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en:gui5:handbuch:kapitel_a:glossar [2020/07/10 12:08] alexandra |
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| 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. | 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. | ||
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| - | ===== Offer ===== | ||
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| - | 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. | ||
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| - | ===== Relationship ===== | ||
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| - | 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: | ||
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| - | * Normal Sequence (End - Start) | ||
| - | * Start Sequence (Start - Start) | ||
| - | * End Sequence (End - End) | ||
| - | * Jump Sequence (Start - End) | ||
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| - | ===== Resource Planning (= Capacity Planning) ===== | ||
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| - | 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. | ||
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| - | ===== Progress Report (= Status Reports) ===== | ||
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| - | 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. | ||
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| - | ===== Release ===== | ||
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| - | 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. | ||
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| ===== Milestone ===== | ===== Milestone ===== | ||
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| 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. | 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. | ||
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| - | ===== Successor ===== | ||
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| - | 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 ===== | ===== Network Map ===== | ||
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| 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. | 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. | ||
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| + | ===== Offer ===== | ||
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| + | 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 ===== | ===== Organizational Unit ===== | ||
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| 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. | 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. | ||
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| In Projectile the profit of a project is determined as the difference between sales and costs, i.e. profit [EUR] = sales [EUR] - costs [EUR]. | 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. | The percentage profit is determined as the quotient of absolute profit by sales: Profit [%] = (Profit [EUR] / Sales [EUR]) * 100. | ||
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| + | ===== Progress Report (= Status Reports) ===== | ||
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| + | 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 ===== | ===== Project ===== | ||
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| 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 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]]). | ||
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| ===== Project Plan ===== | ===== Project Plan ===== | ||
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| 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]]. | 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 ===== | ||
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| - | A work breakdown structure (WBS) is the division of a project into work-related parts, such as phases, work orders, and work steps. | ||
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| - | {{:handbuch:glossar:struktur_plan.gif?direct}} | ||
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| - | In Projectile, work breakdown structures are generated in the [[gui5:handbuch:kapitel_2:2.5.09_projektauswertung|project evaluation]]. | ||
| ===== Project Team ===== | ===== Project Team ===== | ||
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| + | ===== 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: | ||
| + | * Normal Sequence (End - Start) | ||
| + | * Start Sequence (Start - Start) | ||
| + | * End Sequence (End - End) | ||
| + | * Jump Sequence (Start - End) | ||
| + | ===== Release ===== | ||
| + | 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. | ||
| + | ===== Resource Planning (= Capacity Planning) ===== | ||
| + | |||
| + | 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 ===== | ===== Resources ===== | ||
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| 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. | 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. | ||
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| ===== SPI ===== | ===== 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. | 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. | ||
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| + | ===== 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 ===== | ===== Subproject ===== | ||
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| 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). | 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). | ||
| - | ===== Payment Plan ===== | + | ===== Work Breakdown Structure ===== |
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| - | 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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| - | ===== 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. | + | |
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| - | ===== Process ===== | + | |
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| - | 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. | + | |
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| + | 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]]. | ||
| ===== Work Package ===== | ===== Work Package ===== | ||
| 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. | 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. | ||
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en/gui5/handbuch/kapitel_a/glossar.1594375723.txt.gz · Last modified: 2020/07/10 12:08 by alexandra
