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A project is a type of assignment, typically involving research or design, that is carefully planned to achieve a specific objective. [1]An alternative view sees a project managerially as a sequence of events: a "set of interrelated tasks to be executed over a fixed period and within certain cost and other limitations".
Project management software are computer programs that help plan, organize, and manage resources.. Depending on the sophistication of the software, it can manage estimation and planning, scheduling, cost control, budget management, resource allocation, collaboration software, communication, decision-making, quality management, time management and documentation or administration systems.
Integrated pest management (IPM), ... (SIT) is an area-wide IPM program that introduces sterile male pests into the pest population to trick females into ...
Earned value management (EVM), earned value project management, or earned value performance management (EVPM) is a project management technique for measuring project performance and progress in an objective manner.
The project management triangle. The project management triangle (called also the triple constraint, iron triangle and project triangle) is a model of the constraints of project management. While its origins are unclear, it has been used since at least the 1950s. [1] It contends that:
In project management, float or slack is the amount of time that a task in a project network can be delayed without causing a delay to: [1]: 183 subsequent tasks ("free float") project completion date ("total float"). Total float is associated with the path.
Adaptive management, also known as adaptive resource management or adaptive environmental assessment and management, is a structured, iterative process of robust decision making in the face of uncertainty, with an aim to reducing uncertainty over time via system monitoring.
Critical chain project management uses buffer management instead of earned value management to assess the performance of a project. Some project managers feel that the earned value management technique is misleading, because it does not distinguish progress on the project constraint (i.e., on the critical chain) from progress on non-constraints ...