Glossar

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ACTANO TDM	A tool developed by ACTANO for > test data management. It is used to manage and document all activities and properties of test objects and test equipment in the > PDP. It is configurable and therefore supports the mapping of enterprise-specific workflows and ensures the availability of information required.
Activity	Synonym for > task.
Activity-on-Arrow network AOA	An activity-oriented network. Tasks are represented as arrows that also serve to indicate task dependencies. Events are represented by nodes. See > critical path.
Activity-on-Node network AON	An activity-oriented network. Tasks (activities) are represented as nodes (boxes) and dependencies as arrows. See > Metra Potential Method.
Algorithm	A sequence of instructions for solving a problem (generally a mathematical problem). See also > algorithmic method for network diagrams.
Algorithmic method for network diagrams	In many > project management software systems date postponements in project schedules are calculated using algorithms and are automatically transferred to all precedence relationships. In complex schedules this can result in delays to > SOP that are unwanted and difficult to trace back.
AOA	Abbreviation for > Activity-on-Arrow network.
AON	Abbreviation for > Activity-on-Node network.
API	API stands for Application Programming Interface, an interface provided by a software system to other programs so that they can connect to the system. See also > RPlan API.
Assessment	Assessments are used to analyze the capabilities and suitability of an applicant or supplier. Assessment results are measured against certain quality standards. Examples of current assessment models are the > CMMI and > SPICE maturity models.
Audit	Survey conducted by an independent auditor to analyze process flow.
Auditor	Person who conducts an > audit.
Autolink	RPlan link type. Schedule-internal link to sequence the tasks within a schedule. If a date is altered, linked dates can be adjusted manually or automatically. See also > Synchrolink.
Automatic notification	RPlan warning system in the event of date changes or postponements. Changes are indicated graphically in the Gantt chart, by means of an RPlan-internal message, and optionally by means of an e-mail notification.
Automotive SPICE	Automotive SPICE™ is an initiative of the Automotive Special Interest Group (SIG), a joint special interest group of the SPICE User Group and the Procurement Forum. Automotive SPICE™ is a framework for assessing automotive suppliers and is derived from the ISO/IEC 15504 international process assessment standard. By designing processes based on Automotive SPICE companies achieve a certified high level of quality which is maintained long-term by ACTANO consulting services and software.
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Bar chart	Representation of the position of events and tasks by means of rectangular bars on a time axis. See > Gantt chart.
Bar schedule	Representation of a schedule by means of a > bar chart. Contrast with > tabular schedule.
Barrier removal	ACTANO method for the permanent elimination of process weaknesses in a > continuous improvement process (CIP).
Best practices	Also known as business success methods, originates from Anglo-American business economics. If a company adopts best practices, it uses proven and affordable methods, technical systems, and business processes that make it a model business in the eyes of others, at least in key work areas.
Bottom-up planning	Planning approach starting at the lowest hierarchical level and working upward (contrast with > top-down planning).
Business process	Business processes are sets of activities performed by companies to achieve corporate goals. Quality models such as > SPICE and > CMMI are available to process management for purposes of assessment and > process optimization.
Business process modeling	In business process modeling real processes are abstracted as templates and represented in graphical form. See also > process map.
Business process optimization	See > process optimization.
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Calendar	The calendar of a project management tool includes information on the work times available to a project. In global development environments it is essential to take account of different regional > working time models by using flexible calendars.
CCB	Abbreviation for > Change Control Board.
CCP	Abbreviation for > Cross Company Planning.
Change Control Board	The Change Control Board (CCB) is a steering committee in the change control process. It is made up of project-internal representatives who work on the operational level; e.g. project management, development, quality assurance, etc. The Change Control Board makes decisions on external and internal change requests and change proposals.
Change management	Change management is responsible for managing all changes in the course of product development. The consistent, end-to-end documentation of changes and the availability of current data to all involved departments is of prime importance.
Checklist	A list used to ensure that no tasks are omitted, no important aspects are forgotten, and all key functions are checked.
CIP	Abbreviation for > Continuous Improvement Process.
CMMI	Abbreviation for Capability Maturity Model Integration. Particularly in the automotive industry – but now also in other sectors – maturity models are increasingly used to assess and improve process quality. CMMI is a guideline to assess and sustainably improve processes in concrete projects in the field of product development or in entire organizations. CMMI-Staged distinguishes between five levels and describes the > maturity of an organization. CMMI-Continuous describes the capability levels of individual processes and is compatible with ISO 15504 (see > SPICE).
CMMI for Development CMMI-DEV	Supports organizations that develop software, systems or hardware.
CMMI reference model	The term 'reference model' denotes a general model for a class of situations with the following characteristics: • Specific models (to act as a platform for the design of specific situations) can be planned on the basis of the general model. • The generic model can be used for comparison purposes, i.e. it supports comparisons with other models that describe the same situations. The reference model therefore acts as a model or draft sample that can be regarded as an ideo-typical model for the class of situations to be modeled. One reason for the development of reference models is that they support the reuse of existing models which therefore reduces model development costs. Ease of modification is also an advantage because the models can be adapted to meet new or changed requirements or to specific needs and different groups of users. Models can also be used for the general description of systems; for example, when selecting a system as a reference standard.
Cockpit chart	Aggregation and graphical presentation of status and workflow information from projects and processes. This monitoring tool visualizes > quality indicators, processing speed and project > maturity for management. See > ACTANO project and process control.
Collaboration management	The need for > collaborative engineering alters the demands placed on project management. Networking and standardization are keywords that are currently high on the agenda of companies worldwide. Data that previously resided in separate, self-contained systems now needs to be integrated and interlinked via standard interfaces. This opens up new options for collaboration in distributed project teams as found in product development, for example. Thanks to new collaboration management techniques, companies are able to decentralize product development by spreading activities over small groups who work in parallel.
Collaborative engineering	Globalized product development and therefore distributed, multinational project and cross-enterprise collaboration call for innovative methods to support collaborative engineering. The RPlan project management software is based on the collaborative project management methodology and fulfills the requirements of collaborative engineering - i.e. automatic provision of targeted information, enterprise-wide and cross-enterprise networked planning, and consistent information - through the use of a central database.
Collaborative project management	Methodology developed by ACTANO specifically for project management in modern multi-project environments. All project members are actively involved in the planning and control process. Individual planning elements in the product development process are clearly allocated to project members who bear direct responsibility and are interlinked to form a planning network with a shared database. Planning sovereignty remains with the appropriate project members and shared planning content is shown in a consistent way. See > RPlan.
Compatibility management	Complex products are made up of several components that are strongly networked. Compatibility management is responsible for managing and documenting the exchangeability of components and therefore for the compatibility of different product > configurations.
Configuration management	The various combinations of components that make up a product are known as configurations. Configuration management is responsible for the management of all product-related specifications and ensures structured handling of all development process work results.
Continuous Improvement Process CIP	The method of continuous improvement of an entire organization's products, processes and services - derived from the Japanese > Kaizen management principle.
Continuous process improvement	Means constant improvement whose impact should be as sustainable as possible. The improvement approach permeates all activities and the entire company, and relates to product, process and service quality. Improvement is brought about in an ongoing series of smaller steps (rather than by larger, far-reaching changes) on the basis of a continuous team effort.
Continuous project improvement	In primarily project-oriented organizations, continuous process improvement also means continuous project improvement because project flows are optimized as a result of better processes. Project standards, structures and methods that derive from process improvements reduce work effort, for example, and therefore lower internal project costs.
CPM	Abbreviation for Critical Path Method. See > critical path.
Critical dependency	A relationship where there is no > slack (or no longer any slack) between two tasks.
Critical path	The path through the "task network" that defines the completion time of the project. It is known as the "critical path" because the dependencies between the tasks mean that if a task is delayed the project itself is also automatically delayed.
Critical Path Method CPM	See > critical path.
Cross Company Planning CCP	ACTANO solution based on > collaborative project management to implement networked, cross-enterprise planning which integrates suppliers and development partners. Ideally supported by > RPlan project management software.
Cycle	Each cycle is a recurring, self-contained information loop. See > project management cycle.
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Data management	Data management encompasses all organizational, methodological, conceptual and technical measures implemented to support the use of data as a resource. The purpose of data management is to manage and supply data to business processes so that the data can be put to best possible use.
Database	Central repository for the management of corporate data.
DCT	Abbreviation for > Dynamic Cycle Time.
Dynamic Cycle Time DCT	The time that elapses between the start and finish of a process.
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E/E	Electrical/electronics; abbreviation commonly used in the automobile industry.
Earned value	The earned value refers to the value of the work already completed on a task, work package or project.
Earned value analysis	An earned value analysis measures project performance by reference to key performance indicators. Planned costs are compared with work completed on a specific date. Analysis is based on the planned value, actual costs, and the earned value.
Effectiveness	Effectiveness is a measure of whether and to what extent set goals have been achieved ("doing the right things"). In project management effectiveness is a strategic criterion.
Efficiency	Efficiency means "doing things right" and measures the output achieved for the input used. In project management efficiency is an operational criterion.
Effort	The work required to complete a work package (excluding wait times and absences). Effort is expressed in, for example, person days, machine hours, material quantities, or monetary units. See > RPlan Timesheet.
Effort estimate	A forecast of the time, costs and capacity needed to complete a work package.
Effort recording	Effort recording refers to the posting of project-relevant hours, resources and costs. See > RPlan Timesheet.
Electronic control unit security	Electronic components in vehicles have long been rewarding targets for alteration and manipulation. Odometer rollback, unauthorized chip tuning, and tachograph manipulation are relatively harmless examples. Future electronic applications in automobiles such as digital tachographs, electronic toll, electronic license plates and the large number of chargeable location based services will make the manipulation of electronic components an even more attractive proposition. Until now, the prime focus was on safety and communication security took second place. The growth in networking is becoming more and more of a problem and resolution of this problem will represent one of the future challenges in automotive electronics. See also > ACTANO Safety and security.
Enterprise Project Management	Enterprise Project Management (EPM) encompasses the entire project management cycle from operative project management through to strategic project portfolio management.
EON	Abbreviation for > Event-on-Node network
Event	An event starts, changes or finishes a task and is represented as a node or milestone. In general, overview plans or roadmaps consist entirely of events or milestones and their relationships. See also > milestone schedule and > event-on-node network.
Event-on-Node network EON	Event-driven schedule (see > milestone schedule) that contains no tasks. See also > Program Evaluation and Review Technique (PERT)
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Favorites list	RPlan features an option to enable users to save, for example, frequently used standard combinations of schedules, schedules from different projects, or > filtered views in an individual favorites list for future use. See also > multi-project view.
Filter	The task of filter systems in software tools is to provide a rapid, compressed view of information required. There is considerable need for variable, user-defined filter options particularly in complex multi-project environments.
Finish-to-finish dependency	In projects a > precedence relationship between the finish of the predecessor and the finish of the successor. Example: predecessor and successor can finish at the same time (parallel work is permitted).
Finish-to-start dependency	In projects a > precedence relationship between the finish of the predecessor and the start of the successor. Example: the predecessor must be finished before the successor can start. This is the classical dependency link between two tasks (follow-on work, parallel work is not possible).
First Pass Yield FPY	The yield or quality achieved in the first pass or cycle. A yield of 86 means that 86 of 100 units meet specifications.
FPY	Abbreviation for > First Pass Yield.
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Gantt chart	Representation of the chronological flow of a project including the sequence and duration of project activities. See also > bar chart.
Goals management	Goals must be clearly defined in order to assess quality and project success. Project management based on defined targets permits systematic controlling of project dates and project contents throughout the project. See > ACTANO Goals Management and > RPlan Project Controller.
Graph	In > graph theory a graph is an illustration consisting of a set of points ("vertices") linked by lines ("edges"). In directed graphs or oriented graphs edges are shown by means of arrows.
Graph theory	Graph theory is the study of > graphs and their relationships and is of importance particularly in complexity and network theory. Mathematical calculations of graphs are based on algorithms. A network diagram is a simple, directed graph calculated used an appropriate algorithm.
Ground rules	Certain ground rules must be defined and complied with if collaboration between project teams is to be successful. For example, ground rules specify communication paths, define the terms used, clarify how with deviations from plan are to be handled, and help agree on uniform assessment criteria. Their purpose is to establish a common understanding of how collaboration is to take place.
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Integration	Integration means viewing individual aspects, elements or functions and their interdependencies holistically and bringing them together in a (new) unified entity.
Integrative process management	Holistic view of process management supported by ACTANO by interlinking the three core elements of process design and implementation, process planning and control, and process data monitoring and control.
Interface list	In RPlan the interface list in Schedule Manager provides an overview of all links and interfaces associated with a > task or > milestone (e.g. > Autolinks, > Synchrolinks, > jobs, > service agreements, > traffic-light ratings).
Interface management	Interface management involves the integration of various project management sub-areas or of the various technical disciplines participating in the project.
IT project management	IT project management concerns the management of information technology projects (software development projects).
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Job	Jobs can be assigned to individual tasks in > RPlan. This practical function can be used, for example, as a ToDo list or as a > checklist. The RPlan > interface list groups together all jobs for each task.
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Kaizen	Japanese philosophy of permanent, step-by-step improvement of products and processes in a > continuous improvement process.
Key performance indicator	Key performance indicators (KPIs) are used to measure the progress or degree of fulfillment of important corporate goals. Project-specific information to measure and compare quality criteria are, for example, > percent complete, > project risk, > schedule adherence, > cost behavior. KPIs are illustrated graphically in > cockpit charts.
KPI	Abbreviation for > Key Performance Indicator
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LDAP	Abbreviation for > Lightweight Directory Access Protocol.
Lightweight Directory Access Protocol LDAP	Network protocol used to find and modify directory service information.
Link criticality	The linked dates of two tasks may have one of three statuses: Exact fit: The linked dates of the tasks fit exactly. Critical: There is a conflict between the linked dates of the tasks. With slack: There is positive slack between the linked dates.
Link types	Representation of the time-based and content-based dependencies of tasks and milestones in network diagrams. In RPlan: > Autolink, > Synchrolink, > service agreement, > task subscription.
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Maturity	Maturity is the term used to describe the status of an organization, project, or process as compared to an ideal status. The capability levels of the > CMMI and > SPICE maturity models are widely used to evaluate the maturity of companies: 0 - Incomplete Initial status. No requirements. 1 - Performed The specific goals of the process area are satisfied. 2 - Managed The process is managed. 3 - Defined The process is managed and improved on the basis of a tailored standard process. 4 - Quantitatively Managed The process is controlled using statistical techniques. 5 - Optimizing The process is improved using data originating from statistical process control.
Mechatronics	Mechatronics is the synergistic combination of the individual disciplines of mechanical engineering, electronic engineering and software engineering – three topics which, in combination, not only increase product security and comfort, as in cars for example, but also multiply the complexity of the product development process. Read the technical article on this subject by Dr. Franz Müller and Björn Dietrich, ACTANO GmbH: "Integrationsmöglichkeiten von Mechanik-, Elektrik/Elektronik- und Software-PDM-Systemen" (available in German only)
Method	Description of a rule-based, planned procedure (work/group technique) in accordance with which certain activities are performed in depending on the particular situation. Methods are based on reasoned principles, can be taught, and their application is not dependent on the individual user.
Methodology	Methodology can be described as a body of > methods or the combination of several methods.
Metra Potential Method	A method for processing > activity-on-node networks which focus on > tasks. This method enables time-based workflow conditions to be described mathematically.
Milestone schedule	Overview of the milestones in a project and their precedence relationships.
Milestone Trend Analysis MTA	Method for monitoring project progress. Defined milestones with fixed dates are regularly checked and entered in a time grid. Deviations give rise to trends for the milestones under review. Trends are visualized in a graphical MTA chart.
Milestones	Milestones are events of special significance in the course of projects. They are well suited as checkpoints and target dates.
MPM	Abbreviation for > Multi-Project Management.
MTA	Abbreviation for > Milestone Trend Analysis.
Multi-Project Management MPM	Multi-project management refers to the simultaneous planning, monitoring and management of activities across several projects. The resulting increase in complexity places particularly high demands on the project planning and management methodology used. The > RPlan project management software builds on the method of > collaborative project management and was developed specifically for multi-project environments. See also > ACTANO program management.
Multi-project view	In RPlan, the option of viewing several schedules (also from different projects) in a single window. The views can be saved in a personal > favorites list and can be refined or modified using > filters.
Multiple calendars	Function in RPlan which enables different > calendars and > working time models to be used for exact scheduling in cross-site and cross-enterprise projects.
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Network diagram	DIN 69900-1 defines a network diagram as a "graphical or tabular representation of processes and their dependencies". Content and form of representation differ according to the underlying > network technique.
Network method	Depending on the system approach, network diagrams are represented using different techniques. See > event-on-node network, > activity-on-arrow network, > activity-on-node network
Network planning method	Method for processing a network diagram, see > Program Evaluation and Review Technique (PERT), > Critical Path Method (CPM), > Metra Potential Method, > collaborative project management.
Network technique	Technique for analyzing, planning, managing, and monitoring processes on the basis of the > graph theory. The network technique is used by preference for scheduling in projects.
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On Time Delivery OTD	Self-explanatory.
Organization chart	An organization chart is a graphical representation of the organizational structure of a company to illustrate the organizational units, their tasks, and their communication links.
Organization structure tree	Mapping of the company structure in RPlan. All users and their schedules are stored in this structure. See also > project structure tree.
Organizational structure	The organizational structure defines the organizational units and the work flows to align the behavior of the units to the higher-level goals of the system.
OTD	Abbreviation for > On Time Delivery.
Owner principle	In RPlan an owner is assigned to each schedule. The owner is responsible for the particular planning segment in the schedule and has write permission. Depending on authorizations, the schedule can be viewed by other project members and also edited (by a substitute named by the owner). The owner principle ensures that information is consistent and up-to-date and that optimal use is made of the individual skills of the planning team members.
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Paradigm change	A change of scientific paradigm to support a different view of an issue and to provide a platform for ongoing development.
PC	Abbreviation for > Percent Complete.
PDP	Abbreviation for > Product Development Process.
Percent Complete PC	Percent complete denotes the percentage of work completed on a task, work package, or project on a specific day as compared to the total work required. See also > earned value analysis.
PERT	Abbreviation for > Program Evaluation and Review Technique.
Planning software	The task of planning software is to support uniform, end-to-end project management and to enhance planning quality. Different methods and tools are available depending on the specific planning environment. See also > RPlan.
PLM	Abbreviation for > Product Lifecycle Management.
PM	Abbreviation for > Project Management.
PM2PLM – integration of project management and product lifecycle management	PM2PLM is the outcome of the concept developed by ACTANO to integrate project management (PM) and product lifecycle management (PLM). It is based on the following idea. The technical separation of project management (PM) and product lifecycle management (PLM) impairs the efficiency and quality of product development projects. An end-to-end, cross-enterprise project management approach is needed to ensure efficient control of development projects in networks of this kind. PM2PLM merges process and product views to fully exploit synergy potential.
Portfolio management	Portfolio management is the process of building, managing and assessing an inventory of company products and projects. See > RPlan Portfolio management.
Precedence relationship	A precedence relationship defines the time-based dependency between events or tasks.
Predecessor	A predecessor is a task that directly precedes a following task (> successor). In project management complex processes can be uniquely defined using predecessors and successors.
Procedural model	A description of basic, predefined process flows used in specific situations or to achieve specific goals. Procedural models can make use of specific > methods.
Process checklist	Form of > checklist for handling and monitoring customer projects and generating > key performance indicators.
Process goals management	Process goals simplify process planning and controlling. Goal achievement (percent complete, product maturity, project status) is measured by means of key performance indicators which are evaluated using, for example, an > earned value analysis or > quality gates.
Process management	Process management covers all company processes, their alignment to corporate goals, and the continuous improvement of all sub-processes and overall processes. For more advanced management methods in product development processes refer also to > process-oriented organizational structure and > integrative process management.
Process map	Methodology element in the ACTANO consulting portfolio. Development and modeling of an optimal > product development process (PDP) in workshops held with user departments. Documented as a "PDP roadmap" to foster a common understanding of planning throughout the company.
Process modeling	In process modeling business processes or process segments are abstracted and represented typically in graphical form. The goal is to describe processes in schematic form in order to perform > process optimization.
Process optimization	The goal of process optimization is to continuously improve the efficiency of existing business, production and development processes and the use of requisite resources with the help of software tools. Existing processes are analyzed and assessed using quality models such as > SPICE and > CMMI.
Process quality	Refers to the quality of a process, i.e. the ability to reproduce process flow control, the "how" of a process (contrast with > product quality). A good-quality process functions under "all possible" constraints. Process quality also applies to development, production planning, management, administration, and procurement processes. Processes should be "mastered"; in other words, they should always be of the same quality, they should run trouble-free, and their results should always meet (customer) requirements.
Process visualization	Process visualization is the graphical representation of process flows and process interdependencies. See also > process map.
Process-oriented organizational structure	A corporate organizational structure aligned to processes rather than to individual business disciplines. It is characterized by standardized processes and a common process understanding, and enables the effectiveness of efficient processes to be exploited to the full.
Product Data Management PDM	PDM is an important part of the product lifecycle. PDM refers to the entry, storage and availability of all data on a specific product. Employees must have access to technical data, design drawings, data sheets, advertising material, etc. in each phase of the product lifecycle. PDM is intended to speed and optimize development processes and ensure that all interim product levels can be fully reproduced.
Product Development Process PDP	The product development process describes the flow of all work packages in the period between idea, production, and sale.
Product lifecycle	See > Product Lifecycle Management.
Product Lifecycle Management PLM	Product lifecycle management encompasses all aspects of the product lifecycle from planning, design and production through controlling, marketing and service. It is based on the targeted management and distribution of all associated development, test and product data. See also > ACTANO TDM.
Product model	In product management all product information generated in the product development process is documented in the product model.
Program Evaluation and Review Technique PERT	Network method based on > event-on-node networks.
Program management	Program management is the centralized control of a group of projects which are interdependent in terms of content, organization and time. The program focus is on a common issue (e.g. the Year 2000 problem). The term is often used as a synonym of > multi-project management.
Project	According to the Project Management Institute a project is a temporary endeavor undertaken to create a unique product or service.
Project administration	Project administration refers to support, planning, documentation, time recording, cost monitoring, billing and evaluation for projects. Project administration delivers not only key performance indicators but also a current overview of the project status, project progress, costs and budgets.
Project analysis	Project analyses identify weaknesses and optimization potential and should also be carried out during the course of the project. Findings can be evaluated for the current and for future projects and can be translated into improvement measures.
Project cockpit	The measured > key performance indicators of the project are summarized in graphical form and analyzed in the project cockpit. Not only standard values such as percent complete and schedule adherence but also enterprise-specific success factors can be defined and tracked. See > ACTANO Project Cockpit.
Project communication	Communication is a key success factor in projects. Studies reveal that "more than half of top managers (55%) regard lack of coordination between project members as a cause of financial damage. According to the Assure study, a little further down in the list of causes is lack of communication within companies (45%)". RPlan's collaborative project management methodology features fully automated provision of information, networked communication, and access to current data for all project members.
Project consulting	Modern projects are characterized by growing complexity and geographic dispersion and the requirements in the "magic" triangle of time, costs and quality are on the increase. Often external project consulting provides the necessary independence, resolve and tenacity that daily business operations normally never allow.
Project control	Analysis and evaluation of the project situation, generation of forecasts, definition of actions to be implemented in the further course of the project. See also > RPlan Project Controller.
Project controlling	The purpose of controlling is to ensure that project goals are achieved, both in terms of quality and quantity. This involves visualizing and analyzing actual project values in order to identify and implement measures to ensure that project goals are attained. See also > RPlan Project Controller.
Project coordination	To ensure effective project coordination in complex multi-project management scenarios, companies should foster a uniform, standardized project culture. The more complex projects and their environment are, the greater are the demands placed on the methodology used by the supporting software tool. See also > RPlan.
Project costs	Project costs are set down in the project budget and must be monitored continuously. Two options are available for controlling purposes. Either the costs incurred are captured directly in the project management software or they are entered directly in the ERP system via suitable interfaces.
Project effort	Project effort includes time, costs and the use of resources required to successful complete the project. Project effort should be documented during the course of the project as a platform for forecasting, controlling, and target/actual comparisons. See also > RPlan Timesheet.
Project goal	The desired end result of the project which must be verified.
Project guideline	Guide to ensure that projects are handled in accordance with a uniform process.
Project management	Project management refers to the sum of all methods used and to management of the various individual activities needed to carry out > projects.
Project management cycle	The Plan-Do-Check-Act cycle (Deming loop) can also be applied to project management. Great importance is then attached to continuous improvement of the processes. Experience gained is routed back to planning so that the cycle is completed. Adherence to the project management cycle is supported by, for example, the > RPlan project management software.
Project management office	The project management office (PMO) is an organizational unit with responsibility for the central, coordinated management of projects assigned to it. Responsibilities can range from the provision of support functions to direct project leadership.
Project management processes	According to DIN 69904, the project management process is a "process to plan, monitor and control project processes." In other words, project management processes describe the procedure adopted to manage a project.
Project management software	The purpose of project management software is to help project members achieve project goals. See also > RPlan.
Project monitoring	See > project controlling.
Project optimization	Ever more complex products in globalized development environments place greater demands on project management in terms of the "magic" triangle of time, costs, and quality. Smooth processes, a standardized workflow, functioning interfaces and cost-effective use of resources and capacities are ingredients of successful project optimization.
Project planning	Project planning is the key component of project management. Sound and reliable project planning ensures that projects are guided to success on time and in budget.
Project portfolio	The project portfolio is the sum of all projects in a company. Projects are managed and assessed in terms of operative benefits and corporate strategic alignment by means of > project portfolio management.
Project portfolio management	Whereas project management focuses primarily on efficient project execution, project portfolio management targets greater effectiveness in project controlling. This includes assessing projects on the basis of their cost effectiveness and their benefits for achievement of the company's strategic goals.
Project report	Depending on particular needs, project reports must compress a great deal of information into many formats and make it available in a clearly structured way. Project reports - in the form of status or progress reports, cockpit charts, or trend forecasts - are the most crucial platform for decision-making. See also > RPlan Reporting.
Project risk	Possible event that could endanger the planned course or goals of the project. The earlier potential risks are identified, the quicker effective corrective actions can be implemented. See also > RPlan Project Controller.
Project status	The project status provides information on the current project parameters such as schedule adherence, percent complete, resource availability, effort expended, costs, etc. Status reports make use of > traffic-light ratings or > key performance indicators for display purposes. See also > RPlan Reporting, > RPlan Project Controller.
Project structure tree	Mapping of the enterprise-specific project structure in > RPlan. All projects, sub-projects and schedules are stored in this structure. See also > organization structure tree.
Project time tracking	Only if complete records of the hours worked on a project are kept can project controlling be carried out meaningfully. See > RPlan Timesheet.
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Quality gate management	Quality gate management is a methodology used in quality management and project controlling. It establishes a system of > quality gates throughout the entire process which are used to ensure effective quality controlling within and across the individual process steps.
Quality gates	Quality gates are special project milestones used as checkpoints to assess project status or as markers for release processes once specific criteria have been satisfied.
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Relationship	Dependency or link between two elements in a schedule. See also > start-to-start dependency, > start-to-finish dependency, > finish-to-finish dependency, > finish-to-start dependency, > slack, > critical dependency.
Relative dates	In projects where process flows are used for planning purposes, > tasks and > milestones can be scheduled relative to a reference date, e.g. "4 months before start of production". A relative date expresses the time difference with respect to a reference date.
Reporting	Project data prepared and clearly structured for a specific purpose. See > RPlan Reporting.
Requirements management	With complex products mature processes are needed to identify requirements. In requirements management standardization and transparency are key success factors in the development and production process. Deriving detailed requirements from higher-level product goals and preparing specifications with robust, agreed structures in an end-to-end process chain is a particular strength of the ACTANO Consulting unit. Our consulting services range from designing the early phases of product development in requirements management to the close monitoring of function integration using the V Model.
Resource availability	Availability is the capacity of a (human or non-human) resource which is available for use in a project. Discrepancies between requested resources and available resources should be identified and resolved in the planning tool during the planning phase. See > RPlan Resource Manager.
Resource management	Resource management refers to the planning, scheduling and allocation of project resources (manpower, machines, tools). Goals are the optimal utilization of resources and the efficient provision of resource capacity to projects. Resource management is therefore the central point of conflict in a matrix organization. In > RPlan Resource Manager resources are planned, requested and approved while taking due account of the different responsibilities of project management and line management.
Resource planning	See > resource management.
Resource utilization	Efficient resources utilization is a key precondition for achieving set goals quickly and cost-effectively in everyday project life. See also > RPlan Resource Manager.
Risk analysis	Risk analysis is concerned with assessing the qualitative and quantitative impact of potential risks. See also > project risk.
Risk management	Risk management not only identifies analyzes possible risks in good time but also defines strategies and corrective actions to counter such risks. See > RPlan Project Controller.
RPlan	The RPlan project management software by ACTANO enables companies to control their projects transparently in complex multi-project environments. Based on the > collaborative project management methodology, it adopts a decentralized planning approach thus ensuring that project members in a distributed product development environment are directly responsible for their own work. Clearly allocated sub-schedules for which defined staff are responsible are linked into a planning network which shares a common database. RPlan's product suite is of modular design and supports the entire project management cycle. See also > RPlan Schedule Manager > RPlan Resource Manager > RPlan Project Controller > RPlan Reporting > RPlan Timesheet > RPlan Presentation Graphics > RPlan Cross Company Planning (CCP) > RPlan API
RPlan API	The RPlan application programming interface (API) enables RPlan to be integrated with other software systems in your IT landscape. For example, project planning results can be linked with data from an ERP system using the RPlan API. Link to the > RPlan API brochure.
RPlan Cross Company Planning CCP	Cross Company Planning (CCP) ties all development partners – manufacturers, suppliers, service providers – into the planning process across company boundaries and therefore shortens development times and lowers costs. CCP is an integral part of the RPlan Schedule Manager module. Link to the > RPlan Cross Company Planning (CCP) brochure.
RPlan Portfolio Manager	Tool tailored to customer needs for the entry of key project information such as > project goals, outline budget, financing, master data, project phases, cost/benefits analyses, > risk assessments, > target/actual comparisons, resource requirements estimates, and much more.
RPlan Presentation Graphics	A module in the RPlan suite of products to support the graphical presentation of complex and important project planning relationships. It can be used to save and edit schedules in ppt format, for instance, to highlight important details, and to add comments or explanations, Link to the > RPlan Presentation Graphics brochure.
RPlan Project Controller	A module in the RPlan suite of products to support the evaluation and tracking of project goals, risks and actions. It permits forecasting of further project progress, target/actual comparisons at specific milestones, and timely responses to deviations from planned goals. Link to the > RPlan Project Controller brochure.
RPlan Reporting	A module in the RPlan suite of products to support focused display and presentation of key project parameters. Different display options allow evaluations to be carried out using, for example, > earned value analyses or > cockpit charts and thus cover the entire spectrum of project management activities. Link to the > RPlan Reporting brochure.
RPlan Resource Manager	A module in the RPlan suite of products to support coordinated resource planning between project management and line management. Integration with RPlan Schedule Manager enables human and non-human resources to be requested directly from within the scheduling module. Approval of the requested resources by line managers means that the resource capacity and utilization situation can be realistically assessed. Link to the > RPlan Resource Manager brochure.
RPlan Schedule Manager	The basic module in the RPlan suite of products. Scheduling using the collaborative project management methodology ensures that all project members have access to current, consistent planning information at all times. Automatic notifications and warning functions in the event of date conflicts enable corrective actions to be coordinated and implemented by the project team at an early stage. This gives rise to increased planning transparency and improved quality of results. Link to the > RPlan Schedule Manager brochure.
RPlan Timesheet	A module in the RPlan suite of products to support location- and platform-independent entry of project hours and costs. As a result of integration with RPlan Schedule Manager and Resource Manager, project members have access to project data that is current to the day. Numerous evaluations are therefore possible; for example, comparisons of planned and actual costs, percent complete, number of billable and non-billable hours. Link to the > RPlan Timesheet brochure.
RPlan-SAP interface	RPlan product suite interface for the consolidation of data between the SAP controlling software and the RPlan planning software. Bidirectional exchange (of cost information from SAP to RPlan, schedule status from RPlan to SAP, etc.) prevents duplicated data maintenance, makes current schedule data available to the controlling system, and ensures detailed process coordination.
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Scenario planning	Scenario planning is used to devise strategies in companies; for example, how to proceed further in a particular project. Scenarios can be used to prepare forecasts or identify corrective actions in critical planning situations.
Schedule adherence	Schedule adherence is a key performance indicator used to measure compliance with required dates. By assessing schedule adherence, it is possible to forecast whether it is expected that a promised date will be met or whether the date will have to be postponed.
Schedule management	Planning, control, coordination and monitoring of the dates in a project. See > RPlan Schedule Manager.
Scheduling	Time-based project workflow with start and finish dates, task duration, task dependencies, and slack.
Service agreement	In > RPlan Schedule Manager, a request submitted by another user for delivery of a service by a specific date. Both users coordinate service delivery directly and commit to planning data in the service confirmation.
Service-Oriented Architecture SOA	In contrast to functionally-oriented EAI (Enterprise Application Integration), service-oriented architecture (SOA) focuses on integration across business processes. There is also an important technical difference. EAI assumes a central instance – the EAI platform – that integrates applications via individual interfaces in a star topology. By contrast, SOA is a decentralized, functionally driven and service-oriented approach. A corresponding interface is available for RPlan. See > RPlan API
Single-source principle	See > owner principle.
Slack	Available reserves or leeway to compensate for fluctuations in time or financing.
SOA	Abbreviation for > Service-Oriented Architecture
Software lifecycle	Denotes the entire lifecycle of a software product from development through deployment to retirement.
SOP	Abbreviation for > Start of Production.
SPICE	Abbreviation for Software Process Improvement Capability dEtermination. The SPICE maturity model corresponds to ISO 15504 and is a methodology designed to improve processes and to determine process maturity (capability determination). Maturity assessments are carried out by assessors. Read the article entitled "Process Evaluation and Improvement with SPICE" by Ralf-Peter Frick, Senior Consultant at ACTANO and one of only 54 certified SPICE assessors worldwide. See also > Capability Maturity Model Integration (CMMI)
Start of Production SOP	Start of series production. The term is used mainly in the automobile industry.
Start-to-finish dependency	Precedence relationship between the start of a predecessor and the finish of the successor. Example: predecessor can only start when the successor has finished (follow-on work, parallel work is not permitted).
Start-to-start dependency	Precedence relationship between the start of a predecessor and the start of its successor. Example: predecessor and successor can start at the same time (parallel work is permitted).
Successor	A successor is a task that directly follows a previous task (> predecessor). In project management complex processes can be uniquely defined using predecessors and successors.
Summary tasks	In > RPlan > tasks can be grouped together in schedules - according to topic, function or time - by means of summary tasks.
Supplier assessment	Supplier assessment is used to select, retain and maintain suppliers. Its purpose is to identify and compare the capabilities and potential of suppliers. Criteria generally used are purchasing, logistics, quality, and technology. In the automobile industry the emerging standard is the > SPICE (ISO/IEC 15504) assessment system. Supplier assessment is followed by supplier classification and its associated consequences.
Supplier integration	Supplier integration is a key element in the uniform design of cross-enterprise development processes. Prime importance is attached to avoiding media incompatibilities in the various processes. The > RPlan Cross Company Planning (CCP) function of the Web-based > RPlan project management software provides shared access to all inventory and planning data needed in product development.
SWOT analysis	The SWOT analysis (strengths, weaknesses, opportunities, threats) is a survey of employees on "as-is" processes and assessment of operational project management in a detailed strengths/weaknesses profile. Serves, for example, as a basis for introduction of a > continuous improvement process (CIP).
Synchrolink	In > RPlan, Synchrolinks are one of many ways of linking tasks - also across schedules - in schedule planning. If users have made one of their own tasks dependent on another task using a Synchrolink, they are automatically notified if the date of the latter task is moved. In RPlan users can then decide individually whether their own dependent dates are to be adjusted manually or automatically.
System integration	System integration refers to the design and implementation of complex IT systems using software components, the installation and configuration of networked IT systems, the systematic planning, execution and monitoring of projects, the elimination of faults with the help of expert and diagnostics systems, the administration of IT systems, the presentation of system solutions, and consulting services and training for users.
System integration process	Definition according to ISO 15504: The purpose of the system integration process is to integrate the system elements (including software items, hardware items, manual operations, and other systems, as necessary) to produce a complete system that will satisfy the system design and the customers’ expectations expressed in the system requirements. See also > system integration.
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Tabular schedule	List of tasks and milestones of a project schedule in table form. Contrast with > bar chart.
Target/actual comparison	Compares the actual project situation in terms of quality and quantity (e.g. costs, hours worked, percent complete) with the original project goals.
Task	A task is generally a process, workflow or occurrence. In network diagrams a task is usually taken to mean a workflow or activity.
Task class	In > RPlan a task class denotes a company-specific task or activity type.
Task duration	The time needed to complete a > task. If the task duration is expressed in days, it is necessary to specify whether days refers to calendar days or working days.
Task sequencing	Ordering of > tasks in an efficient, logical sequence usually in a table or > Gantt chart
Task subscription	In > RPlan a task subscription is used to mirror a task at any other point in the same or in a different schedule. For example, task subscriptions are used to include the most important tasks in reports or for monitoring date dependencies.
TDM	Abbreviation for > Test Data Management.
Test Data Management TDM	Controls the availability of product test data along the product development process chain. See > ACTANO TDM.
Test process standardization	Standardization of test processes is a key prerequisite for ensuring that test results can be compared.
Top-down planning	Planning approach starting at the highest hierarchical level and working downward (contrast with > bottom-up planning).
Traffic light	In project schedules a visual signal to identify situations that are critical (red), endangered (yellow) or on-schedule (green). Further enterprise-specific traffic-light colors can be defined in RPlan.
Traffic-light rating	Visual signals based on traffic-light colors are used to rate project contents or schedules. Green = everything OK, yellow = need for action, red = project or activity is endangered. In RPlan traffic-light signals are used, for example, to rate scheduled dates, resources, goals or risks in advance. See also > RPlan Reporting, > RPlan Project Controller.
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Validation	Ascertaining whether a solution approach is able to resolve a concrete problem. The aim is to demonstrate that a procedure consistently fulfills the requirements for a specific use.
Variant management	In contrast to > versions that designate successive development levels, variants are different instances of a product that exist in parallel. Platform concepts, building-block systems, modularization, and standardization are key approaches to effective variant management.
Version management	Version management is concerned with capturing and documenting the various development levels of a product to ensure that the product development history can be monitored and traced. It involves logging changes, archiving and reproducing individual development steps to ensure uniform, binding version levels for ongoing development. See also > variant management
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Work Breakdown Structure WBS	Structured outline of all project subtasks displayed in a hierarchy. The WBS is prepared during the planning phase and compliance with the WBS is monitored as part of project controlling.
Work package	Work packages are jobs with defined or expected results and are allocated to an executing agent.
Working time model	A working time model defines weekly work hours consisting of working days and non-working days.

What's new

++ News Release RPlan 9.3 ++
Highlights of RPlan Version 9.3

++ Publication ++
"Collaborative Project Management" ACTANO interview, www.autotechdaily.com

Contact & Information

ACTANO Info CD

++ Contact ++
Matt Steigerwald
Tel. +1 248 635 8767
OR
info@actano.com