N

«-version development 237 NACCB, see National Council for

Certification Bodies National Computing Centre ami escrow services 205 National Council for Certification Bodies 251

National Vocational

Qualifications 322-323 ncar-crilical paths 129 negotiated procedure in tendering 198 net present value 45-47. 288 used with decision trees 53 net profit 43-44

network models, formulation of 117-120 network planning models 116 Newman. Pippa on PRINCE 2 and British standards 281

nodes inCPM 117. 118 intermediate 118 sink 118 source 118 notification of proposal acceptance 203 NPV. see net present value NVQ. set National Vocational Qualifications o

OB. see organi/ational hehav iour object-oriented development 59 object points 94-96 objectives 6. 12. 22. 265. 275 in incremental delivery 74 Off-Specification in PRINCE 2 277 off-the-shelf applications 193 packages 275 software 202 Oldham-llackman job characteristics model 220 oncc-lhn>ugh. see waterfall model and ISO 12207 310 one-shot approach 299

see alu> waterfall model open systems 7

open technology plan in incremental delivery 74 open tendering proccss 197 operation and ISO 12207 304 operational requirement 198 OR. see operational requirement organizational behaviour 213 organizational structures 229-232 centralized versus decentralized 231 formal and informal 229 functional versus task-oriented 230

hierarchical approach 22*) staff and line workers 229 Ortikowski. Wanda J. on team working 218 Ould. Martyn on technical planning 57 overload. information 225 overtime 187

ownership of software 204-205

parametric models 86-87 categorized as size or productivity models 87 Park. R. E. on definition of source lines of code 84 "Parkinson" estimation method 85 Parkinson's law 82 partial completion reporting 173 payback period 44 PBS. see product breakdown structure peer reviews 231 people management 211 -234 PERT see programme evaluation rev iew technique Petri nets 61

PIT), see product flow diagram Phillips. Dw aync on risk 136 Pll). see Project Initiation Document piece rates 217-218 plan contents of 264-267 when to create 109 plan scenarios in Euromethod 293-294 PMBOK. see Project Management Body of

Knowledge PMI. see Project Management Institute portability 239 in ISO 9126 241 sub-charactcristics of 243 post implementation reviews 179 post-conditions 255 power categorization as position or personal 227 coercive 227 connection 227 expert 227 information 227 legitimate 227 referent 227 reward 227

pre-conditions 255 pie-requisites for activities 266 precedence networks 116. 130-131. 154 precedence requirements 111

rev ision of 187-1 SX precedentedness 101 precedents in ('I'M 119 preferred vendors list 287-288 preventive measures in risk analysis 267 price to win 85

269-280. 306. 315 and BS 6079 281-282.283 closing a project 280 controlling a stage 276 directing the project 275 initiating the project 275 managing product delivery 278 managing stage boundaries 279 project organization 271 -272 projcct procedures 273-280 staged approach 4 starting up a projcct 275 prioritization of activities 158 by duration 158 by total float 158 process models choice of 63-64 prototyping 67-73 selection of 76 spiral 67 V-process 66 waterfall 65-66 process requirements 246-247 processes in projcct life cycle coding 5 design 5 execution 4 feasibility study 3 implementation 5 installation 5 maintenance and support 5 planning 4

requirements analysis 4 specification 5 validation 5 verification 5 procurement 287,295 inEuromethod 291 product breakdown structure 28-29.

112-113. 285

and work breakdow n structures 283

product descriptions 28 product flow diagram 29-30. 112-114. 188 product qualities operation 238 revision 238 transition 238 product versus process quality 246 product-based work breakdow n structure 285 products 6. 28. 237. 266 management 28 quality 28 technical 28 programme evaluation review technique 116. 143-149. 186 activity standard deviations 145-146 advantages «if 149 calculation of c values 146. 147-148 converting ; values to probabilities 148 event label conventions 145 event standard deviations 147 ex peeled dural ions 144 likelihood of meeting targets 146-148 most likely time 144 optimistic time 144 pessimistic time 144 risk assessment 143 programme management 38-39,108.275. 292

and feasibility studies 4 programme director 39 programming productivity 215 progress assessment 171-172 progress data collection 173-175 project as system 7 authority 12. 23 definition of 2 embedded systems 6 evaluation 20.37-56 key characteristics of 2 project analysis 58 Project Approach in PRINCE 2 275 projcct approach selection 59-78 project assessment strategic 38-«) technical 40 project assurance 171 in PRINCE 2 272 Project Board 171

in PRINCE 2 272 Project Brief in PRINCE 2 275

projcct control 169-173 in lúiromcÜMxI 300 cycle 170 project duration. 1 rode-oIT against cost 161 Project End Report in PRINCE 2 280 Project Initiation Document 276 Project Issues in PRINCE 2 277 project librarian, see configuration librarian Project Management Body of Knowledge APM. sec Association for Project

Management PMI 316-319 Project Management Institute 316-319 Project Management Team in

PRINCE 2 272 Project Manager in PRINCE 2 272. 276-277

Project Mandate in PRINCE 2 275 Project Plan in PRINCE 2 273. 276 Project Quality Plan in

PRINCE 2 275-276 project steering committee 171 project support in PRINCE 2 272-273 project tolerances 273 projects and activities 111

objectives versus product-driven 27. 59 prototy pes as vehicle for learning 70 evolutionary 67 incrementa! 68 mock-ups 70 of functionality 71 of interface 70 partial: horizontal 70 partial: vertical 70 simulated interaction 70 throw-away 67 tools to support 71 prototyping 62.67-73.142 purchase order documents 287 Pyster on software* project management problems 9

QMS. see quality management systems quality criteria 28 procedures 25

reviews 34 quality checks 266 quality circles 255-257 quality management systems 248-250 quality metrics selection 243-244 quality plan 138 quality requirements 199 quality specifications 237. 240

Project Management Made Easy

Project Management Made Easy

What you need to know about… Project Management Made Easy! Project management consists of more than just a large building project and can encompass small projects as well. No matter what the size of your project, you need to have some sort of project management. How you manage your project has everything to do with its outcome.

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