The purpose of this Glossary is to provide common understanding to the terms frequently found in the planning and scheduling disciplines. In researching the definitions precedence has not been placed on any particular source (British Standard project management definitions for instance) and in compiling this Glossary I have, as far as possible, used definitions and terms that are common to a wide range of industries but because of my background entries may be skewed towards the construction industry and UK usage.
Comment and feedback will be welcome to add new entries or definitions, especially those that are terms specific to planners and schedulers in specific industries and countries. Feedback should be addressed to glossary@planningengineers.org.
Taking or planning active measures to complete work ahead of the Project Programme or to recover delays, such action usually increased the overall cost of the project. See also Mitigation.
A process in a project that consumes time and also usually consumes or uses other resources (eg. people, money, materials and equipment). An activity is the smallest unit of work on a Programme, but depending upon the hierarchy or level of detail of the programme, may be divisible into smaller or more detailed activities. See also Task.
The time calculated or estimated to carry out an activity, generally taking into account a specific level of resource, constraints and method of working.
The method of developing a programme that determines the sequence and timing of activities based on the logical work process only and does not take account of any potential limitations of resources. See also Resource Orientated Scheduling and Time-Limited Project.
A Project Network Technique that uses arced lines to represent activities. Preceding and succeeding activities join at nodes or events. See also Activity-on-Line and Activity-on-Arrow.
A Project Network Technique that uses arrows to represent activities. Preceding and succeeding activities join at nodes or events. See also Activity-on-Line and Activity-on-Arc.
A Project Network Technique that uses lines to represent activities. Preceding and succeeding activities join at nodes or events. See also Activity-on-Arrow and Activity-on-Arc.
A technique that identifies where iteration is likely to be present within a process and provides methodologies for controlling, reducing or eliminating it depending on the needs of the overall project.
A Network such that the activity durations, sequence and start dates and finish dates reflect the actual Durations, Start Dates and Finish Dates. Dependencies and other Constraints in the as-built network should be carefully considered to represent the actual dependencies and constraints encountered in the project and also such that they result in the actual durations, start dates and finish dates of the activities.
Timing or positioning of an activity in a programme at it's Latest Start / Latest Finish dates such that there is no Free Float on the activity and the timing of other activities in the programme and overall duration of the programme is not affected.
A graphical chart on which activities are represented as bars drawn to a common time scale. Typically a date scale is drawn across the top of the page and a list of activities down the left hand side of the page. Activity timing and durations are represented by horizontal bars. Additional information, such as resources, costs and dependencies are also often shown on the chart.
A record of all or any part of a project at a particular point in time against which current or future activity is referenced. Often taken to mean the first or original plan.
A fixed or record programme against which current or future activity is referenced. Often taken to mean the first or original plan, but can be reset (for instance following a changes to the project scope) at which point the reset programme becomes the baseline programme.
A discrete part of a programme generally represented by a single activity that is broken down by a project hierarchy and comprised further detail at sub-activity level. See also Child, Parent and Work Breakdown Structure.
The mathematical analysis of a network, usually using a computer and Project Management Software, to determine the earliest and latest starts and finishes and float of the activities and the overall project duration. Often carried out following the addition of Actual Progress to determine the effect of progress on the network; primarily the completion date of the project. See also Reschedule.
A list of the time intervals during which activities can be worked and/or resources used. Typical data includes working days/non-working days, start and finish times for shifts, weekends, holiday periods and extra workdays. Each activity and/or resource will have a calendar attached to it. A project can contain many calendars, each with different working and non-working periods.
The Elapsed Time (measured in days or some other unit) between the start of an activity, or group of activities, and its finish. For instance, an activity with a duration of 14 calendar days might have a Working Time of only 10 days taking account of non-working weekends.
A Bar Chart where activities are arranged in vertical order (the earliest at the top) such that each activity is dependant on activities higher on the diagram. See also Dependency.
The parallel timing of two or more activities or parts of a programme. More often used to describe the effect of two or more discrete delaying events affecting or delaying the completion of a project in parallel. Had either of the delaying events happened in isolation then the project would still have been delayed.
A resource which is used or diminished during an activity, once a consumable resource has been used on an activity it is not available for use on other activities in the project. Bricks used in the construction of a wall are an example of a consumable resource. See also Permanent Resource.
Taking steps to reduce the overall project period by reducing the duration of individual activities. The activities selected for reduction in duration are selected on a combination of float (those with Zero Float or Negative Float), the sensitivity of duration to increasing resources, the cost of increasing resources and the availability of additional resources.
An activity with Zero Float. If a critical activity is delayed or extended, it will delay or extend the completion of the project and, generally, if a critical activity is advanced or reduced it will advance or reduce the completion of a project.
A delay that results in an extension to the Critical Path of a project and delays the project completion or increases the overall duration of a project.
A sequence of critical activities that form the longest sequence in a project, generally spanning from the start to the finish. The sum of the activity durations, taking into account Leads and Lags, determines the overall project duration. There may be more than one critical path.
A method of calculating the overall duration of a project by taking account of the sequence and duration of activities that make up the project and the inter dependencies between the activities. The method is a mathematical model of the project which calculates the earliest and latest start and finish dates for activities, their float and the critical group of activities that must be completed on time.
A derivative of risk analysis that represents the frequency of occurrence or percentage that an activity was critical from a number of simulations. See also Risk Analysis.
The time it takes to complete a repetitive group of activities in a project. For instance, the time taken between the completion of sequential floors of a multi-storey building.
An activity that has either no Predecessors or no Successors. Unless an activity is a Start Activity, End Activity or Isolated Activity it should have at least one predecessor and at least one successor.
1. An event that results in an activity, or group of activities, completing later than planned. 2. How late an activity, or group of activities, completes compared to when planned.
In Resource Scheduling, unavailability of one or more resources may result in the completion of an activity being delayed beyond the date on which it could otherwise be completed. See also Earliest Feasible Date.
Logical inter-relationships between activities. In a network there can be one or more dependency between any two activities. There are four types of dependency; 'finish to finish', 'finish to start', 'start to finish' and 'start to start' . See also Predecessor, Successor. The dependencies dictate the sequence in which activities can be carried out.
A diagram that shows the dependencies between activities of a project but may not show other data usually associated with a network diagram (for instance, activity durations and resources).
The amount by which the lag on the Dependency would have to be increased to cause a delay to the completion of the Programme End Date. See also Total Float.
A network that has only one set of dependencies between the activities and one fixed set of activity durations. This term is used to differentiate between the most common form of networks and Probabilistic networks.
An activity that can be carried out on and intermittent basis. This allows activities that are primarily constrained by finish dependencies to start at an earlier date. See also Continuous Activity.
The effect on the project of events that affect the planned schedule of activities but do not affect the completion of the project. Typically this will be as a result of delays to activities not on the critical path.
Where there are a number of dependencies to an activity the driving dependency is the dependency, or dependencies, that result in the timing of the start and/or finish of that activity. The implication is that there is Free Float on non-driving dependencies.
A method of indication progress of activities on a bar chart. A vertical line starting at Time Now links the ends of the bars at the point representing the progress achieved for that activity. Where the drop line deviates to the left the activity is behind programme, where the drop line is vertical the activity is on programme and where the drop line deviates to the right the activity is ahead of programme. See also Jagged Line.
An activity that represents no work but is required in a network to: 1. represent a time delay between two activities and/or 2. maintain the logical group of activities and/or 3. ensure the uniqueness of nomenclature in an Activity-on-Line network.
The estimated or actual time required for the completion of an activity, or group of activities, based upon a particular resource allocation and method of working.
The shortening of the duration of an activity, or group of activities, perhaps to reduce the overall project period or to reduce the effects of delays. This often also results in an increase in cost and/or a reduction in quality and increased risk.
The working time remaining to complete an activity or a group of activities that have not started or are partially complete at a specific time. See also Progress.
The earliest time that an activity, or group of activities, can start within the constraints and logic of the network but ignoring any constraints imposed by resources.
The dates calculated by the Forward Pass of network analysis. Within the within the constraints, resources and logic of the network these dates represent the earliest start and finish dates for activities or sequences of activities.
A technique that compares the budgeted project costs, actual project costs and value of the work achieved to determine, inter alia, the status of the project, the likely completion of the project and the out-turn cost of the project.
The amount of labour time that is required to complete an activity or group of activities. Usually expressed in, say, labour days and should not be confused with the duration of an activity, which is dependant on the amount of labour allocated to it.
Durations that include both working and non-working time, in other words Calendar Days. For example, a task might have a duration of 2 elapsed weeks while the task's working duration is 10 Working Days.
1. A point in a project, generally represented by a Milestone, that signifies the completion of all preceding activities prior to the start of any succeeding activities. Often used to represent a decision point. 2. The start or end of an important activity, or group of activities, that signifies a defined point in the project. See also Goal. 3. A happening, activity, or group of activities, that did not form part of the project that has an effect on the timing and/or resources of the project. Often used to describe something that delays or disrupts the project. See also Relevant Event.
The integration of programme, schedule and graphics to produce a time-based visualisation of the development of a project. Predominately carried out by linking Project Management Software with graphics/drawing software though integrated software is now available.
The reduction of overall project duration by overlapping activities, or sequences of activities that were originally or are usually planned to be carried out consecutively. Whilst reducing the overall project duration, this often also results in an increase in cost and/or a reduction in quality and increased risk.
A set of conditions that defines a subsection of the project thus facilitation focused control, understanding or analysis. For example, a filter of activities with a particular resource (say, a specific subcontractor) to illustrate only the activities of that resource or a filter of all activities between particular dates.
The period by which the finish of an activity, or group of activities, can be delayed, brought forward or extended without affecting the Programme End Date. For an activity with finish float only the start of the activity cannot be delayed, brought forward or extended without affecting the Programme End Date.
A relationship between two activities where the successor activity (the second activity) cannot finish until the predecessor activity (the first activity) has finished.
The minimum period of time between the finish of the predecessor activity (the first activity) and the finish of the successor activity (the second activity). The time represents the portion of the work of the successor activity to be completed following completion of the successor activity.
A relationship between two activities where the successor activity (the second activity) cannot start until the predecessor activity (the first activity) has finished.
The minimum period of time between the finish of the predecessor activity (the first activity) and the start of the successor activity (the second activity).
The period by which a task can be delayed, brought forward or extended without affecting the Programme End Date. See also Total Float, Start Float, Finish Float, Free Float, Negative Float.
A projection of when an activity, or group of activities, will start of finish based upon past performance. Typically, forecasts are made of the Project Completion Date.
A small network, an abbreviation of 'fragment network'. Typically inserted into the overall project network to represent a happening, activity, or group of activities, that did not form part of the project that has an effect on the timing and/or resources of the project.
The period by which an activity, or group of activities, can be delayed, brought forward or extended without affecting any other tasks, or the Programme End Date.
A Gantt chart is a graphical representation of the duration of activities against the progression of time and is a particular type of Bar Chart though used as a synonym for bar charts in general. Named after Henry Laurence Gantt (1861-1919) who originally developed the format (first described in 'Work, Wages and Profit' by H L Gantt in The Engineering Magazine, NY, 1910).
An event in the project signifying a defined point, usually the completion of a particular event often accompanied by a succinct definition of what is to be accomplished.
An activity that gives an overview in terms of timing and duration of two or more activities that may be dispersed throughout the project. The duration of a hammock is initially unspecified and is ultimately determined by the timing and durations of the specified activities.
1. Relating to Plans and Networks refers to showing different levels of detail; from high level summary down to detail working levels and the relationship between the plans. 2. Relating to coding systems, such as Work Breakdown Structure, Cost Breakdown Structure, and Organisational Breakdown Structure refers to multi-level structures to aid classification and analysis of project components.
A graphical display of planned and/or actual resource usage and costs over a period of time. The format is of a vertical bar chart with the height of the bars representing the quantity of resource or cost for a specified time unit and the horizontal axis representing the period or project duration.
The notation for the start and end nomenclature use in Activity-on-Line networks. An activity can be described by its start event number (I) and end event number (J). See also Activity ID.
The assessment of the effect of Events on a project. Specifically used in Delay Analysis to describe techniques that use Fragnets and the like to simulate the effect of Events and their affect on the Project Completion Date. See also What-If Analysis.
A date imposed on an activity or milestone by external constraints. Imposed dates can be: 1. start on, 2. start no earlier than, 3. start no later than, 4. finish on, 5. finish no earlier than, or 6. finish no later than.
The period by which an activity can be delayed, brought forward or extended without affecting the Programme End Date but will affect successor activities. See also Free Float.
An Activity, or Milestone, that has no predecessors or successors. Usually time located by means of an Imposed Date and representing an Activity or Event that is associated with the project but has no direct influence on the timing or duration of any of the activities in the project.
Associated with the philosophy of 'Lean Manufacturing'. Generally relates to scheduling raw materials and the like to arrive no earlier than required thereby reducing stocks held at the point of use (just-in-time supply. Can also refer to just-in-time production. These techniques are often seen as scheduling activities to be carried out As-Late-As-Possible.
A tabular report (usually) that extracts from the project plan the description and planned, forecast and actual dates of major events that are deemed to be crucial to the successful completion of the project.
A group of activities that are connected by both Start-to-Start and Finish-to-Finish dependencies to their predecessor. This produces an overlapping of a string of activities. Named as such because of the drawn resemblance to a ladder of a number of activities connected by Dummies in an Activity-on-Line network.
1. The minimum time between the end of one activity and the start of its successor activity. See also Finish-to-Start Lag. 2. The minimum time between the end of one activity and the end of its successor activity. See also Finish-to-Finish Lag. 3. The minimum time between the start one activity and the start of its successor activity. See also Start-to-Start Lag and Start-to-Start Lead.
The dates calculated by the Backward Pass of network analysis. Within the within the constraints, resources and logic of the network these dates represent the latest start and latest dates for activities or sequences of activities.
The latest possible time by which an activity must end, within the logical and imposed constraints of the plan, without affecting the total project duration.
The latest possible time by which an activity must start, within the logical and imposed constraints of the plan, without affecting the total project duration.
A statistical method used in Risk Analysis to select data from a risk profile (especially activity duration). Particularly used where a small number of iterations are required, for instance, because of a large number of activities or slow processing speeds. See also Monte Carlo Simulation.
The period of time or activity, or group of activities, that is required before a programme activity can commence. For instance, to represent the manufacturing period require once design has been completed and an order placed before materials are delivered for incorporation into the works.
A graphical technique particularly suited for projects that comprise multiple and similar units, such as residential housing. The x-axis represents time and the y-axis the number of units. Sloping lines represent the activities of the project, the gradient of the line indicating the rate of production.
The principal programme for a project, in particular that produced to comply with contractual requirements of the project. See also Programme and Project Plan.
A standard file format, originating from Microsoft Project™, which allows project data to be transferred between software that support the MPX file format.
A zero duration activity used to identify or highlight key points or Events in the project. Milestones are often used to identify the start or completion of sections of the project and are therefore useful for Monitoring performance.
Making or planning measures to reduce the risk of delays or to recover delays. Mitigating action should not unreasonably increased the overall cost of the project. Action that does increase the overall cost of the project is considered to be Acceleration.
A statistical method used in Risk Analysis to select data from a risk profile (especially activity duration) and to estimate a range of outcomes. See also Latin Hypercube.
An Activity or Milestone that has float within a minimum defined limit. For instance, an activity with less than 3 days float is to be deemed 'near critical' and treated as a Critical Activity.
Time that an activity must make up to stay on schedule. An activity with negative float is said to be Super-Critical. Negative float is usually caused by conflicting Constraints on activities.
A pictorial or graphical model of the project which includes Activities and their inter-related Logic Links. Also known as a Flow Chart, Logic Diagram, Network or PERT Chart, and so on.
The productivity of Permanent Resources and labour. Used to estimate Activity Duration: Activity Duration = Quantity / (Output Rate x Number of Operatives)
A resource that is not depleted by its use in the project. Once a permanent resource has finished work on an activity it is available to work on other activities in the project. Labour and plant are examples of permanent resources.
A systematic method of estimating the overall project Position employing a cumulative summation of all the work durations carried out compared to a summation of all the work durations planned. This technique was developed by the Property Services Agency [UK], 1988. See also S-Curve.
The process of preparing for the commitment of resources in the most effective fashion. It aims to produce a workable programme that will achieve project goals and serve as a standard against which actual progress can be measured. It defines: 1. what should be done (Activities), 2. how should activities be performed (methods), 3. who should perform each activity and with what means (resources), and 4. when the activities should be performed (sequence and timing).
The Status of an activity, a group of activities or the project as a whole. Position at a specified time can be ahead of programme, on programme or behind programme.
An activity that must be partially finished or finished before a specified activity can start, that is those activities that have outgoing Start-to-Start, Finish-to-Start or Finish-to-Finish dependencies. See also Successor.
A Network that has variable activity durations (the value dependant on the probability of it occuring) and/or variable dependencies bewteen activities (the path dependant on the probability of it occuring). See also Determinalistic Networks and Graphical Evaluation and Review Technique.
1. A group project: a project or programme containing multiple projects with a common purpose. 2. The timetable for a project. Showing how Activities and Milestones are planned to be carried out over a period of time. 3. The physical document for communicating the Plan, especially timing and sequence.
Originally Program Evaluation Research Task (from Bureau of Naval Weapons, Department of the Navy, 1958). The technique uses three estimates of activity duration, Optimistic Time (o), Most Likely Time (m) and Pessimistic Time (p), to calculate the Expected Time (e). Expected Time = (o + 4m + p) / 6. When applied to Activity-on-Line network methods statistical techniques can be used to estimate the probability of the project completing within specified time periods.
A member of the project team responsible determining when the activities should be performed (sequence and timing) and utilising methods such as Bar Charts and Networks employing Project Management Software. Often used as a synonym for Planner.
The particular Planning duty of determining when the activities should be performed (sequence and timing) and utilising methods such as Bar Charts and Networks employing Project Management Software.
A method of calculating the Critical Path in partially completed projects taking account of Out of Sequence Progress. Where activities have been progressed out of sequence, Predecessor dependencies are ignored. See also Retained Logic.
A particular time period during which progress is reported. Progress periods usually coincide with producing Progress Reports and are, for example, at weekly or monthly intervals.
A regular report detailing the progress of the project, usually including a comparison of the actual progress achieved compared to that planned for the individual activities and for the project as a whole, a forecast of completion of key dates and the project as a whole. See also Project Report.
A temporary endeavour undertaken to create a unique product. Projects are performed by people, constrained by limited resources, planned, executed and controlled.
Computer applications used by Planners and Programmers to draw, develop, analyse and communicate Project Programmes. Visit the PEO Software page for more information on project management software.
1. The project activities and milestones and durations and planned sequence and timing. 2. The physical document (Bar Chart or Network for instance) that illustrates and communicates the above.
An Event that results in a delay to the Project Completion Date that, in accordance with the terms of the contract, is not the responsibility of the contractor.
Planning, carried out during the currency of the project, of activities that are not complete. This is usually carried out to recover delays or to incorporate changes in the scope of the project. See also Acceleration and Mitigation.
A mathematical calculation (Critical Path Analysis) performed on the tasks and links, to ensure that the project is completed in the minimum possible time within the logical and imposed constraints of the plan and any progress that might have been achieved..
Any goods or services required to complete the work of an activity. For example, labour, materials, plant and money. See also Consumable Resource and Permanent Resource.
A graphical display of planned and/or actual resource usage over a period of time. The format is of a vertical bar chart with the height of the bars representing the quantity of resource for a specified time unit and the horizontal axis representing the period or project duration.
Rescheduling the programme and determining scheduled activity dates to ensure the maximum resource availability is not exceeded. This may cause the project to be delayed if there are insufficient resources and Float within the programme.
A Dependency in a network that is in addition to those modelling the logical work process. These links simulate the transfer of a resource from one activity to another.
The method of developing a programme that determines the sequence and timing of activities based on the logical work process and the availability and limitations of resources. Generally this involves estimating activity durations based on available resources and the introduction of Resource Links to simulate the transfer of resources from one activity to another. See also Activity Orientated Scheduling.
Smoothing-out of peaks and troughs in the resource requirements without extending the planned project duration. The technique is to delay some activities within their floats to remove peaks and troughs in demand. The scope for smoothing is limited by the float available and constraints of the programme.
A method of calculating the Critical Path in partially completed projects taking account of Out of Sequence Progress. Where activities have been progressed out of sequence, Predecessor Activities are reduced to their Remaining Duration and predecessor dependencies are maintained. See Progress Over-Ride.
1. The timetable for a project. Showing how Activities and Milestones are planned to be carried out over a period of time. 2. The physical document for communicating the Plan, especially timing and sequence.
A parameter of Earned Value Analysis. The ratio of actual performance to planned performance. A ratio of less than 1 indicates the project is performing less than planned (that is, it is behind programme), a ratio of greater than 1 indicates the project is performing better than planned (that is, it is ahead of programme).
1. A parameter of Earned Value Analysis. The difference between the budgeted cost of work carried out and the budgeted cost of work planned. 2. The difference between the planned performance and actual performance.
Difference between Planned Progress, Planned Start or Planned Finish and Actual Progress, Actual Start or Actual Finish when the project is in Delay. See also Variance.
The period by which the start of an activity, or group of activities, can be delayed, brought forward or extended without affecting the project end date. For an activity with start float only the finish of the activity cannot be delayed, brought forward or extended without affecting the project end date.
A relationship between two activities where the successor activity (the second activity) cannot finish until the predecessor activity (the first activity) has started. This is essential an illogical dependency as it implies time running backwards, however, it is sometimes used to schedule the successor activity 'as late as possible' in relation to the predecessor activity.
A relationship between two activities where the successor activity (the second activity) cannot start until the predecessor activity (the first activity) has started.
The minimum period of time between the start of the predecessor activity (the first activity) and the start of the successor activity (the second activity). The time represents the portion of the work of the predecessor activity that must be completed before the successor activity can start. Also known as Start-to-Start Lead.
An activity that cannot start and/or finish before a specified activity has started and/or finished, that is those activities that have incoming Start-to-Start, Finish-to-Start or Finish-to-Finish dependencies. See also Predecessor.
A date that the contractor aims to finish an activity or a group of activities. This may be earlier or later than the Project Completion Date depending on the circumstances. See also Target Programme.
A Programme that is designed to achieve a specified objective. Usually to recover delays, to achieve a Milestone in the project, or completion ahead of the Project Completion Date. See also Acceleration and Mitigation.
A graphical technique particularly suited for linear projects (such as roads, railways and pipelines). The x-axis represents distance (or chainage) and the y-axis the time. Sloping lines represent the activities of the project indicating the rate of production and where, and at what time, activity is taking place.
A method of Delay Analysis that analyses the effect of each Event incrementally and takes account of the status of the project at the time the delaying event occurred, the changing nature of the critical path and the effects of action taken, or that should have reasonably been taken to Mitigate delays.
The time at which all progress information entered for a project should be correct as of this date. The time at which all remaining work starts. This is the date when Progress is measured up to and generally coincides with the production of the Progress Report.
A Network Diagram drawn such that the Activities are positioned and dimensioned horizontally to represent, much as a Bar Chart, the planned timing of the activities.
A project that must be completed by a specific date with the assumption that what ever resources are required are available. See also Activity Orientated Scheduling.
The period by which an activity can be delayed, brought forward or extended without affecting the project end date. Total Float comprises Free Float and Interrupting Float. See also Float.
A tabular report generated to enable those Monitoring to enter their activity Progress status against a list of activities that are scheduled to be in progress during a particular time window.
The difference between planned and actual performance of an activity or a sequence of activities. Usually relating to differences between Planned Progress, Planned Start or Planned Finish and Actual Progress, Actual Start or Actual Finish but can also be applied to other project parameters such as costs. See also Slippage.
A method of Delay Analysis that analyses the project in discrete 'windows' of time. The Status of the project and forecast Programme Completion Date is examined at the beginning of the time window and at the end of the time window. Any Variance (generally a Delay) is due to the activities milestones and events on the Critical Path within the window period.
The net time an activity is planned to be working or actually working. The working time does not take account of Weekends, Holidays and other Non-Working Time. For instance an activity that spans two weeks would have an Elapsed Time of, say 14 days but a working time of only 10 days taking account of the non-working weekends.
Activities with zero float are said to be Critical. Any variance in their duration or start and finish dates will generally affect the Programme Completion Date.
Abbreviations
4D-PS
4D Planning and Scheduling
ADePT
Analytical Design Planning Technique
ALAP
As Late As Possible
ASAP
As Soon As Possible
CBS
Cost Breakdown Structure
CPA
Critical Path Analysis
CPM
Critical Path Method
EF
Earliest Finish
EoT
Extension of Time
ES
Earliest Start
EVA
Earned Value Analysis
EVM
Earned Value Management
F-F
Finish-to-Finish
F-S
Finish-to-Start
GERT
Graphical Evaluation and Review Technique
JIT
Just In Time
KPI
Key Performance Indicator
LF
Latest Finish
LoB
Line of Balance
LS
Latest Start
MPX
Microsoft Project Exchange
OBS
Organisational Breakdown Structure
PDM
Precedence Diagram Method
PEO
Planning Engineers Organisation
PERT
Program Evaluation Review Technique Program Evaluation Research Task
