The 1%-10% Rule is used to determine the proper level of detail while breaking down the work of a project. The rule states that the lowest level of activities in the WBS of a project should have a duration no less than 1% of the project duration and not more than 10% of the project duration.
TOOLS TRAINING LIVE WEBINARS USER-GENERATED
|Books Events Links White Papers Wikis|
|Language:||All English French Japanese Korean Portuguese Spanish|
|Access:||All Free Premium|
|All A B C D E F G H I J K L M N O P Q R S T U V W X Y Z|
449 items found
Acceptance of risk involves recognition that the risk is a factor, and that the project team is not actively changing its approach to the project to respond to it. Acceptance is not the same as ignoring the risk, however. Contingency plans should be put in place to be able to respond to the risk should it occur.
Acceptance Test Driven Development (ATDD) is a practice in which the whole team collaboratively discusses acceptance criteria, with examples, and then distills them into a set of concrete acceptance tests before development begins.
Accountability is an individual's requirement to accept the consequences, both positive and negative, for activities and actions. Often, an individual in a leadership position is held accountable for actions taken by subordinate team members.
An action Item is work that is a follow-on activity, usually to a meeting. It is often an action arising out of the conversation, but not core to accomplishing meeting objectives. A project manager will formally schedule an action item to ensure the necessary activity is noted and assigned, but scheduled to be completed later so as not to derail the meeting.
Stakeholder Engagement|Stakeholder Engagement
A component of work performed during the course of a project. Can be a Stage (group of steps), Step (group of tasks), or Task (individual activity).
The accounting technique, which identifies all costs associated with individual activities comprising a project or process, irrespective of its place within an organizational structure. For example, ABC assigns product costs, based on the activities that are required to produce a product. By identifying the product’s cost drivers and its corresponding activities, this technique also allows for identification of non-value-adding activities and opportunities for cost reductions through reengineering or redesign.