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en:handbuch:kapitel_a:glossar
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en:handbuch:kapitel_a:glossar [2009/12/16 16:46] admin |
en:handbuch:kapitel_a:glossar [2019/10/25 14:11] (current) |
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| - | ===== Approval(Freigabe)===== | + | ===== Approval ===== |
| Approval refers to, depending on the context, approving a plan, sharing something for certain purposes or granting certain rights to a person. In project management, approval is described as the authorization to carry out subsequent work with defined contents. An approval is often associated with quality control and is usually defined as a milestone in the project plan. | Approval refers to, depending on the context, approving a plan, sharing something for certain purposes or granting certain rights to a person. In project management, approval is described as the authorization to carry out subsequent work with defined contents. An approval is often associated with quality control and is usually defined as a milestone in the project plan. | ||
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| ===== Capacity Requirement (= Resource Requirement) ===== | ===== Capacity Requirement (= Resource Requirement) ===== | ||
| - | Capacity requirement or resource requirement refers to the demand of staff and resources required for processing of the [[[#Job| jobs]] of a [[#Project|project]] necessary to determine the estimated costs and the time span of the network diagram. | + | Capacity requirement or resource requirement refers to the demand of staff and resources required for processing of the [[#Job| jobs]] of a [[#Project|project]] necessary to determine the estimated costs and the time span of the network diagram. |
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| - | ===== Contractor/Agent (Auftragnehmer) ===== | + | ===== Contractor/Agent ===== |
| The contractor/agent is the salesperson of a product or a service. He/she is the contract partner of the [[#Customer|customer]], who buys the services agreed upon in the order. | The contractor/agent is the salesperson of a product or a service. He/she is the contract partner of the [[#Customer|customer]], who buys the services agreed upon in the order. | ||
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| - | ===== Customer (Auftraggeber) ===== | + | ===== Customer ===== |
| The customer is completely responsible for the [[#Project|project]]. The customer approves the project budget and the [[#Scheduling|scheduling]]. In Projectile the customer is administered in the document type [[en:handbuch:kapitel_2:2.01.13_basic_-_kontakt|customer]]. The person responsible for the project has the role of the contractor towards the customer of the project. In project management, the contract management and purchasing management deals with the relationship between the customer role and contractor role. | The customer is completely responsible for the [[#Project|project]]. The customer approves the project budget and the [[#Scheduling|scheduling]]. In Projectile the customer is administered in the document type [[en:handbuch:kapitel_2:2.01.13_basic_-_kontakt|customer]]. The person responsible for the project has the role of the contractor towards the customer of the project. In project management, the contract management and purchasing management deals with the relationship between the customer role and contractor role. | ||
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| The milestone-trend-analysis is a future-related tool for controlling the schedule of a [[#Project|project]]: On periodical reporting dates the [[#Schedule|schedule]] of the project is re-estimated through retrieving trend data of the estimated milestone achievement. From the curve progression, a trend can be inferred through the adherence of deadlines of the project. The deadlines for the milestones can be administered in the document type [[en:handbuch:kapitel_2:2.02.06_trendtermin|deadlines]] and the analysis is visualized in the [[en:handbuch:kapitel_2:2.5.09_projektauswertung|project chart]]. | The milestone-trend-analysis is a future-related tool for controlling the schedule of a [[#Project|project]]: On periodical reporting dates the [[#Schedule|schedule]] of the project is re-estimated through retrieving trend data of the estimated milestone achievement. From the curve progression, a trend can be inferred through the adherence of deadlines of the project. The deadlines for the milestones can be administered in the document type [[en:handbuch:kapitel_2:2.02.06_trendtermin|deadlines]] and the analysis is visualized in the [[en:handbuch:kapitel_2:2.5.09_projektauswertung|project chart]]. | ||
| - | {{:en:handbuch:kapitel_a:chart_mta1.jpg|}} | + | {{:en:handbuch:kapitel_a:mta1_sm.jpg|}} |
| ===== Multi-Project Management (=Program Management) ===== | ===== Multi-Project Management (=Program Management) ===== | ||
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| ===== SPI ===== | ===== SPI ===== | ||
| - | The SPI (Schedule Performance Index) is the time-related performance key figure of the earned value analysis. It is formed from the ratio of earned value and estimated effort. This means that with a SPI of greater than 1.00 (100%) the project results are delivered faster than originally planned, and with a value of less than 1.00 (100%), the project is progressing too slowly. | + | The SPI (Schedule Performance Index) is the time-related performance key figure of the earned value analysis. It is formed from the ratio of earned value and estimated effort. This means that with an SPI of greater than 1.00 (100%) the project results are delivered faster than originally planned, and with a value of less than 1.00 (100%), the project is progressing too slowly. |
| ===== Sub-Project ===== | ===== Sub-Project ===== | ||
en/handbuch/kapitel_a/glossar.1260978407.txt.gz · Last modified: 2019/10/25 14:09 (external edit)
