtomUp planning means project planning according to the [[#ButtomUp principle|ButtomUp principle]]. In Projectile the ButtomUp planning is used by default. Here the activities, processes, times and costs are not planned in detail at project level, but are started from the work packages. After the rough project planning (definition of upper and lower project without exact time and cost planning) the work packages are defined concretely. By selecting the project, employee, activity and duration, the internal and external costs and duration are determined (see also [[#Pricing|pricing]]). These values are assigned to the assigned projects and are passed on to the next project level. All internal and external costs of a sub-project are passed up to the respective top project until the top project (root of the project tree) is reached.
+===== Cost Determination =====
-===== ButtomUp Principle =====
+In Projectile, the cost determination, i.e. the determination of internal labour costs for a project, is represented in two stages. The highest priority in cost determination is given to the internal allocation rates of employees (see [[..:kapitel_2:2.01.24_basic_-_mitarbeiter|employee]]). These costs represent the true labor costs. If an employee does not have this allocation rate, the general internal activity rate of the company (see [[..:kapitel_2:2.01.23_basic_-_taetigkeit|activity]]) is used for the cost determination for oncharging.
-In project management, the buttom-up principle is the general procedure for processing or planning from work packages to the top project (i.e. from bottom to top: work package - subprojects - top project). An alternative to the ButtomUp principle is the TopDown principle.
+===== Cost Unit =====
-===== Controlling =====
+A cost object is a reference object to which costs are assigned in business cost accounting. A distinction is made between overhead cost objects and sales-oriented cost objects. Overhead cost objects are cost objects that collect the costs of internal activities or projects without, however, leading to the sale of these activities on the market and thus to revenues that affect sales. The sales-oriented cost objects are cost objects to which both the activity-related costs and the revenues from sales are assigned. In this case, the cost object is also a revenue object.
-Controlling is a management subsystem within the company, whose core function is the acquisition, processing and analysis of data in preparation for target-oriented decisions. Project controlling is in turn a subsystem of controlling, which is limited to one or more projects.
 ===== CPI =====
@@ Line 76: / Line 73: @@
 The CPI (Cost Performance Index) is the cost-related performance indicator of Earned Value Analysis. It is formed from the ratio of earned value and actual expenses. This means that if the CPI is greater than 100% (or 1.00), the project results were achieved at lower cost than originally planned, whereas if the CPI is less than 100% (or 1.00), the project is over budget.
+===== Critical Path =====
-===== Earned Value Analysis =====
+The critical path identifies the path by a [[#network|network]] on which the floats are zero, that is, every missed deadline for activities or events on the critical path directly affects the project finish date. All [[#work package|work packages]] in a network that cannot be shifted in time without causing a shift in the project end date are on the critical path.
-Earned value analysis is a method of making the progress of a project measurable and predictable at any time. The key figure used to do this according to this method is also referred to as earned value. From the three basic variables of earned value, planned and actual expenses, the cost variance, the schedule variance as absolute variables and the cost performance index (CPI) and the schedule performance index (SPI) as relative variables are determined.
+===== Degree of Completion =====
-===== Resource Planning (= Capacity Planning) =====
+The degree of completion of a [[#Work package|work package]] or [[#Project|project]] corresponds exactly to the percentage at which the work on a work package or project has been completed. Quantitatively, the POC is the quotient of the actual time and the target time. Qualitatively, it is the percentage at which the project or work package has been completed in terms of content. The status of a project can be determined by the difference between these ratios. In Projectile, qualitative degrees of completion for projects can be defined in the document type [[..:kapitel_2:2.02.08_fertigstellungsgrad|degree of completion]]. The project status and degrees of completion are documented in the project documentation and in the automatically generated status reports.
-Resource planning is the planning of the temporal deployment of the resources involved in the project execution, depending on their availability.In Projectile, the planning components consist of the calculation of the free capacities of the individual [[#project team members|employees]], as well as the planning of the resources.
+===== Earned Value Analysis =====
-===== Degree of Completion =====
+Earned value analysis is a method of making the progress of a project measurable and predictable at any time. The key figure used to do this according to this method is also referred to as earned value. From the three basic variables of earned value, planned and actual expenses, the cost variance, the schedule variance as absolute variables and the cost performance index (CPI) and the schedule performance index (SPI) as relative variables are determined.
-The degree of completion of a [[#Work package|work package]] or [[#Project|project]] corresponds exactly to the percentage at which the work on a work package or project has been completed. Quantitatively, the POC is the quotient of the actual time and the target time. Qualitatively, it is the percentage at which the project or work package has been completed in terms of content. The status of a project can be determined by the difference between these ratios. In Projectile, qualitative degrees of completion for projects can be defined in the document type [[..:kapitel_2:2.02.08_fertigstellungsgrad|degree of completion]]. The project status and degrees of completion are documented in the project documentation and in the automatically generated status reports.
+===== Effort =====
-===== Progress Report (= Status Reports) =====
+The effort of a [[#Work Package|work package]] describes (colloquially) the amount of work necessary to produce a defined work result. Unit: person days (PT), person hours (PH).
-Status reports are an important part of project management and project controlling. They document the progress of the individual subtasks in the project plan. It is clearly visible who is working on what, how far the task has progressed, or what problems or obstacles may exist. Furthermore, due dates are shown and the next upcoming tasks are included. Status reports are distributed to the project manager and all project participants, and form the basis of the status meetings.
+===== Estimate of Effort =====
-===== Release =====
+An estimate of effort is the estimate of the effort required to process a [[#Work Package|work package]]. It is based on the experience of the [[#project employee|project employee]] and is the basis for [[#capacity planning|capacity]] and [[#scheduling|scheduling]]. In Projectile you can estimate the target times (i.e. the effort) at project and work package level.
-Depending on the context, release means the approval of a project, the release of an item for specific purposes or the granting of certain rights to a person. In project management, approval is the permission to carry out subsequent work of a specified content. A release is often associated with quality control and is usually defined as a milestone in the project plan.
+===== Forward Calculation (= Forward Scheduling) =====
-===== Actual Costs =====
+Within the network planning technique, forward and backward calculations are required to determine the total project duration, earliest and latest dates and buffer times. Forward calculation determines the end time starting from the start of the project. In accordance with the relationships, all activities and events are entered one after the other from the start of the process with their respective durations, time intervals, floats, and so on, in the appropriate calendar.
-In business cost accounting, actual costs are the costs actually incurred in a previous accounting period. In project management, actual costs are the total costs actually incurred in a project, subproject, or work package on a particular key date. Together with planned costs and progress, actual costs are important key figures for controlling (budget control, earned value analysis, etc.).
+===== Gantt Chart Network (= Networked Gantt Chart, Network Gantt) =====
-===== Calculation =====
+A Gantt chart is an extension of the Gantt chart for displaying the dependencies between [[#Work package|work packages]] [[..:kapitel_2:2.02.07_anordnungsbeziehung|relationships]] and visualized in  [[..:kapitel_2:2.5.09_projektauswertung|project evaluation]].
-In accounting, costing is the process of determining unit costs (of a good, service, or semifinished product), calculating the production costs of a good, and determining sales prices. A distinction can be made between preliminary costing in the planning phase and final costing after all production or trading and sales transactions have been completed. The variances from preliminary and final costing should be interpreted and fed back into cost controlling and pricing in a feedback loop.
-===== Capacity Requirements (= Resource Requirement) =====
+{{:handbuch:glossar:balken-netzplan.jpg?direct}}
-Capacity or resource requirements are the personnel and resources required to process the [[#Work package|work packages]] of a [[#Project|project]], calculated from the estimated effort and time required for the network.
+Gantt chart (= Gantt diagram)
+A Gantt chart is a diagram to visualize the time schedule of a [[#Project|project]]. The duration of a [[#Workvpackage|workvpackage]] or project is symbolized by the length of the bar in the time axis. The bars can include both actual and target data. Events or [[#Milestone|milestones]] are represented as points in time. In Projectile, processes are visualized in [[..:kapitel_2:2.5.09_projektauswertung|project evaluation]].
-===== Capacity Planning =====
+{{:handbuch:glossar:netzplan.jpg?direct}}
-Capacity planning is the quantitative allocation of the executing capacities to each individual [[#work package|work package]] necessary for the [[#project|project]], taking into account the [[#estimation of effort|estimation of effort]]. In Projectile the capacities are determined as weighted quotient of the planned working time and the planned project time in a constant time interval. If desired, the system also takes into account the probability that the planned project will become an order and weights these planned project times accordingly.
+===== Invoicing (= Settlement of Expenses) =====
+In the case of invoicing, goods or services provided by the supplier are remunerated by the buyer according to agreement. Remuneration can be based on expenses or fixed prices and is usually controlled by payment plans. In the case of an effort-based remuneration, the customer often requests a detailed list of all expenses or costs incurred when issuing the invoice. DIN 69903 interprets invoicing as the entire process from cost recording, allocation and invoicing to the recognition of the invoice. In Projectile this functionality is represented by the [[..:kapitel_2:2.04_fakturamodul_optional|invoicing module]].
 ===== Key Figures =====
@@ Line 117: / Line 116: @@
 Key figures are consolidated values that can be calculated from document data or other key figures using algorithms and that describe a document. Each key figure is assigned an ID for unique identification. Projectile supports key figures for the masks [[..:kapitel_2:2.01.13_basic_-_kontakt|contact]], [[..:kapitel_2:2.02.02_projekt|project]], [[..:kapitel_2:2.02.04_arbeitspaket|work package]] and [[..:kapitel_2:2.01.24_basic_-_mitarbeiter|employee]]. The use of key figures in Projectile allows the user to create total values, values at any time and values for any period. The values created by a key figure are given a creation date so that they can be kept and reused without having to be recalculated. In addition, each key figure can be assigned to a document, which can be used to integrate key figures into screen views and reports.
-===== Cost Determination =====
+===== Knowledge Management =====
-In Projectile, the cost determination, i.e. the determination of internal labour costs for a project, is represented in two stages. The highest priority in cost determination is given to the internal allocation rates of employees (see [[..:kapitel_2:2.01.24_basic_-_mitarbeiter|employee]]). These costs represent the true labor costs. If an employee does not have this allocation rate, the general internal activity rate of the company (see [[..:kapitel_2:2.01.23_basic_-_taetigkeit|activity]]) is used for the cost determination for oncharging.
+Knowledge management describes a direction of management theory that aims to use and develop knowledge in organizations in order to achieve the company goals in the best possible way. Contributions to knowledge management are developed in many disciplines, especially in business informatics, business administration, computer science, social science or information science.
-===== Cost Center =====
-A cost center is a part of an organization, delimited according to spatial, functional or allocation aspects, in which costs are incurred (causation principle). The cost center's task is to collect the costs incurred in the defined area and thus enable the person responsible to control costs. Furthermore, in the full cost accounting procedures, the cost center is a prerequisite for creating allocation rates, which are required for the allocation of overhead costs in cost object controlling.
-===== Cost Unit =====
-A cost object is a reference object to which costs are assigned in business cost accounting. A distinction is made between overhead cost objects and sales-oriented cost objects. Overhead cost objects are cost objects that collect the costs of internal activities or projects without, however, leading to the sale of these activities on the market and thus to revenues that affect sales. The sales-oriented cost objects are cost objects to which both the activity-related costs and the revenues from sales are assigned. In this case, the cost object is also a revenue object.
-===== Critical Path =====
-The critical path identifies the path by a [[#network|network]] on which the floats are zero, that is, every missed deadline for activities or events on the critical path directly affects the project finish date. All [[#work package|work packages]] in a network that cannot be shifted in time without causing a shift in the project end date are on the critical path.
 ===== Milestone =====
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 A milestone is a significant control event in the [[#project plan|project plan]], defined by a deadline and results, which must be available by this deadline in the quality agreed upon in the project order. Typical milestones are typically critical intermediate results, acceptances, production starts, etc. In Projectile the milestones are defined in the document type [[..:kapitel_2:2.02.05_meilenstein|milestone]] and the trend dates for the [[#Milestone Trend Analysis|milestone trend analysis]] are managed int the document type [[..:kapitel_2:2.02.06_trendtermin|trend date]].
-===== Meilenstein-Trend-Analyse =====
+===== Milestone Trend Analysis =====
 The milestone trend analysis is a future-oriented instrument for the schedule control of a [[#project|project]]: At regular reporting dates, the [[#scheduling|scheduling]] of the project is re-estimated by querying trend data of the expected milestone achievement. A trend about the project's adherence to schedules can be derived from the curve. The trend dates for the milestones can be managed in the document type [[..:kapitel_2:2.02.06_trendtermin|trend date]] and the analysis is visualized in the  [[..:kapitel_2:2.5.09_projektauswertung|project evaluation]].
@@ Line 146: / Line 133: @@
 Multi-project management is the simultaneous planning, comprehensive control and monitoring of several (interdependent) projects. Entire project portfolios are considered here. Multi-project management is located in the area of conflict between operative and strategic decisions. At the strategic level, it is important to put together the project portfolio "correctly" and set the "right" priorities, and at the operational level, it is important to handle the individual projects economically, resolve resource conflicts and solve time-related bottlenecks.
-===== Successor =====
-The successor is a component of [[..:kapitel_2:2.02.07_anordnungsbeziehung|relation ship]] and describes the relationships of processes within a process chain. Due to the logic of processing steps for manufacturing a product or service, certain processes may only be executed after one or more other processes have been completed. In network technology in project planning, the successor is an activity that follows another activity.
 ===== Network Map =====
@@ Line 159: / Line 141: @@
 The network planning technique is an instrument for planning, controlling and monitoring [[#Project|projects]]. Basically, [[#Project Structure Plan|project structure plan]] and [[#scheduling|scheduling]] are required for this; ideally, cost planning and  [[#capacity planning|capacity planning]] are also included. Two methods of network planning are commonly used in practice: the Critical Path Method (CPM) and the Metra Potential Method (MPM). In CPM, the activities are displayed as arrows and the nodes represent events. In many cases, so-called sham operations are required. In MPM, the operations are displayed as nodes and the arrows show the dependencies of the nodes on each other.
+===== Offer =====
+An offer contains at least the description of the services to be provided (service specifications, performance specifications) and the calculation of the price to be paid by the client for these services. When submitting a binding offer, the Provider undertakes to carry out the order if the offer is accepted by the Customer. In the case of binding offers, details of payment and delivery conditions and the offer binding period are required.
 ===== Organizational Unit =====
 An organizational unit is an element of the organizational plan, which is usually visualized in the organizational chart. Examples of organizational units are subsidiaries, branches, divisions or departments. In Projectile organizational units are visualized with the help of the mask [[..:kapitel_2:2.01.27_basic_-_unit|unit]].
+===== Payment Plan =====
+A payment plan denotes a sequence of invoices where the total price is paid in a series of instalments according to the previously agreed dependency of delivery and instalments.
 ===== Phase =====
@@ Line 177: / Line 168: @@
 Portfolio management refers to the management of a portfolio, i.e. an inventory of investments. The portfolio management process includes portfolio planning (selection and analysis), portfolio realization (monitoring and auditing) and portfolio control (performance measurement, attribution). With regard to projects, the focus is on questions regarding the alignment of project goals with corporate strategy, project evaluation and the earnings prospects of projects. Portfolio management methods include the compilation, structuring and determination of key figures for portfolios, the evaluation and prioritization of investments and the simulation of possible portfolios.
+===== Predecessor =====
+The predecessor is a component of the [[..:kapitel_2:2.02.07_anordnungsbeziehung|relationship]] and describes the relationships between processes within a process chain. Due to the logic of processing steps for the production of a product or service, certain operations may only be executed after one or more other operations have been completed. In network technology in project planning, the predecessor is an activity that precedes another activity.
 ===== Pricing =====
@@ Line 207: / Line 203: @@
 If no date-related record can be determined, the hierarchy mentioned first applies.
+===== Process =====
+The work packages that are defined in work breakdown structure planning are activities (in the sense of network planning). The activities are then linked to each other by relationships. Depending on the network type, activities are symbolized by arrows or nodes. During project planning, activities are formed from the work packages.
 ===== Profit =====
@@ Line 213: / Line 213: @@
 In Projectile the profit of a project is determined as the difference between sales and costs, i.e. profit [EUR] = sales [EUR] - costs [EUR].
 The percentage profit is determined as the quotient of absolute profit by sales: Profit [%] = (Profit [EUR] / Sales [EUR]) * 100.
+===== Progress Report (= Status Reports) =====
+Status reports are an important part of project management and project controlling. They document the progress of the individual subtasks in the project plan. It is clearly visible who is working on what, how far the task has progressed, or what problems or obstacles may exist. Furthermore, due dates are shown and the next upcoming tasks are included. Status reports are distributed to the project manager and all project participants, and form the basis of the status meetings.
 ===== Project =====
@@ Line 229: / Line 233: @@
 Project controlling is a method for early detection of project deviations by comparing planned and actual results. The project report or an evaluation of the [[#project manager|project manager]] is used to assess the deviations. The procedure for project controlling must already be defined in the project order. In Projectile, evaluations for controlling (target/actual comparisons for projects, work packages and times) are generated in [[..:kapitel_2:2.5.09_projektauswertung|project evaluation]].
-===== Project Documentation =====
+===== Project Coordination =====
+Project coordination is the central form of project framework organization. For the duration of a project, the existing line organization is extended by the staff function of a project coordinator. As a rule, however, it does not have any decision-making or instructional authority over the line functions.===== Project Documentation =====
 The project documentation is (according to DIN 69901) the compilation of selected, essential data about configuration, organisation, use of resources, solutions, procedure and achieved goals of the project. A project documentation consists at least of project reports, final project reports and functional specifications.
-===== Project Coordination =====
+===== Project Goal =====
-Project coordination is the central form of project framework organization. For the duration of a project, the existing line organization is extended by the staff function of a project coordinator. As a rule, however, it does not have any decision-making or instructional authority over the line functions.
+The project goal is part of [[#Project Order|project order]] and consists of three components
+    * Content
+    * Time
+    * Costs
+It must be accessible, complete, consistent, testable, documented and agreed between [[#Client|client]] and [[#Project Manager|project management]].
 ===== Project Manager =====
@@ Line 244: / Line 256: @@
 Project management is a concept that serves to handle projects in a goal-oriented and efficient manner. This includes organizational, methodological and interpersonal aspects (see also  [[..:kapitel_1:1_einfuehrung_in_das_projektmanagement|section 1]]).
-===== Project Team Members =====
-In principle, project members are all persons involved in a project, even if they do not belong directly to the [[#Project team|project team]]. The project members in Projectile are managed in the document type [[..:kapitel_2:2.01.24_basic_-_mitarbeiter|employee]].
 ===== Project Plan =====
@@ Line 271: / Line 279: @@
 Project structuring is the development of a work breakdown structure. A project is divided hierarchically into smaller and smaller elements from [[#Project|project]], through the sub-projects to the [[#Work package|work packages]]. The lowest level of structuring is the basis for the further [[#Project planning|project planning]].
-===== Work Breakdown Structure =====
-A work breakdown structure (WBS) is the division of a project into work-related parts, such as phases, work orders, and work steps.
-{{:handbuch:glossar:struktur_plan.gif?direct}}
-In Projectile, work breakdown structures are generated in the [[gui5:handbuch:kapitel_2:2.5.09_projektauswertung|project evaluation]].
 ===== Project Team =====
@@ Line 283: / Line 284: @@
 The project team consists of the [[#Project Members|project staff]] who, together with the [[#Project Manager|project leader]], are responsible for project implementation. The project team is defined in the [[#Project|project]] document type for each parent project.
-===== Project Goal =====
+===== Project Team Members =====
-The project goal is part of [[#Project Order|project order]] and consists of three components
+In principle, project members are all persons involved in a project, even if they do not belong directly to the [[#Project team|project team]]. The project members in Projectile are managed in the document type [[..:kapitel_2:2.01.24_basic_-_mitarbeiter|employee]].
-    * Content
-    * Time
-    * Costs
-It must be accessible, complete, consistent, testable, documented and agreed between [[#Client|client]] and [[#Project Manager|project management]].
+===== Relationship =====
+A relationship denotes the quantifiable dependency between events or activities (for example, between two [[#Work Package|work packages]] of a [[#Project|project]] or between two subprojects - see also DIN 69900-1). These relations are defined in Projectile for the visualization of [[#Scheduling|scheduling]] in the document [[..:kapitel_2:2.02.07_anordnungsbeziehung|jump order]]. In practice, the following relationships are often used:
-===== Buffer Time =====
+    * Normal Sequence (End - Start)
+    * Start Sequence (Start - Start)
+    * End Sequence (End - End)
+    * Jump Sequence (Start - End)
-The buffer time is a term from the network planning technique. The buffer time is a time frame for the execution of an activity. This leeway can be used by shifting the activity and/or by extending the activity duration. You can determine four types of float time in a network by entering several specifications. The total float and the free float are the most commonly used. The total float GPi of activity i is calculated from the difference between SAZi (latest start time of i) and FAZi (earliest start time of i), or SEZi (latest finish time of i) and FEZi (earliest finish time of i). This means that the total float indicates by how much the activity can be shifted without jeopardizing the end of the project: GPi = SAZi - FAZi = SEZi - FEZi. The Free Buffer is the time that does not endanger the earliest possible start or end of the successor. (Formally: all successor operations can be performed in their earliest position). It can only occur if at least two completed operations meet the same successor. It is calculated for a "normal sequence" (end - start) by forming the difference between the earliest end of the activity in question and the earliest start of its successor. In the case of a start sequence (start - start) the earliest start dates of the operations are compared and in the case of a finish sequence (finish - finish) the earliest finish dates of the operations are compared. Beyond that.
+===== Release =====
-===== Invoicing (= Settlement of Expenses) =====
+Depending on the context, release means the approval of a project, the release of an item for specific purposes or the granting of certain rights to a person. In project management, approval is the permission to carry out subsequent work of a specified content. A release is often associated with quality control and is usually defined as a milestone in the project plan.
-In the case of invoicing, goods or services provided by the supplier are remunerated by the buyer according to agreement. Remuneration can be based on expenses or fixed prices and is usually controlled by payment plans. In the case of an effort-based remuneration, the customer often requests a detailed list of all expenses or costs incurred when issuing the invoice. DIN 69903 interprets invoicing as the entire process from cost recording, allocation and invoicing to the recognition of the invoice. In Projectile this functionality is represented by the
+===== Resource Planning (= Capacity Planning) =====
- [[..:kapitel_2:2.04_fakturamodul_optional|invoicing module]].
+Resource planning is the planning of the temporal deployment of the resources involved in the project execution, depending on their availability.In Projectile, the planning components consist of the calculation of the free capacities of the individual [[#project team members|employees]], as well as the planning of the resources.
 ===== Resources  =====
@@ Line 309: / Line 313: @@
 The disposition of personnel, material resources and other aids required for project work is the task of resource management. The aim of resource management is to ensure that resources are used optimally and that projects are supplied with these resources as fairly as possible. The operating times for resources must be kept as short as possible, since they burden the project budget with the corresponding costs. From the point of view of the organization, the aim is to achieve the most even and high utilization of resources.
-===== Backward Calculation (= Backward Scheduling) =====
-Within the network planning technique, forward and backward calculations are required to determine the total project duration, earliest and latest dates and buffer times. Backward calculation is the method of planning a project from its scheduled end. In scheduling, a deadline is specified by which the project result must be completed. Scheduling is then carried out from the end date backwards to the latest possible start date of the project.
 ===== SPI =====
 The SPI (Schedule Performance Index) is the time-related performance indicator used in earned value analysis. It is formed from the ratio of earned value and plan expenses. This means that if the SPI is greater than 1.00 (100%), the project results have been achieved faster than originally planned, whereas if the SPI is less than 1.00 (100%), the project is progressing too slowly.
+===== Successor =====
+The successor is a component of [[..:kapitel_2:2.02.07_anordnungsbeziehung|relation ship]] and describes the relationships of processes within a process chain. Due to the logic of processing steps for manufacturing a product or service, certain processes may only be executed after one or more other processes have been completed. In network technology in project planning, the successor is an activity that follows another activity.
 ===== Subproject =====
@@ Line 334: / Line 338: @@
 In [[#Project Management|project management]], the top-down principle refers to the general procedure for processing or planning from the superordinate projects to the individual [[#Work Package|work packages]] (i.e. from top to bottom: overall project - subprojects - work package).
-===== Process =====
+===== Work Breakdown Structure =====
-The work packages that are defined in work breakdown structure planning are activities (in the sense of network planning). The activities are then linked to each other by relationships. Depending on the network type, activities are symbolized by arrows or nodes. During project planning, activities are formed from the work packages.
+A work breakdown structure (WBS) is the division of a project into work-related parts, such as phases, work orders, and work steps.
-===== Predecessor =====
+{{:handbuch:glossar:struktur_plan.gif?direct}}
-The predecessor is a component of the [[..:kapitel_2:2.02.07_anordnungsbeziehung|relationship]] and describes the relationships between processes within a process chain. Due to the logic of processing steps for the production of a product or service, certain operations may only be executed after one or more other operations have been completed. In network technology in project planning, the predecessor is an activity that precedes another activity.
+In Projectile, work breakdown structures are generated in the [[gui5:handbuch:kapitel_2:2.5.09_projektauswertung|project evaluation]].
-===== Forward Calculation (= Forward Scheduling) =====
+===== Work Package =====
-Within the network planning technique, forward and backward calculations are required to determine the total project duration, earliest and latest dates and buffer times. Forward calculation determines the end time starting from the start of the project. In accordance with the relationships, all activities and events are entered one after the other from the start of the process with their respective durations, time intervals, floats, and so on, in the appropriate calendar.
+A work package is exactly the activity that a [[#project employee|staff member]] performs for a [[#project|project]] in a certain time. A work package is that part of a project which is not further subdivided in the [[#WBS|WBS]] and can be on any level of structure (see also DIN 69901). To achieve the [[#Project Goal|Project goal]], it is necessary to process all work packages. In Projectile the work packages are defined in the document type [[..:kapitel_2:2.02.04_arbeitspaket|work package]]. Project times can only be posted in the system to work packages and not to projects.
-===== Knowledge Management =====
-Knowledge management describes a direction of management theory that aims to use and develop knowledge in organizations in order to achieve the company goals in the best possible way. Contributions to knowledge management are developed in many disciplines, especially in business informatics, business administration, computer science, social science or information science.
-===== Payment Plan =====
-A payment plan denotes a sequence of invoices where the total price is paid in a series of instalments according to the previously agreed dependency of delivery and instalments.

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