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The product flow diagram (PFD) is a representation of the order by which a sequence of products is created according to product-based planning principles. It is related to the product breakdown structure (PBS).
The product flow diagram is a prescribed activity of the PRINCE2 project management methodology which mandates the use of product-based planning. [1]
Some important features of the product flow diagram (PFD) include:
The product flow diagram is typically created iteratively with product descriptions and the product breakdown structure because as a project manager works through the logic they will identify missing products and additional information about products.
Project management is the process of leading the work of a team to achieve all project goals within the given constraints. This information is usually described in project documentation, created at the beginning of the development process. The primary constraints are scope, time, and budget. The secondary challenge is to optimize the allocation of necessary inputs and apply them to meet pre-defined objectives.
A work-breakdown structure (WBS) in project management and systems engineering is a deliverable-oriented breakdown of a project into smaller components. A work breakdown structure is a key project deliverable that organizes the team's work into manageable sections. The Project Management Body of Knowledge defines the work-breakdown structure as a "hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables."
A project plan, according to the Project Management Body of Knowledge (PMBOK), is: "...a formal, approved document used to guide both project execution and project control. The primary uses of the project plan are to document planning assumptions and decisions, facilitate communication among project stakeholders, and document approved scope, cost, and schedule baselines. A project plan may be summarized or detailed."
The critical path method (CPM), or critical path analysis (CPA), is an algorithm for scheduling a set of project activities. It is commonly used in conjunction with the program evaluation and review technique (PERT). A critical path is determined by identifying the longest stretch of dependent activities and measuring the time required to complete them from start to finish.
The program evaluation and review technique (PERT) is a statistical tool used in project management, which was designed to analyze and represent the tasks involved in completing a given project.
In project management under the PRINCE2 methodology, a product breakdown structure (PBS) is a tool for analysing, documenting and communicating the outcomes of a project, and forms part of the product based planning technique.
PRINCE2 is a structured project management method and practitioner certification programme. PRINCE2 emphasises dividing projects into manageable and controllable stages.
In systems engineering, information systems and software engineering, the systems development life cycle (SDLC), also referred to as the application development life-cycle, is a process for planning, creating, testing, and deploying an information system. The systems development life cycle concept applies to a range of hardware and software configurations, as a system can be composed of hardware only, software only, or a combination of both. There are usually six stages in this cycle: requirement analysis, design, development and testing, implementation, documentation, and evaluation.
Process engineering is the understanding and application of the fundamental principles and laws of nature that allow humans to transform raw material and energy into products that are useful to society, at an industrial level. By taking advantage of the driving forces of nature such as pressure, temperature and concentration gradients, as well as the law of conservation of mass, process engineers can develop methods to synthesize and purify large quantities of desired chemical products. Process engineering focuses on the design, operation, control, optimization and intensification of chemical, physical, and biological processes. Process engineering encompasses a vast range of industries, such as agriculture, automotive, biotechnical, chemical, food, material development, mining, nuclear, petrochemical, pharmaceutical, and software development. The application of systematic computer-based methods to process engineering is "process systems engineering".
A data-flow diagram is a way of representing a flow of data through a process or a system. The DFD also provides information about the outputs and inputs of each entity and the process itself. A data-flow diagram has no control flow — there are no decision rules and no loops. Specific operations based on the data can be represented by a flowchart.
Flow diagram is a collective term for a diagram representing a flow or set of dynamic relationships in a system. The term flow diagram is also used as a synonym for flowchart, and sometimes as a counterpart of the flowchart.
Task management is the process of managing a task through its life cycle. It involves planning, testing, tracking, and reporting. Task management can help either individual achieve goals, or groups of individuals collaborate and share knowledge for the accomplishment of collective goals. Tasks are also differentiated by complexity, from low to high.
The project initiation documentation (PID) is one of the most significant artifacts in project management, which provides the foundation for the business project.
Product-based planning is a fundamental part of the PRINCE2 approach to project management, and is a method of identifying all of the products that make up or contribute to delivering the objectives of the project, and the associated work required to deliver them. The documents which define the Project itself are also considered Products.
Production Part Approval Process (PPAP) is used in the automotive supply chain for establishing confidence in suppliers and their production processes. Actual measurements are taken from the parts produced and are used to complete the various test sheets of PPAP.
"All customer engineering design record and specification requirements are properly understood by the supplier and that the process has the potential to produce product consistently meeting these requirements during an actual production run at the quoted production rate." Version 4, 1 March 2006
In the United States Department of Defense, the Integrated Master Plan (IMP) and the Integrated Master Schedule (IMS) are important program management tools that provide significant assistance in the planning and scheduling of work efforts in large and complex materiel acquisitions. The IMP is an event-driven plan that documents the significant accomplishments necessary to complete the work and ties each accomplishment to a key program event. The IMP is expanded to a time-based IMS to produce a networked and multi-layered schedule showing all detailed tasks required to accomplish the work effort contained in the IMP. The IMS flows directly from the IMP and supplements it with additional levels of detail——both then form the foundations to implement an Earned Value Management System.
A glossary of terms relating to project management and consulting.
The project management triangle is a model of the constraints of project management. While its origins are unclear, it has been used since at least the 1950s. It contends that:
The following outline is provided as an overview of and topical guide to project management:
The Goals breakdown structure (GBS) is a hierarchical structure linking high-level objectives or goals to more detailed goals. The GBS was originally developed for project management, but applies to product development and the organization as a whole. The concept is based on the Work Breakdown Structure (WBS) popular in the project management discipline. Like the WBS, project goals exhibit a hierarchical structure. The highest-level defines the overall goal or mission for the project. The next level down sets the goals the organization intends to achieve from the project. These might include such items as profit, market share, etc. The next layer down defines the features the products must exhibit to achieve the organization's goals. The next layer down defines the specifications each product or component of the product must have to meet the products features.