From simple to complex, from small to large, and covering essentially all industries, engineering projects span the development of everything from structures to systems to processes to documents to software.
The possibilities are endless, but all projects are intended to create something that is one-of-a-kind; i. Projects Have Clearly Defined Outcomes. The product is unique, but it is also clearly defined and describable. Successful projects require that the end product or result is well-understood before the project begins. Said another way, the desired outcome needs to be specific, with predetermined objectives and constraints in place. Projects Contain Risk and Uncertainty.
Where traditional project management proceeds sequentially through the project management life cycle and thus clearly defines problems, scopes, and solutions, extreme project management accepts that all three aspects will change as the project proceeds and thus emphasizes continual learning over deterministic planning. Fast tracking - A schedule compression technique or duration compression technique in which the duration of a critical path is shortened by performing sections of some critical path activities concurrently instead of consecutively.
Feasibility study - An evaluation of how likely a project is to be completed effectively, or how practical it is, taking resources and requirements into consideration. Finish-To-Start - In a finish-to-start relationship, a successor activity cannot start until a predecessor activity has finished.
Finish-To-Finish - In a finish-to-finish relationship, a successor activity cannot finish until a predecessor activity has finished. Fishbone diagram - A fishbone diagram is used in project management to identify and categorize the possible causes of an effect. See also Ishikawa diagram. Fixed formula method - The fixed formula method calculates earned value in a given period of time by splitting a work package budget between the start and completion milestones of a work package.
A known proportion of value is earned upon beginning the work package, and the rest is earned upon completing the work package. Fixed price contract FPC - A fixed price contract pays an agreed-upon fee and does not incorporate other variables, such as time and cost. Flowchart - A diagram that lays out the complete sequence of steps in a process or procedure. Focused improvement - An improvement strategy based on the theory of constraints.
Attention is focused on addressing one limiting factor — called a constraint — at a time in order to optimize a system.
Fordism - Fordism, named for Henry Ford, is a manufacturing system in which mass-produced goods are priced affordably enough that those producing them may reasonably buy them with their own wages. Forecast - A prediction or estimation of future project status based on available information.
Formal acceptance - The step at which authorized stakeholders sign off on a product, indicating that it meets their expectations.
Forward pass - A technique used to calculate early start and finish dates by working forwards from a point in a project schedule model. Free float - The amount of time by which an activity can be postponed without affecting the early start dates of a successor activity. Functional manager - The individual in charge of all activities carried out by a particular functional department within an organization.
Functional organization - An organization which organizes and manages staff members in groups based on specialty areas. Functional requirements - The working characteristics of a product. These are based on how end users will use the product. Gantt chart - A Gantt chart is a type of bar chart that shows all the tasks constituting a project. Tasks are listed vertically, with the horizontal axis marking time. See also bar chart. Gate - An end-of-phase checkpoint at which decisions are made regarding whether and how to continue with the project.
See also phase gate. Goal - An objective set by an individual or an organization. It is a desired endpoint reached by setting and working towards targets. Goal setting - The process of creating specific, measurable, and attainable goals and of setting deadlines for these goals if desired. This is generally done to boost customer satisfaction. Graphical evaluation and review technique GERT - A network analysis technique that uses Monte Carlo simulation to bring a probabilistic approach to network logic and the formation of duration estimates.
It is an alternative to the PERT technique but is not often used in complex systems. Hammock activity - In a schedule network diagram, a hammock activity is a type of summary activity that represents a number of grouped - but unrelated -smaller activities that occur between two dates. Handover - In the project life cycle, a handover is the point at which deliverables are given to users. Hanger - An unplanned break in a network path, usually caused by oversights regarding activities or dependent relationships between activities.
It is a simplified project management method that can be adapted to projects with varying degrees of complexity.
It provides document templates to expedite project-related work. High-Level requirements - The high-level requirements explain the major requirements and characteristics of the final product, including its purpose as a product and within the company.
See also product description. Historical information - Data from past projects used in the planning of future projects. Human resource management plan - A human resource management plan details the roles of and relationships between personnel working on a project, as well as how personnel will be managed. Hypercritical activities - Critical path activities with negative slack time.
They are created when a sequence of critical path activities leading up to another activity is too long to be completed in the stated duration. Information distribution - The channels used to provide stakeholders with timely information and updates regarding a project.
Initiation phase — The formal start of a new project. It involves receiving proper authorization and creating a clear definition for the project. Inspection - The process of reviewing and examining the final product to assess compliance to initial requirements and expectations. Integrated assurance - The process of coordinating assurance activities across a number of assurance providers.
Integrated change control - The coordination of changes throughout all aspects of a project, including scope, budget, and schedule. Integrated master plan IMP - A project management tool used to break down project work in large, complex projects. It lists project tasks and events in a hierarchical structure and shows relationships between them. Integrated master schedule IMS - An integrated master schedule is produced from an integrated master plan.
It is a list of all project tasks represented as a networked schedule. Integration management plan - A document that explains integration planning and details how changes to project aspects will be managed. Integration planning - The process of deciding how project elements will be integrated and coordinated and how changes will be addressed throughout the project management process. Integrative management - Management processes that coordinate a number of project aspects including cost, schedule, and resources among others.
Invitation for bid - An invitation for expressions of interest that a procuring organization extends. See also request for proposal.
Ishikawa diagram - Ishikawa diagrams are used in project management to identify the possible causes of an effect. See also fishbone diagram. ISO - A set of quality-management guidelines for projects. It is a standard created by the International Organization for Standardization. Issue - Anything that can cause problems for a project. The term typically refers to major problems that cannot be tackled by the project team on their own.
Issue log - Project issues and the persons responsible for resolving them. It may also include issue status, plans for resolution, and resolution deadlines.
Iteration - A concept from iterative software development that specifies a fixed time cycle for development work, typically a few weeks long. The development life cycle consists of a number of iterations, sometimes with a functional version of the software produced at the end of each one. Iterative development prioritizes time over scope, so there are rarely concrete requirements to be achieved in an iteration.
Iterative development - Iterative development focuses on developing products in a series of repeated fixed-time iterations, instead of working towards a single deliverable. At the end of an iteration, the team assesses progress and sets targets for the next iteration. Iterative and incremental development - Iterative and incremental development is any combination of the iterative and incremental development approaches.
It is an alternative to the waterfall development method: instead of focusing on sequential development with a single end product, it passes through a number of development cycles, with an improved version of the product, called an increment, produced at the end of each iteration.
Kanban - The word kanban means visual signal in Japanese. Kanban is a visual communication approach to the project management process. It uses visual tools like sticky notes or virtual cards in an online bulletin board to represent project tasks and to track and indicate progress throughout a project. Kickoff meeting - The first meeting between a project team and stakeholders. It serves to review project expectations and to build enthusiasm for a project. Key performance indicator KPI - A Key performance indicator is a metric for measuring project success.
Key performance indicators are established before project execution begins. Late finish date - The latest possible date a scheduled activity can be completed without delaying the rest of the project. Late start date - The latest possible date a scheduled activity can be started without delaying the rest of the project.
Lateral thinking - Lateral thinking involves using a roundabout method to inspire new ideas or solutions. It can be done in a variety of ways, from using a random word to choosing an object in a room as a basis for thought.
Lean manufacturing - A production methodology based on the idea of streamlining and doing more with less, such as by providing customers with the same product value while eliminating waste and thus reducing production costs. Lean six sigma — Lean six sigma combines the no-waste ideals of lean manufacturing with the no-defects target of six sigma.
The goal of Lean six sigma is to eliminate waste and defects so that projects cost less and deliver more consistent quality. Lessons learned - The sum of knowledge gained from project work, which can be used as references and points of interest for future projects. Level of effort - Work that is not directly associated with components of a work breakdown structure but that can instead be thought of as support work.
Examples of level of effort include maintenance and accounting. Life cycle - The entire process used to build its deliverables. Life cycles are divided into a number of phases. A variety of life cycle models are in use in project management. Line of balance - A graphical technique used to illustrate relationships between repetitive tasks in projects such as building identical housing units.
Each set of repetitive tasks is illustrated as a single line on a chart. Project managers look for places where dependent tasks intersect, indicating that the successor task must be delayed. It is typically used for small projects with straightforward requirements, since sequential development makes it difficult to revise design based on testing or preliminary feedback. See also waterfall model.
Linear scheduling method - A graphical scheduling technique used to assign resources when project work consists of repetitive tasks. It focuses on maximizing resource use and reducing time wastage due to interruptions. Logic network - A chronologically arranged diagram that shows relationships between project activities.
Logical relationship - A dependency between project activities or between project activities and milestones. Management - The act of overseeing planning, personnel, and resources to achieve a goal. Management process - The act of planning and executing a project or process to meet a defined set of objectives or goals. Management processes may be carried out at multiple levels within organizations, with the scale and scope of activities typically increasing up the organizational hierarchy.
Management reserve - An allocation of money or time or both to address unforeseeable circumstances that might delay or increase the costs of a project. A management reserve is not the same as a contingency reserve, which is an allocation made for known possibilities. The senior management must typically approve any release of funds from a management reserve. Management science MS - A field of study that seeks to improve organizational decision making through the use of quantitative and scientific research methods.
It evaluates management decisions and outcomes to find optimal solutions to problems, and thus enables better decision making. See also operations research. Master project - A master project file comprises a number of smaller projects, called subprojects, arranged hierarchically. Matrix organization - Employees in a matrix organization report to more than one boss, with different lines of reporting representing different organizational projects or functions.
Maturity models allow organizations to assess themselves according to management best practices. They typically offer recommendations for improvement. Megaproject - A complex, large-scale, and high-investment project. Only hard projects may be termed megaprojects. Merge point - A point in a network diagram at which multiple predecessor activities culminate in a single successor activity.
The successor activity may not start until all the predecessor activities have finished. Milestone - Milestones indicate specific progress points or events in project timelines. They mark progress needed to complete projects successfully. Milestone schedule - A milestone schedule details the time relationships associated with project milestones. Mission statement - A concise enunciation of the goals of an activity or organization.
Mission statements are usually a short paragraph, and can be created for entire organizations or for individual projects. They are designed to provide direction and guidance.
Modern project management - An umbrella term for a number of contemporary management strategies. In contrast to traditional management, modern project management: features more recognition of quality and scope variation; refines processes more frequently; stresses collective, interdisciplinary knowledge and team consensus over individual leadership. It is also less based on traditional hierarchies- modern project teams draw from a range of organizational levels and functional areas.
For each possible decision — from the most high-risk to the most conservative — a Monte Carlo simulation provides decision makers with a range of possible outcomes and the likelihood that each will occur. MoSCoW - The MoSCoW prioritization method allows project managers to communicate with stakeholders on the importance of delivering specific requirements. The acronym indicates four categories of priority and importance for project requirements. Most Likely Duration - An estimate of the most probable length of time needed to complete an activity.
It may be used to compute expected activity duration through a technique called three-point estimation. Motivation - A reason or stimulus that makes a person behave in a certain manner. In management, motivation refers to the desire to pursue personal or organizational goals and is positively associated with productivity. Near-critical activity - A near-critical activity has only a small amount of total float, or slack time.
Near-critical activities have a high chance of becoming critical since their float is easily exhausted. Near-critical path - A series of activities with only small amounts of total float, called near-critical activities. A near-critical path may become a critical path if its float is exhausted. Negative variance - The amount by which actual project performance is worse than planned project performance. Negative variances in time and budget show the project is taking longer and is more expensive than planned, respectively.
Negotiation - A discussion to resolve an issue between parties. Negotiations can take place at any point during an activity and may be formal or informal.
Net present value NPV - Net present value is a concept that compares the present value of a unit of currency to its inflation-adjusted possible value in the future.
It allows organizations to determine the financial benefits, or lack thereof, of long-term projects. Network Path - In a schedule network diagram, a network path is a logically connected continuous series of activities. Node - In a network diagram, a node is a point at which dependency lines meet. In activity-on-node diagrams, nodes represent activities.
In activity-on-arrow diagrams, they represent events or stages. Nonlinear management NLM - Nonlinear management refers broadly to management practices which emphasize flexibility, self-organization, and adaptation to changing circumstances. It runs counter to concepts in linear management, which seek to impose structure on organizations. The defining characteristics of nonlinear management include encouragement of out-of-the-box thinking, proactivity in responding to challenges, and flexible working arrangements for employees.
Objective - A clear, concise statement about what an activity is meant to accomplish. A successful project meets all its stated objectives. Operations and maintenance - Operations and maintenance is the stage at which a project or system is handed over to staff who will put it into full operation and carry out routine maintenance. Operations management - The duty of ensuring that an organization's operations are functioning optimally. Operations managers maintain and improve the efficacy and efficiency of business processes.
They seek to develop operations which deliver high-quality outputs while keeping costs low. Operations research OR - A field of study that uses mathematical, statistical, and scientific methods to aid and optimize decision making.
It uses techniques such as mathematical modeling and optimization to enable better decision making. See also management science. Opportunity - In project management, an opportunity is a possibility that can contribute to project objectives.
Opportunities in project management are classified as a type of risk. Opportunity cost - The opportunity cost of a particular course of action is the loss of potential gains from all alternative courses of action. Optimistic duration - An estimate of the shortest length of time needed to complete a specific activity or task. Order of magnitude estimate - An order of magnitude estimate provides an early, imprecise idea of the time and money required to complete a project.
Organization - A formally structured arrangement of parties that actively pursues a collective purpose. Organizations can be affected by external factors, and they in turn can affect the external environment. Organization development - Broadly, organization development involves strategic efforts to improve aspects of organizational performance such as efficacy, efficiency, and sustainability, as well as aspects of organizational health such as employee satisfaction and engagement.
The term may also refer to a field of study focusing on the characteristics of organizations and their growth and evolution. Organizational breakdown structure - A hierarchical model of an organization's units and all its activities. It shows relationships between activities and organizational units and indicates the responsibilities of each unit, thus providing a holistic perspective of how an organization operates.
It is carried out based on the principles and strategies by which an organization manages its members. Organizational process assets - The specific set of formal and informal plans and processes in use at an organization.
They also constitute the sum of knowledge and experience accumulated from past efforts. Organizational project management - A strategic approach that emphasizes the effective management of projects, programs, and portfolios as the best way to pursue organizational objectives.
It can be assessed with a maturity model called the OPM3, which, like other maturity models, provides comparisons and recommendations for improvement. Output - In project management, an output is the usually physical end product of a process. Overall change control - The evaluation, coordination, and management of project-related changes. It concerns both the effective integration of changes to benefit the project and the management of adverse changes or emergencies, so that project activities are not disrupted.
P3 assurance - P3 assurance involves satisfying sponsors and stakeholders that projects, programs, and portfolios are on course to meet performance expectations, fulfill objectives, and meet requirements. P3 management - P3 management refers collectively to the management of projects, programs, and portfolios. Parallel life cycle - In a parallel life cycle, certain phases are conducted in parallel they overlap. Parametric estimating - A technique for estimating cost and duration based on using historical data to establish relationships between variables — for example, calculating unit costs and the number of units required to complete a similar activity.
Pareto chart - A Pareto chart is a combination bar chart and line graph where the bars represent category frequencies in descending order from left to right, and the line tracks the cumulative total as a percentage. Path convergence - On a schedule network diagram, path convergence occurs when an activity has multiple predecessors.
Path divergence - On a schedule network diagram, path divergence occurs when an activity has multiple successors. Percent complete - The percent complete indicates the amount of work completed on an activity as a percentage of the total amount of work required. Performance measurement baseline - A performance measurement baseline uses the schedule, cost, and scope baselines to create a point of comparison by which project performance is assessed.
Variance from the performance measurement baseline may prompt corrective action. Performance reporting - Performance reporting is formally informing stakeholders about a project's current performance and future performance forecasts. The aspects of performance to be reported are typically laid out in a communications management plan. Performing organization - The performing organization for a project is the one whose members and resources most directly perform the project work.
Pessimistic duration - The pessimistic duration is an estimate of the longest length of time needed to complete a specific activity or task. Phase gate - A phase gate is an end-of-phase checkpoint where the project leadership reviews progress and decides whether to continue to the next phase, revisits work done in the phase, or ends the project. Planned value PV - The budget assigned to the work it is meant to accomplish.
See also budgeted cost for work scheduled. Planning phase - In project management, planning refers specifically to a phase of the life cycle that involves creating plans for management, control, and execution, as well as for what a project is meant to accomplish.
Planning poker - A consensus-based estimation technique. It attempts to avoid the anchoring effect — where the first estimate forms a baseline for all subsequent estimates — by having project team members make estimates simultaneously and discuss their estimates until they reach agreement. Portfolio charter - A portfolio charter details the formal structure of a portfolio and describes what it is meant to achieve.
It authorizes the creation of a portfolio and connects its management with organizational objectives. Portfolio management - The collective management of portfolios and their components in line with concepts of organizational project management. Portfolio manager - The individual responsible for balancing and controlling a portfolio in line with concepts of organizational project management. Portfolio, program, and project management maturity model P3M3 - The P3M3 assesses organizational performance in portfolio, program, and project management via a set of key process areas KPAs.
Like other maturity models, the P3M3 allows organizations to measure their performance against external benchmarks and provides a roadmap for project performance and delivery improvement.
Positive variance - The amount by which actual project performance is better than planned project performance. Positive variances in time and budget show the project is proceeding faster and is less expensive than planned, respectively.
Precedence diagramming method PDM - The process of constructing a project schedule network diagram. It illustrates the logical relationships between project activities and shows the order in which they must be performed by using nodes to represent activities and arrows to show dependencies. PDM also indicates early and late start and finish dates, as well as activity durations.
Precedence network - A precedence network visually indicates relationships between project activities. Boxes and links are used to represent activities and activity relationships.
Precedence networks also detail the time relationships and constraints associated with activities. Predecessor activity - In a schedule, a predecessor activity logically comes immediately before another activity, which is dependent on the predecessor.
Preventive action - A step taken to ensure future work does not stray from performance expectations. A preventive action, which is proactive, is not the same as a corrective action, which is reactive. It is a project management methodology that emphasizes business justifications for projects. PRINCE2 management is based on clear organization of project roles and responsibilities and managing when necessary rather than by obligation. It involves planning and executing projects in a series of stages, with stipulated requirements for each work package.
It is a project management methodology that focuses on minimizing negative impacts on society and the environment. PRiSM focuses on sustainability. It is essentially green project management. Probability and impact matrix - A visual framework for categorizing risks based on their probability of occurrence and impact. Problem statement - A problem statement concisely states and describes an issue that needs to be solved. It is used to focus and direct problem-solving efforts.
Process - A process is a repeatable sequence of activities with known inputs and outputs. Processes consume energy. Process architecture - The sum of structures, components, and relationships that constitute a process system, which is a complex system of processes. It refers to the overall design of a process system and comprises both infrastructure the constituent parts and relationships and suprastructure the larger system of which the process system is part.
Process management - The act of planning, coordinating, and overseeing processes with a view to improving outputs, reducing inputs and energy costs, and maintaining and improving efficiency and efficacy. Process-based project management - A methodology that views projects as means of pursuing organizational objectives. Procurement management plan - A procurement management plan explains how an organization will obtain any external resources needed for a project.
Product breakdown structure PBS - A product breakdown structure is used in project management to record and communicate all project deliverables in a hierarchical tree structure. It may be thought of as a comprehensive list of all project outputs and outcomes. Product description - A product description defines and describes a project product and its purpose. See also high-level requirements. Product verification - Product verification involves examining a deliverable to ensure, among other things, that it meets requirements, quality benchmarks, and expectations set by the product description.
It is conducted before a product is presented to a customer for acceptance. Professional development unit PDU - A continuing education unit that project management professionals PMPs take to maintain certification.
Program charter - An approved document that authorizes the use of resources for a program and connects its management with organizational objectives. PERT networks are typically illustrated with activity-on-arrow diagrams. The method makes use of optimistic, pessimistic, and most likely durations to estimate expected durations for project activities and to determine float times, early and late start dates, and critical paths. See also three-point estimating. Program management - The collective management of programs and their components in line with concepts of organizational project management.
Program manager - A program manager has formal authority to manage a program and is responsible for meeting its objectives as part of organizational project management methods. They oversee, at a high level, all projects within a program.
Progress analysis - The measurement of progress against performance baselines. Progress analysis collects information about the status of an activity that may prompt corrective action. Progressive elaboration - The practice of adding and updating details in a project management plan. It aims at managing to increase levels of detail as estimates are revised, and more up-to-date information becomes available.
Project - A temporary, goal-driven effort to create a unique output. A project has clearly defined phases, and its success is measured by whether it meets its stated objectives. Project accounting - In project management, project accounting deals with reporting on the financial status of projects. It measures financial performance and actual costs against budgets or baselines. Therefore, it complements project management while providing financial information to the sponsor.
Project accounting may also be referred to as job cost accounting. Project baseline - A project baseline comprises the budget and schedule allocations set during the initiation and planning phases of a project. Assuming the scope of the project remains unchanged, it may be used to determine variance from budget or schedule.
Project calendar - A project calendar indicates periods of time for scheduled project work. Project charter - A Project charter is a document that details the scope, organization, and objectives of a project.
It is typically created by a project manager and formally approved by the sponsor. See also project. Project cost management PCM - The use of an information system to estimate, measure, and control costs through the project life cycle. It aims at completing projects within budgets.
Project definition - A project definition or project charter is a document created by a project manager and approved by a project sponsor that details the scope, organization, and objectives of a project.
Project management office - An organizational unit that oversees project management-related activities within an organization. It seeks to facilitate and expedite project work through the use of standard procedures. A project management office also functions as a repository of general, project-related knowledge and resources.
Project management process - A management process that encompasses all phases of a project, from initiation to the meeting of objectives. Project management professional PMP - A Project management professional PMP is a person certified by the Project Management Institute upon completion of a course of formal education, an examination, and a certain number of hours managing projects. The certification is considered the gold standard in project management.
Project management simulators - Software training tools that teach project management skills via interactive learning and provide real-time feedback by which project management trainees can practice and reassess their decision making.
Some simulators, such as the Monte Carlo simulator, are used to support and complement decision making in real projects. Project management software - Project management software is a family of tools typically used in the management of complex projects.
They provide the ability to: calculate estimates; create and manage schedules and budgets; track and oversee project activities and progress; assign and allocate resources; optimize decision making; and communicate and collaborate with members of a project team.
Project management triangle - A visual metaphor that illustrates relationships between scope, cost, and schedule. It expresses the idea that none of the three aspects can be amended without affecting the others. Project manager - The person tasked with initiating, planning, executing, and closing a project, and with managing all aspects of project performance through these phases.
The term is typically used for a project management professional. Project managers are able to use organizational resources for projects. They serve as contact points for sponsors, program managers, and other stakeholders. Project network - A visual representation of the activities and dependencies involved in the successful completion of a project. Project performance indicators - Measures used to assess project performance, usually with reference to project or performance baselines.
These typically include cost, schedule, and scope statuses. Project phase - A distinct stage in a project management life cycle. Each phase comprises a set of project-related activities. Project plan - A document formally approved by the project manager, sponsor, and other stakeholders which states the approved cost, schedule, and scope baselines. It guides project execution, control, and quality and performance assessment.
The project plan also forms the basis for communication between parties involved in a project. Project plans can vary in their levels of detail. For effort estimation software size should be known. Once size and efforts are estimated, the time required to produce the software can be estimated. Efforts required is segregated into sub categories as per the requirement specifications and interdependency of various components of software. The tasks are scheduled on day-to-day basis or in calendar months.
The sum of time required to complete all tasks in hours or days is the total time invested to complete the project. This might be considered as the most difficult of all because it depends on more elements than any of the previous ones. For estimating project cost, it is required to consider -. We discussed various parameters involving project estimation such as size, effort, time and cost. This technique uses empirically derived formulae to make estimation. This model is made by Lawrence H.
Putnam model maps time and efforts required with software size. It divides the software product into three categories of software: organic, semi-detached and embedded. Project Scheduling in a project refers to roadmap of all activities to be done with specified order and within time slot allotted to each activity.
Project managers tend to define various tasks, and project milestones and arrange them keeping various factors in mind. They look for tasks lie in critical path in the schedule, which are necessary to complete in specific manner because of task interdependency and strictly within the time allocated.
Arrangement of tasks which lies out of critical path are less likely to impact over all schedule of the project. For scheduling a project, it is necessary to -. All elements used to develop a software product may be assumed as resource for that project. This may include human resource, productive tools and software libraries. The resources are available in limited quantity and stay in the organization as a pool of assets. The shortage of resources hampers the development of project and it can lag behind the schedule.
Allocating extra resources increases development cost in the end. It is therefore necessary to estimate and allocate adequate resources for the project. Risk management involves all activities pertaining to identification, analyzing and making provision for predictable and non-predictable risks in the project.
Risk may include the following:. Execution needs monitoring in order to check whether everything is going according to the plan. Monitoring is observing to check the probability of risk and taking measures to address the risk or report the status of various tasks. Effective communication plays vital role in the success of a project. It bridges gaps between client and the organization, among the team members as well as other stake holders in the project such as hardware suppliers. Communication can be oral or written.
Communication management process may have the following steps:. Configuration management is a process of tracking and controlling the changes in software in terms of the requirements, design, functions and development of the product. Generally, once the SRS is finalized there is less chance of requirement of changes from user. If they occur, the changes are addressed only with prior approval of higher management, as there is a possibility of cost and time overrun.
A phase of SDLC is assumed over if it baselined, i.
0コメント