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Definition
| the procurement of products and/or services from an outside vendor |
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| Firms that help companies develop custom information systems for internal use, or develop, host, and run applications for customers |
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| Packaged Software Producers |
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| Companies in the business of developing and selling off-the-shelf software |
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| Off-the-shelf software that cannot be modified to meet the specific, individual needs of an organization. |
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| Enterprise Resource Planning (ERP) System |
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| A system that integrates individual traditional business functions into a series of modules so that a single transaction occurs seamlessly within a single information system rather than over several seperate systems. |
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| A strategy of using different software products from different sources to capitalize on the strengths of different products. |
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| Use of computing resources on the basis of users' needs, often on a pay-per-use basis. Also called utility computing. |
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| Use of computing resources on the basis of users' needs, often on a pay-per use basis. Also called on-demand computing |
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| Systems software, applications, and programming languages of which the source code is freely available for use and/or modification |
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| The practice of turning over responsibility for some or all of an organization's information systems applications and operations to an outside firm. |
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| Planning Purchases and Acquisitions |
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| The process of determining which project needs can best be met by going outside the project organization to obtain them. |
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| A technique determine whether a product or service should be produced in-house, or procured from an outside vendor. |
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| A type of contract specifying a fixed price for a product/service |
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| Cost-Reimbursable Contact |
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Definition
| A type of contract that involves payment for the actual cost of the product plus a fee that represents the vendor's profits. |
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| Time-and-Material Contract |
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Definition
| A type of contract where vendors provide an hourly rate and estimate the amount of time and materials required. |
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| Procurement Management Plan |
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Definition
| A plan that addresses such issues as who will prepare the evaluation criteria, how multiple vendors will be managed, where standardized procurement documents can be obtained, and ow procurement will be coordinated with other project tasks. |
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| Document prepared for potential vendors that describes the service or product being sought. |
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| The process of creating documents used to solicit proposals from vendors. |
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Term
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| Documents used to solicit proposals from vendors |
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| Request for proposal (RFP) |
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| A documents provided to vendors to ask them ro propose a solution to a specific problem related to your project. |
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Definition
| Criteria used to rate proposals that are received in response to a request for proposals |
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| Requesting Seller Response |
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Definition
| The process of obtaining responses to the procurement documents produced during plan contracting |
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| The process of selecting a seller to supply the desired product or service. |
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| A method used to quantitatively compare proposals that are received from potential vendors |
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| Estimates prepared independently of proposas which act as a check against the prices offered in proposals |
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| A system sing minimum values for one or more performance criteria to eliminate proposals that do not meet the minimum values. |
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| Discussions between the buyer and seller to clarify and reach agreement on the structure and the requirements of contract. |
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| A system used to select vendors based on factors such as past performance, quality rating, delivery performance, and contractual compliance. |
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Definition
| The process of comparing what was contracted for with what is being done or has been done to ensure that both parties perform according to the contract. |
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| Buyer-Conducted Performance Reviews |
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Definition
| Structured reviews of the vendor's progress in fulfilling the terms of the contract. |
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| A system set up by the buying organization to pay the vendor for work performed |
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| The management of claims or disputes related to whether required work was done or what the submitted work is worth. |
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| An automated record-keeping system that helps the project manager to keep track of contact documentation and results. |
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| The process of verifying that all products and services contracted are acceptable |
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| A structured review of the procurement process from the plan purchases and acquisition process through the contract administration process. |
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| The process of carrying out the project plan to accomplish the required work |
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| The process of keeping track of all project tasks and the details surrounding each one |
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| A ceremonial meeting marking the beginning of a project in a very public and memorable way. |
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| System development mistakes arising from insufficient planning, overly optimistic schedules, or planning to catch up later |
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Definition
| System development mistakes arising from feature creep and requirements gold-plating |
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| Technology Related Mistakes |
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Definition
| System development mistakes arising rom overestimating savings from new tools or methods or the silver bullet syndrome. |
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| A problem occurring when developers believe a new and usually untried technology is all that is needed to cure the ills of any development project |
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| The tendency of systems requirements to change over the lifetime of the development project. |
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| Requirements Gold-Plating |
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Definition
| Adding more requirements than necessary to an application, even before the beginning of a project. |
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| The process of dealing with change requests during project execution. |
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| System development mistakes arising from adding people too late to a project, lack of necessary skills, or unrealistic expectations. |
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| The process of monitoring and measuring project progress and influencing the plan to account for any discrepancies between planned progress and actual progress. |
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Definition
| Final Implementation and training related to the project, acceptance and signoff on the project, and archiving of the project's results. |
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| Philosophy of Project Control |
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Definition
| The management style the manager employs in following a plan and dealing with problems or changes in the plan |
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| a philosophy of project control that emphasizes strict adherence to the project plan, with little tolerance for deviations. |
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| A philosophy of project control that allows for project problems or change issues to be dealt with as they arise, on an ad hoc basis. |
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| A compromise between the dogmatic and laid-back philosophies that sticks to a plan but is flexible enough to allow for changes. |
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| A systematic and formal inquiry into a project's expenditures, schedule, and quality of work. |
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| Standard Operating Procedures |
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Definition
| Activities and reporting methods instituted during the course of the project to monitor its progress and to provide reports for project managers and stakeholders. |
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| A technique for controlling a project that involves recording information such as changes requested by the client, completion dates of deliverables, and so on. |
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| Monitoring and Controlling Project Work |
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Definition
| The process of collecting, measuring, and disseminating information related to performance, as well as assessing measurements and trends in order to make any improvements. |
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| Project Management Methodology |
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Definition
| The process that helps the project team monitor and control the work being performed in accordance to the project management plan. |
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| Earned Value Management (EVM) |
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Definition
| A technique that measures project performance over time, and provides a way to forecast future performance based on past performance. |
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| Recommended Corrective Action |
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Definition
| Documented recommendations needed to bring future project performance into conformance with the project management plan |
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| Recommended Preventive Actions |
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| Documented recommendations that minimize the probability of negative consequences to the project. |
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Definition
| Estimates or predictions of conditions or events in the project's future. |
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| Integrated Change Control |
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Definition
| The process of identifying, evaluation, and managing changes that occur from project initiation through project closure |
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Definition
| Documented and authorized changes that are schedules for implementation by the project team. |
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| Requested changes that were not chosen for implementation |
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| Approved Corrective Actions |
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| Documented and authorized guidelines necessary to bring future project performance in conformance with the project management plan |
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| Approved and authorized actions that are recommended to correct defects in the project deliverables. |
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| The process of assuring that only agreed-upon changes are made to the project's scope. |
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| A formal, documented process that describes the procedures by which the project and product scope can be changed. |
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| The process of identifying the cause of variance relative to the project baseline and determining whether any corrective action is needed. |
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| Configuration Management System |
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Definition
| A scope control technique that ensures that the requested changes to the project and product scope are thoroughly considered and documented before being implemented |
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Definition
| The process of putting in place procedures and rules for controlling changes to the project schedule. |
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| The process of ensuring that only appropriate changes are included in the modified cost baseline |
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Definition
| The process of screening project results to determine whether they conform to relevant quality standards and then identifying means to eliminate causes of unsatisfactory results. |
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