R¶

Documentation to which all further changes are related (in configuration management: reference configuration).

The formally agreed configuration of a product at a certain time that serves as the basis for further activities. A new reference configuration is created either at the end of a project phase or, in certain circumstances, within a project phase when multiple changes have taken place so that the project management team can keep up to date.

A project that has been completed or at least planned in detail, which is so similar in type or structure that the current project that it can use it as a source of cost estimates, work, etc.

According to systems theory: relationship between the individual elements in a system (e.g. in the work breakdown structure or in a goal system). Goals can be related to each other in different ways. They can be mutually supportive, exclusionary or neutral in effect. Mostly, however, they compete with each other and compromises have to be found. (See interface)

Empirical method for graphical release forecasting.

Planning of the project close-out or the release of the project deliverable. This is possible as soon as the PBIs in the Product Backlog are consistent and the velocity of the Developers is known.

A document, containing information about specific objects and timeframes, which is distributed in a specific format to specific recipients. Unlike internal memos, reports are also used to provide project information to super-ordinate business units, customers, banks etc.

Generic term for all reporting formats and reporting obligations.

All rules and tools for the provision and handling of reports. See report and information systems.

The form and content of certain document templates.

The duty of a position holder (generally specified in the job description) to deliver reports with predefined content to specific recipients at specific intervals.

Time and resources not consumed if the project remains on schedule, but available if problems occur.

The float assigned to an activity to cover disruptions or delays. Reserve times can also be included in network diagrams as slack time.

A method used in resource planning in which all activities are postponed or extended to ensure that resource requirements are distributed as evenly as possible over time.

A method used in resource planning which postpones or extends all activities to ensure that the existing resources (capacity) limits are not exceeded.

Identification of the resources required, their assignment to the project as a whole and to individual activities, as well as the effective coordination and control of these resources.

An overview of the available or required resources for the purpose of matching available resources to resource requirements. Coding resources is important.

Personnel or materials required for the performance of work packages, for instance.

Project objectives that apply to the project target situation such as performance/ functional (= quality objectives), financial objectives, sociopolitical and ecological objectives. Opposite: procedural or process objectives.

Project target situations differ depending on the project type. A result is work or services performed in a general sense, while deliverable describes the physical result (e.g. a building). In marketing terms both results and deliverables can be products. (See Project objective)

A potential event or situation with negative consequences (damage) for the overall project result, for individual planning variables or events that can lead to unexpected or damaging aspects.
Project risk: the risk of the project or its objectives being jeopardised. The risk is expressed in terms of the probability of occurrence (as a percentage) multiplied by the damage caused (impact in euros).

The contractual exemption of risks constitutes an agreement between the parties to the contract on risk apportionment (e.g. the apportionment of liability and insurance risks). It is therefore not a matter of ruling out risks, but of transferring risks to the contract partner or insurance company.

The process of safeguarding the project by documenting and evaluating all potential risks and implementing measures to avert, insure, minimise or transfer these risks. It is one of the project manager's responsibilities to eliminate, avert or minimise project risks. Risk management is based on risk analysis and assessment. Risk managers also promote project opportunities, i.e. opportunities for positive development.

The assessment of a risk in terms of potential loss (impact) and probability of occurrence.

Probability of an event occurring [%] times the impact if it occurring [CHF].

The role assignment in the team is determined among each other. It is up to the team to decide who will be called in to help with problems or questions.