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PROJECT MANAGEMENT INFORMATION SYSTEM (PMIS)

Project Management Information System (PMIS) are system tools and techniques used in project management to deliver information. Project managers use the techniques and tools to collect, combine and distribute information through electronic and manual means. Project Management Information System (PMIS) is used by upper and lower management to communicate with each other. Project Management Information System (PMIS) help plan, execute andclose project management goals. During the planning process, project managers use PMIS for budget framework such as estimating costs. The Project Management Information System is also used to create a specific schedule and define the scope baseline. At the execution of the project management goals, the project management team collects information into one database. The PMIS is used to compare the baseline with the actual accomplishment of each activity, manage materials, collect financial data, and keep a record for reporting purposes. During the close of the project, the Project Management Information System is used to review the goals to check if the tasks were accomplished. Then, it is used to create a final report of the project close. To conclude, the project management information system (PMIS) is used to plan schedules, budget and execute work to be accomplished in project management. This term is defined in the 3rd and the 4th edition of the PMBOK.

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Definitions A Apportioned Effort (AE) Arrow Diagramming Method (ADM) [Technique] Accept Acceptance Acceptance Criteria Acquire Project Team Activity Activity Attributes Activity Code Activity Definition Activity Description Activity Duration Activity Duration Estimating Activity Identifier Activity List Activity Resource Estimating [Process] Activity Sequencing [Process] Activity-on-Arrow (AOA) Activity-on-Node Actual Cost Actual Cost of Work Performed (ACWP) Actual Duration Actual Finish Date (AF) Actual Start Date (AS) Analogous Estimating [Technique] Application Area Approval Approve Approved Change Request [Output/input]

Arrow As-of Date Assumptions Analysis [Technique] Assumptions [Output/Input] Authority B Backward Pass Bar Chart [Tool] Baseline Baseline Finish Date Baseline Start Date Bill of materials (BOM) Bottom-up Estimating [Technique] Brainstorming [Technique] Budget Budget at Completion Budgeted Cost of Work Performed Budgeted Cost of Work Scheduled Buffer Buyer C Calendar Unit Change Control Change Control Board (CCB) Change Control System [Tool] Change Request Chart of Accounts Charter Checklist Claim Close Project Closing Process Co-location Code of Accounts (in Project Management) Common Cause Communication (in project management)

Communication Management Plan Communications Planning Compensation Component Configuration Management System Constraint Contingency Contingency Allowance Contingency Reserve Contract Contract Administration Contract Closure Contract Management Plan Contract Statement of Work Contract Work Breakdown Structure Control Control Account Control Account Plan Control Limits Controlling Corrective Action Cost Cost Baseline Cost Budgeting Cost Control Cost Estimating Cost Management Plan Cost of Quality (COQ) Cost Performance Index Cost Variance (CV) Cost-Plus-Fee Cost-Plus-Fixed-Fee (CPFF) Contract Cost-Plus-Percentage of Cost (CPPC) Cost-Reimbursable Contract Crashing Create Work Breakdown Structure (WBS)

Criteria Critical Activity Critical Chain Method Critical Path Critical Path Method (CPM) Current Finish Date Current Start Date Customer D Data Date (DD) Date Decision Tree Analysis Decomposition Defect Defect Repair Deliverable Delphi Technique Dependency Design Review Develop Project Charter Develop Project Management Plan Develop Project Scope Statement (preliminary) Develop Project Team Direct and Manage Project Execution Discipline Discrete Effort Document Documented Procedure Dummy Activity Duration E Early Finish Date Early Start Date Earned Value Earned Value Management Earned Value Technique

Effort Enterprise Enterprise Environmental Factors Estimate Estimate at Completion Estimate to Complete Event Exception Report Execute Executing Executing Process Execution Expected Monetary Value Analysis Expert Judgment F Failure Mode and Effect Analysis Fast Tracking Finish Date Finish-to-Finish Finish-to-Start Firm-Fixed-Price Contract Fixed-Price or Lump Sum Contract Fixed-Price-Incentive-Fee Contract Float Flowcharting Forecasts Forward Pass Free Float Functional Manager Functional Organization Funds G Gantt Chart Goods Grade Ground Rules

H Hammock Activity Historical Information Human Resource Planning I Imposed Date Influence Diagram Influencer Information Distribution Initiating Process Initiator Input Inspection Integral Integrated Integrated Change Control Invitation for Bid Issue K Knowledge Knowledge Area Process Knowledge Area, Project Management L Lag Late Finish Date Late Start Date Latest Revised Estimate Lead (Technique) Lessons Learned Lessons Learned Knowledge Base Level of Effort (LOE) Leveling Life cycle Log Logic Logic Diagram

Logical Relationship M Manage Project Team Manage Stakeholders Master Schedule Materiel Matrix Organization Methodology Milestone Milestone schedule Monitor Monitor and Control Project Work Monitoring Monitoring and Controlling Processes Monte Carlo Analysis N Near-Critical Activity Network Network Analysis Network Logic Network Loop Network Open End Network Path Networking [Technique] Node O Objective Operations Opportunity Organization Organization Chart [Tool] Organizational Breakdown Structure (OBS) Organizational Process Assets Original Duration (OD) Output P

Parametric Estimating Pareto Chart Path Convergence Path Divergence Percent Complete (PC or PCT) Perform Quality Assurance (QA) Perform Quality Control (QC) Performance Maintenance Baseline Performance Reporting Performance Reports Performing Organization Phase Plan Contracting Plan Purchases and Acquisitions Planned Finish Date Planned Start Date Planned Value Planning Package Planning Processes Portfolio Portfolio Management Position Description Practice Precedence Diagramming Method Precedence Relationship Predecessor Activity Preventive Action Probability and Impact Matrix Procedure Process Process Group Procurement Documents Procurement Management Plan Product Product Life Cycle Product Scope

Product Scope Description Program Program Management Program Management Office Progressive Elaboration Project Project Calendar Project Charter Project Communications Management Project Cost Management Project Human Resource Management Project Initiation Project Integration Management Project Life Cycle Project Management (PM) Project Management Body of Knowledge (PMBOK) Project Management Information System (PMIS) Project Management Knowledge Area Project Management Office Project Management Plan Project Management Process Project Management Process Group Project Management Professional Project Management Software Project Management System Project Management Team Project Manager Project Organization Chart Project Phase Project Process Groups Project Procurement Management Project Quality Management Project Risk Management Project Schedule Project Schedule Network Diagram Project Scope

Project Scope Management Plan Project Scope Statement Project Sponsor Project Stakeholder Project Summary Breakdown Structure Project Team Project Team Dictionary Project team members Project Time Management Project Work Projectized Organization Q Qualitative Risk Analysis Quality Quality Management Plan Quality Planning Quantitative Risk Analysis R Regulation Reliability Remaining Duration Request for Information Request for Proposal Request for Quotation Request Seller Responses Requested Change Requirement Reserve Reserve Analysis Residual Risk Resource Resource Breakdown Structure Resource Calendar Resource Histogram Resource Leveling Resource Planning

Resource-constrained Schedule Resource-Limited Schedule Responsibility Assignment Matrix Result Retainage Rework Risk Risk Acceptance Risk Avoidance Risk Breakdown Structure Risk category Risk Database Risk identification Risk management plan Risk Management Planning Risk Mitigation Risk Monitoring and Control Risk Register Risk Response Planning Risk Transference Role Rolling Wave Planning Root Cause Analysis S S-Curve Schedule Schedule Activity Schedule Analysis Schedule Compression Schedule Control Schedule Development Schedule Management Plan Schedule Milestone Schedule Model Schedule Network Analysis Schedule Performance Index

Scheduled Finish Date (SF) Scheduled Start Date (SS) Scheduled Variance Scope Scope Change Scope Control Scope Creep Scope Definition Scope Planning Scope Verification Secondary Risk Select Sellers Seller Sensitivity Analysis Service Should-Cost Estimate Simulation Skill Special Cause Specification Specification Limits Sponsor Staffing Management Plan Stakeholder Standard Start Date Start-to-Finish (SF) Start-to-Start Statement of Work Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis Subnetwork Subphase Subproject Successor Activity Summary Activity, Hammock Activity SWAG

System T Target Completion Date Target Finish Date Target Schedule Target Start Date (TS) Task Team Members Technical Performance Measurement Technique Template Threat Three-Point Estimates Thresholds Time & Material (T&M) Contract Time-Scaled Schedule Network Diagram Tool Total Float Total Quality Management (TQM) Trend Analysis [Technique] Triggers Triple Constraint U User V Validation Value Engineering Variance Variance Analysis Verification Virtual Team Voice of the Customer W War Room Work Work Authorization (Method)

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Work Authorization System Work Breakdown Structure Work Breakdown Structure Dictionary Work Package Work Performance Information Workaround X Z
BLOGROLL

Project Management 2.0 Scope Crpe

GENERAL

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