What is Mov in project management

Project management

As with many special subject areas, there are also numerous terms and buzzwords in the field of project management that outsiders do not always immediately understand - on the contrary. However, the terms of project management not only want to define what is to be done, but also provide - in some cases very well elaborated - guidelines on how, where and when these are to be used. Project management is a highly complex area for which you have to demonstrate certain skills across all industries. Therefore, project management should also be viewed on a global level. Everything about project management on CIO.de

  1. Microsoft Project
    The first project management software appeared on the market around 30 years ago: Microsoft Project. Back then, the Redmond company needed software to better coordinate the work of its software teams. In 1984 the first version for the MS-DOS operating system was published. Since then, the software, which focuses primarily on project planning, has continued to develop and is now also available in the cloud.
  2. Planio
    The software company Planio from Berlin has developed an extensive all-in-one platform based on the Redmine open source solution, which has been able to position itself in this country as a serious alternative to the US heavyweights. From numerous features for project and task management, to file and knowledge management with wikis and FAQs, to advanced modules for communication and customer support: the wide range of functions of the web solution operated in the German cloud leaves little to be desired in terms of functionality.
  3. Basecamp
    When it comes to project management, the name "Basecamp" comes up quickly. The app offers a central location for the organization and coordination of projects. Project teams can create notes and to-do lists, upload files and plans, and assign and manage tasks. In addition, the project progress can be communicated in chats with colleagues involved. Basecamp version 3 is currently available.
  4. Projectplace
    “Projectplace” is one of the first professional PM solutions designed for the browser. The first release of the software was published in 1998. Since then, Projectplace has continued to evolve. Today it is presented in a modern flat design and comes up with an extensive feature set that covers all important aspects of successful project management. With high-quality apps and social collaboration functions, the tool also addresses the current requirements that are placed on modern productivity solutions today.
  5. Clocking IT
    The free, web-based project management tool "Clocking IT" is mainly aimed at software developers who want to manage their extensive projects efficiently. Thanks to a clear dashboard and extensive collaboration features, the progress of the project and the processing of individual tasks can be monitored and documented at any time.
  6. Trello
    “Trello” was started in 2011 and is offered by the software company Fog Creek Software from New York. According to the manufacturer, the visual project management solution now has over 12 million registered users. The approach is based strongly on the Kanban concept. Instead of organizing projects and individual tasks in lists, these are displayed in index cards with which the user can interact visually in an intuitive way.
  7. 5pm
    The web-based "5pm" offers all the features that one expects from a project management tool and puts the topic of time recording in the foreground. 5pm, for example, offers a clear presentation of the individual projects and tasks, extensive time management functions and a clear presentation of the respective project progress. In addition, 5pm offers the possibility of creating individual project groups, e-mail integration and extensive reporting functions.
  8. Wrike
    “Wrike” is a sophisticated PM solution from California, which can convince with an extensive set of features, many integration options and mobile support. The main functions of the modular application include task management, shared document management and communication tools such as comments, activity streams and e-mail integration. Classic PM tools such as Gantt charts and reporting, as well as additional features such as time recording complete the range of functions of the software.
  9. Klok
    The free software solution "Klok" is less suitable for classic project management in the sense of collaboration, but rather as a tool for personal time management. Especially for self-employed and one-man companies, Klok offers the opportunity to optimally split their respective working hours into individual projects and not to lose sight of important deadlines.
  10. Blue Ant
    From classic resource planning to to-do lists, time recording and portfolio management - the extensive web tool "Blue Ant" from Berlin-based proventis GmbH offers a wide range of functions for a wide variety of projects. Thanks to a large number of interfaces and web standards, Blue Ant can be easily integrated into an existing IT landscape.
  11. TrackingTime
    With the free “TrackingTime” cloud solution, self-employed people and teams can manage their projects and tasks together and easily record all working times. The application has a modern user interface and is available for web, desktop and mobile (iOS and Android). Another plus point are the detailed reports for customers, projects and employees, which can be easily created in the browser and exported as CSV files.
  12. Redbooth
    "Redbooth" is a holistic PM solution that covers all central aspects of efficient collaboration with a strong focus on communication, project planning and file management. When it comes to team communication, Redbooth offers chat discussions and video conferences in HD quality. Documents can be assigned to projects and edited together with the whole team. In terms of document management, the program offers seamless integration options with cloud storage services such as Google Drive, Dropbox and Box.
  13. CoMindWork
    "CoMindWork" offers both the possibility to work web-based on the manufacturer's server and to use the software in your own network. In addition to classic project management functions such as the creation of projects, to-do and task lists, file sharing options and the common time management functions as well as Web 2.0. Features CoMindWork offers extensive possibilities to adapt the software to your own needs. Many points can be individually adjusted, from the design to the arrangement of the user interface.
  14. Workshop42
    Working purely on the web, "Werkstatt42" is particularly suitable for smaller companies and the self-employed due to its compact range of functions and moderate costs. The functions include task management, the ability to collect information centrally in whiteboards and file sharing options.
  15. Zoho Projects
    "Zoho Projects" contains all the necessary applications for project management. These include task management and milestones, time recording, calendar functions and Gantt charts. Users can also chat with each other, exchange their documents and create a wiki.
  16. ActiveCollab
    Anyone looking for an all-in-one solution should take a look at “ActiveCollab”. The central functional modules of the Canadian-based solution include project planning, collaboration, invoicing, time recording, expense management and comprehensive reporting functionality. Another plus point are the many integration options thanks to the open programming interface, SDKs (Software Development Kit) and add-ons. The seamless integration option with a version management system makes the solution particularly interesting for software teams.
  17. Smartsheet
    Just like most of its competitors, "Smartsheet" is web-based. Individual projects are created in so-called Smartsheets and the respective project team is added. All information pertaining to the project, such as communication between the project participants, file attachments and shared documents can then be quickly accessed via the respective Smartsheet.
  18. PIEmatrix
    The web-based "PIEmatrix" solution offers the possibility of mapping, structuring and managing projects in all project phases on the basis of existing templates. You have the choice to structure the project flow on the basis of the integrated templates or to modify them according to your own needs. Once templates have been created, they can then be saved without any problems and used as best practice templates for similar projects.
  19. Projektron BCS
    "Projektron BCS" works purely web-based and has all classic project management functions, such as task management, a ticket system, various evaluation and reporting functions, flexible rights management and time management functions.

Project management: you need to know that

Almost every company - from global players to regional medium-sized companies - uses project management in one form or another. Therefore, both CEOs of multinational corporations and small business employees can benefit from knowing the fundamentals of this area. The terms listed here may have different meanings in specific economic sectors. This glossary is intended to provide users in companies with basic knowledge in the field of project management and to provide information on the most common terms and their use.

  1. 5 project phases
    There are five different phases of a project: initiation phase, planning phase, execution phase, monitoring phase and final phase.
  2. 10 fields of knowledge
    Within project management, different fields of knowledge represent different collections of concepts, terms and recommendations for action for specialized areas of project management. There are a total of ten different fields of knowledge that overlap the five phases of a project. The ten fields of knowledge are: Project Integration Management, Project Scope Management, Project Time Management, Project Cost Management, Project Quality Management, Project Human Resource Management, Project Communications Management, Project Risk Management, Project Procurement Management and Project Stakeholder Management.
  3. Accepted Deliverables
    An Accepted Deliverable can be a finished product, document, service, or any type of outcome that has been approved by the project initiator or other authorized party. The term can also refer to parts of products, documents or services that have been canceled during a phase of the project. It is crucial that these delivery items have been authorized beforehand.
  4. Business need
    A business need can arise from internal or external factors. These factors include, for example: new regulations or legal requirements, technological progress or technological limits, changes in the market or competition. The business need is understood as input within the SOW (Statement of Work).
  5. Change Control Board (CCB)
    The Change Control Board - also known as change control management - is a formal group that is there to review, plan, approve or communicate change requests (see next picture) from the project team.
  6. Change requests
    Change requests are formal requests that the project team sends to the change control group (CCB) to either prevent or correct an action, correct deficiencies or make changes to processes, costs or budgets. These change requests are understood as output within the integrated change control process.
  7. Close-out phase
    In project management, the close-out phase - or final phase - is the final stage in which the project activities are brought to a conclusion. This includes, for example, the documentation of customer satisfaction. All project responsibilities and liabilities are ended with this phase. Documenting empirical values ​​is also part of the close-out phase.
  8. Composite Organization
    The composite organization is a form of organization that is characterized by the fact that there is a level of middle management. From this level there is an interaction with project managers at all levels.
  9. Cost forecasts
    Cost estimates contrast current costs with a cost base. They are used to calculate the ETC (estimate to complete or estimated remaining effort). Usually a cost estimate is expressed in the form of CV (Cost Variance) or CPI (Cost Performance Index).
  10. Deliverables
    Deliverables - i.e. the delivery items - are generally tangible products or project results that are both clearly identifiable and verifiable and are necessary for the completion of the project (or parts of it).
  11. Earned Value (EV)
    Earned Value - the completion value - measures how much work has been done compared to the previously determined budget.
  12. Enterprise Environmental Factors
    Enterprise Environmental Factors are internal factors in the corporate environment that can influence the outcome of a project. Such factors can be: changes in the law, internal processes and methods, technology, employees as well as the risk tolerance of management or stakeholders and the corporate culture.
  13. Enterprise Project Management Office (EPMO)
    In contrast to the PMO (Project Management Office), the EPMO is a strategically oriented variant, the task of which is to bring the execution of projects in line with the strategic orientation of a company. All projects and the associated activities are therefore tailored to the achievement of the business objectives. This is to ensure that no projects are initiated that have no added value to the business.
  14. Executing phase
    The execution phase of a project includes the implementation of the actual steps that were specified in the project management plan and are absolutely necessary for the completion of the project. During this phase there can be changes in the factors of costs, quality and resources, which in turn can trigger change requests. This can make it necessary to revise and / or adapt the project management plan. In the execution phase, a significant part of the financial budget is used because the actual work takes place here.
  15. Expert judgment
    An expert appraisal can be made both from internal (project manager, PMO) and external (testing institutions) sources and relates to the administrative actions that are necessary to complete a project.
  16. Functional organization
    The functional organization represents the hierarchy structure most commonly established in companies: Each employee reports to a superior and departments are divided according to fields of knowledge or expertise. In this type of organization, projects are selected and completed on a department-specific basis.
  17. Initiating phase
    The initiation phase is at the beginning of every project. This is where certain processes are initiated that are necessary to define a new or existing project and its scope. In this phase, all details and requirements of the project work, as well as its financial resources, are determined. The stakeholders involved in the project are also identified in the initiating phase.
  18. Integrated Change Control Process
    The integrated change control process describes the process of reviewing, controlling, approving, communicating and documenting specific areas of the project - for example the delivery item, documents or plans.
  19. Matrix Organization
    The matrix organization combines functional and project-related features and can - depending on the influence of management on various areas - be weak, balanced or strong. If management has more influence in certain areas than in others, a matrix organization can be weakened. If, on the other hand, management seeks synergies in every functional area to ensure satisfactory project results that are in line with business objectives, the matrix organization can play to its full potential.
  20. Monitoring and controlling phase
    In the monitoring phase of a project, processes are initiated that are necessary for measuring and analyzing project progress and project planning. The parameters specified in the planning phase are checked again here. The identification of problems or change requirements at this point can cause considerable documentation effort. In addition, further approvals or approvals may be necessary if changes to the project management plan become necessary. The monitoring phase extends over the duration of the entire project - from the execution phase.
  21. Organizational Process Assets
    The term Organizational Process Assets refers to the input and output values ​​of organizational processes. This includes internal processes, planning or databases of a company.
  22. Organizational Project Management (OPM)
    Organizational Project Management (OPM) describes a strategically oriented execution environment. This entangles project, program and portfolio management with internal methods and empirical values ​​in order to increase performance, gain a competitive advantage and achieve optimal results.
  23. Planned Value (PV)
    The Planned Value (PV) - or planned value - denotes the approved budget for a planned work. Even if the budget for a planned project is allocated in every phase of the project work, the PV can be used to determine how many and which tasks should have already been completed at a certain point in the project work.
  24. Planning phase
    The planning phase follows the initiation phase of a project. Various processes are initiated here that are intended to reveal how much effort, effort and objectives are inherent in a project. In this phase, for example, the project management plan and other documents that are required for the conclusion are drawn up. The planning phase is therefore of essential importance for the project work. Your goal is to define and document methods, actions, time and costs, quality requirements and risks of a project in order to be able to strategically align the project work. Accordingly, project managers should invest a lot of time and effort in the planning phase in order to keep the risk of errors, overtime and project failure as low as possible.
  25. Portfolio management
    In order to meet strategic requirements, companies can group, organize or prioritize projects, programs or sub-portfolios. Portfolio management is similar to program management in projects, but with a much stronger focus on the overall strategic direction.
  26. Product scope
    The product scope is the documented details of a product, service or result. The product scope is also understood as input in the SOW (Statement of Work).
  27. Program management
    If a company runs different, similar projects, activities or programs, these can be grouped and managed together because this is usually more efficient. This is what we mean by program management in projects.
  28. Project
    In project management, a project is defined as a temporary action, the purpose of which is to create / design an independent product, service or result. A project must have a defined beginning and an end. The project can extend over a short or long period of time - but it is always limited in time. Projects are usually initiated by people or groups who are not directly involved - such as the board of directors of a company.
  29. Project Charter
    The project charter or the project order is the first formal document that is created by the initiator of a project. The project order authorizes a project manager to initiate the launch and to ensure that the necessary resources are made available. The purpose of the Project Charter is to be able to predict or assess the activities required for the project. Parameters that a project order contains are, for example, the start and end time of the project or the key factors for its success.
  30. Project Communications Management
    Project Communications Management - in German project information management - represents a field of knowledge in project management. This involves planning, executing and monitoring internal project communication.
  31. Project Cost Management
    The knowledge field of cost management in projects relates to all aspects of budgeting and controlling project work.
  32. Project governance
    The term project governance is understood to mean a framework that provides the project team with processes, tools and methods for decision-making that are intended to ensure the successful completion of the project.
  33. Project Human Resource Management
    Personnel management in projects refers to the planning and management of all HR matters that are related to the project.
  34. Project integration management
    The knowledge field of integration management in projects includes the creation of basic documents as well as the control, review and management of the entire project work.
  35. Project lifecycle
    The life cycle of the project comprises a number of project phases or process groups: the initiation, planning, execution and monitoring phase as well as the completion of the project.
  36. Project Management (PM)
    When project managers and project teams use specific processes, knowledge and skills, techniques and tools as well as inputs and outputs to successfully meet project requirements, this is called project management.
  37. Project Management Office (PMO)
    A project management office (PMO) is a group of people charged with managing, supporting or reviewing projects, programs and portfolios within organizations.
  38. Project Management Plan
    As soon as the project assignment has been approved, the project management plan is drawn up. Based on the content of the Project Charter, the details of the project and its parameters are set out here again in great detail. This document should contain basic information on the project scope, schedule and costs. It should also contain specific plans for each field of knowledge. In addition, the project management plan can also contain detailed information on processes, tasks and decision-making. The project management plan is one of the most important documents in project management.
  39. Project Manager (PM)
    A project manager is an individual who is hired by the company that wants to initiate a project. The PM is not only responsible for leading his team, but also for monitoring the project and providing assistance to bring the project to a successful conclusion.
  40. Project Procurement Management
    The knowledge field of procurement management in projects includes the planning, implementation and monitoring of all procurement measures in the context of project work. The project procurement management extends over all five project phases.
  41. Project Quality Management
    The quality management in projects extends over the phases of planning, execution and monitoring of a project. This field of knowledge deals with quality control.
  42. Project Risk Management
    This field of knowledge is mainly used in the planning and monitoring phase of projects. It includes risk analysis and defense within a project.
  43. Project scope
    The project scope describes the amount of work that is necessary to complete a product or service and also includes the parameters and limitations of a project.
  44. Project scope management
    The knowledge field content and scope management of projects is used during the planning and monitoring phase and deals with the collection and definition of detailed requirements of the project. The creation of key documents as well as the validation and control of the project results are also part of Project Scope Management.
  45. Project stakeholder management
    The knowledge field of stakeholder management in projects extends from the initiation to the monitoring phase of a project and covers the identification, monitoring and management of all stakeholders and their interests.
  46. Project stakeholders
    Stakeholders of a project can be members of the project team as well as external or internal persons of the organization that initiated the project.
  47. Project team
    The project team refers to a group of individuals, consisting of a project manager, internal employees from different hierarchy levels and other, external stakeholders who are necessary for the successful completion of a project.
  48. Project time management
    Time management in projects covers the planning, estimation and allocation of time. Project time management extends over the planning and monitoring phase of projects.
  49. Project-based Organizations (PBO)
    Project-based organizations are characterized by the fact that they organize their work processes in projects instead of in departments. In this way, the hierarchy can be kept flat, conflicts and bureaucracy can be kept small. The work done is measured against project results, which can contribute to the dissolution of silos.
  50. Projectized Organization
    A projectized organization is the opposite of a functional organization. In this type of organization, departments often interact with project managers. The focus is on the fulfillment of strategically oriented project goals. In this type of organization there are usually no departments with individual objectives.
  51. Schedule Performance Index (SPI)
    The SPI is used to calculate how efficiently a project team uses its time. To calculate the SPI, divide the EV (earned value) and PV (planned value).
  52. Schedule Variance (SV)
    The Schedule Variance (SV) measures how a project is developing at a defined point in time. This is where it is determined whether the project work carried out meets the set schedule. The SV can also be defined as the difference between EV (earned value) and PV (planned value). The formula for the calculation is: SV = EV - PV.
  53. Scheduled forecast
    A scheduled forecast is the estimated time to complete an activity. It is measured against the underlying planning, typically expressed in the form of the SV or the SPI.
  54. sponsor
    In project management, the term sponsor refers to an individual or a group of individuals who support a project or resources of the project. Sponsors also assist the project manager in the event of unforeseen problems.
  55. Statement of Work (SOW)
    The Statement of Work (SOW) is a description of the services that are to be provided in the course of a project - for example in the form of products, services or results.
  56. Strategic plan
    The strategic plan is understood to mean all project-based and documented, formal or informal company goals. These decisions, activities and projects should always be in line with the company's goals. The SOW should be based on the strategic plan.
  57. Work performance data
    Work performance data - or work line information - provides data on all work-related activities.

This article is based on a contribution from our US sister publication cio.com.