Software Engineering: Programming (What is About?)

Software Engineering Series

According to Wikipedia, computer programming (shortly programming or coding) is “the process of designing, writing, testing, debugging, and maintaining the source code of computer programs”. That’s an extensive definition, because typically programming refers mainly to the writing of a set of instructions understandable by a computer or any other electronic device. At least that’s what programming was at its beginnings. 

With time, giving the increasing complexity of software, programming included also activities like gathering requirements, architecting, designing, testing, debugging and troubleshooting, refactoring, documenting, configuring, deploying, performing maintenance, etc. Each of these activities comes with their own set of methods, procedures, processes, models, methodologies, best/good practices, standards and tools. In addition, when we look at the architecture of an application, we can delimit several layers: server vs. client, front-end (user interface), business layer, backend (database), transport (network), communication or hardware – they coming with their own set of technologies and knowledge luggage, and requiring some specialization too.

However, making abstraction of all these, programming implies the (partial) knowledge of a programming language, an artificial language used to communicate with machines, in terms of language syntax, semantics and built-in libraries, and of a IDE (Integrated Development Environment), an application in which the code is written, compiled/interpreted and debugged. As programming can be often a redundant task, being necessary to solve the same kind of problems or to write the same kind of instructions, in addition to the various structures and techniques made available in order to minimize redundancy, a programmer can take advantage of a huge collection of algorithms, abstracted step-by-step instructions, and afferent technical literature. The deeper needs to go their understanding, the broader the set of knowledge to be acquired for it.

And even if we consider all above, that’s not enough because programming is used in order to model and solve business-specific problems. So is required some minimal knowledge of the respective business domains, and that’s quite a lot if we consider that each project may address one or more business domains. Talking about projects, as most of the programming is performed within projects, a programmer needs to have some knowledge of the procedures, methods and methodologies for project management and team management. That’s not programming anymore, but it’s part of the landscape and nowadays is kind of a must because programming is performed within projects and teams. This means also that a programmer needs to cover several important interpersonal skills, to which add up customer oriented, social and thinking skills. They are important because they impact directly or indirectly the act of programming, and many ignore this.

It’s important to stress that programming is not only the knowledge of languages, algorithms, tools, methods, models, practices, methodologies, standards, but also their adequate use in order to make most of the programming experience. Or as a long time ago retrieved quotes puts it: “programming is 10% science, 20% ingenuity, and 70% getting the ingenuity to work with the science” (anonymous). We all (or almost all) master our native language to the degree of writing sentences or communicating, though it takes skills to communicate effectively and efficiently, or of making from language a tool of expression through poetry or other forms o literature. Fantasizing a little, programming is like writing poetry, is one thing to write chunks of words, and another thing to write something meaningful. And programming is a lot about interpretation and representation of meaning in order to solve problems, is about understanding and breaking down complexity to a level that can be translated in meaning to machines. 

Programming is an art, to the same degree each endeavor can be transformed in art. It requires skills, knowledge, dedication, creativity, and most of all the pleasure of programming. Programming is a state of spirit, is a way or model of thinking, of seeing the whole world in computable terms.

Project Management: Acceptance Criteria (Definition)

"The criteria that a product or product component must satisfy to be accepted by a user, customer, or other authorized entity." (Sandy Shrum et al, "CMMI®: Guidelines for Process Integration and Product Improvement", 2003)

"Those criteria, including performance requirements and essential conditions, which must be met before project deliverables are accepted. " (Cynthia Stackpole, "PMP® Certification All-in-One For Dummies®", 2011)

"A set of conditions that is required to be met before deliverables are accepted." (For Dummies, "PMP Certification All-in-One For Dummies" 2nd Ed., 2013)

"Those criteria, including performance requirements and essential conditions, which must be met before project deliverables are accepted." (Jeffrey K Pinto, "Project Management: Achieving Competitive Advantage" 5th Ed., 2018)

"Formal agreement that a service, process, plan or any other deliverable is complete, accurate, reliable and it meets its specifications" (ITIL)

"The exit criteria that a component or system must satisfy in order to be accepted by a user, customer, or other authorized entity." [After IEEE 610] (Software Quality Assurance)

Project Management: Corrective Action (Definitions)

"Acts or deeds used to remedy a situation, remove an error, or adjust a condition." (Sandy Shrum et al, "CMMI®: Guidelines for Process Integration and Product Improvement", 2003)

"The process of returning some aspect of project performance to a more desired state." (Timothy J  Kloppenborg et al, "Project Leadership", 2003)

[Corrective feedback:] "Instructional responses to learner answers to a practice exercise that tell the learners whether they answered correctly or incorrectly. Contrast with explanatory feedback." ( Ruth C Clark, "Building Expertise: Cognitive Methods for Training and Performance Improvement", 2008)

"Documented direction for executing the project work to bring expected future performance of the project work in line with the project management plan." (Cynthia Stackpole, "PMP® Certification All-in-One For Dummies®", 2011)

[Corrective Feedback:] "Instructional responses to answers to a practice exercise that tells the learner whether they answered corrected or incorrectly. Contrast with Explanatory Feedback." (Ruth C Clark & Richard E Mayer, "e-Learning and the Science of Instruction", 2011)

"The response, such as defect repair or preventive action, to any shortcoming found in a quality audit." (Bonnie Biafore & Teresa Stover, "Your Project Management Coach: Best Practices for Managing Projects in the Real World", 2012)

"An intentional activity that realigns the performance of the project work with the project management plan."" (For Dummies, "PMP Certification All-in-One For Dummies" 2nd Ed., 2013)

[Corrective controls:] "Mechanisms that repair damage caused by an undesired action and limit further damage, such as the procedure to remove detected viruses or the use of a firewall to block an attacking system." (Weiss, "Auditing IT Infrastructures for Compliance" 2nd Ed., 2015)

Project Management: Scope Creep (Definitions)

"Adding features and functionality (project scope) without addressing the effects on time, costs, and resources, or without customer approval." (Cynthia Stackpole, "PMP® Certification All-in-One For Dummies®", 2011)

"The tendency for people to sneak extra work and outputs into the project’s list of responsibilities. Can cause a project to fail under the burden of additional work without the corresponding resources." (Mike Clayton, "Brilliant Project Leader", 2012)

"The uncontrolled expansion to product or project scope without adjustments to time, cost, and resources." (For Dummies, "PMP Certification All-in-One For Dummies, 2nd Ed.", 2013)

"Additional activities beyond the defined or expected scope of a project. Scope creep often results in missed deadlines and increased costs." (Darril Gibson, "Effective Help Desk Specialist Skills", 2014)

"When the original plans or goals of a project expand. Common with projects, particularly poorly planned projects." (Weiss, "Auditing IT Infrastructures for Compliance, 2nd Ed", 2015)

"When features, functions, or attributes are added to a product during development that goes beyond the agreed-upon product requirements. When this condition occurs, the product is said to be experiencing scope creep. Scope creep is generally considered to be the number one cause of cost and schedule overruns in development projects. (Alternatively, this is sometimes called feature creep.)" (Steven Haines, "The Product Manager's Desk Reference", 2008)

"Adding features and functionality (project scope) without addressing the effects on time, costs, and resources, or without customer approval." (Jeffrey K Pinto, "Project Management: Achieving Competitive Advantage 5th Ed.", 2018)

"The insidious expansion of the product scope (i.e., expected functionality of the product, service, system, or result) that also expands or increases the project scope (i.e., the amount of work required) without a commensurate adjustment to or trade-off in the schedule, budget, resources, and/or quality, resulting in increased risk for the Performing Organization." (H James Harrington & William S Ruggles, "Project Management for Performance Improvement Teams", 2018)

"Also called requirement creep, this refers to uncontrolled changes in a project’s scope. Scope creep can occur when the scope of a project is not properly defined, documented and controlled. Typically, the scope increase consists of either new products or new features of already approved products. Hence, the project team drifts away from its original purpose. Because of one’s tendency to focus on only one dimension of a project, scope creep can also result in a project team overrunning its original budget and schedule. For example, scope creep can be a result of poor change control, lack of proper identification of what products and features are required to bring about the achievement of project objectives in the first place, or a weak project manager or executive sponsor." (ISTQB) 

Project Management: Project Charter (Definitions)

"A document issued by senior management that formally authorizes the existence of a project. Provides the project manager with the authority to apply organizational resources to project activities." (Timothy J  Kloppenborg et al, "Project Leadership", 2003)

"A document issued by an executive, project sponsor, or customer, announcing a project and delegating authority to the project manager." (Bonnie Biafore, "Successful Project Management: Applying Best Practices and Real-World Techniques with Microsoft® Project", 2011)

"A document issued by the project initiator or sponsor that formally authorizes the existence of c a project, and provides the project manager with the authority to apply organizational resources to project activities." (Cynthia Stackpole, "PMP® Certification All-in-One For Dummies®", 2011)

"A statement of objectives, scope, and stakeholders or participants in a project or program." (DAMA International, "The DAMA Dictionary of Data Management", 2011)

"A document officially announcing an approved project. Distributed by the project sponsor, the charter identifies the project manager and the extent of the project manager's authority." (Bonnie Biafore & Teresa Stover, "Your Project Management Coach: Best Practices for Managing Projects in the Real World", 2012)

"a project management document that defines a project scope, objectives, benefits, assumptions, etc. May also identify team assignments, project sponsor, time and cost estimates and constraints, and areas that are out of scope." (Bill Holtsnider & Brian D Jaffe, "IT Manager's Handbook" 3rd Ed., 2012)

"A document that formally authorizes a project to move forward. Having such a document reduces project cancellation risk due to lack of support or perceived value to the company. A charter documents the project's overall objectives and helps manage expectations of those involved." (Robert F Smallwood, "Information Governance: Concepts, Strategies, and Best Practices", 2014)

"The project charter is the document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. It documents the high-level information on the project and on the product, service, or result the project is intended to satisfy." (Cate McCoy & James L Haner, "CAPM Certified Associate in Project Management Practice Exams", 2018)

Project Management: Work Breakdown Structure (Definitions)

"A deliverable-oriented grouping of project elements that organizes and defines the total work scope of the project. Each descending level represents an increasingly detailed definition of the project work." (Timothy J  Kloppenborg et al, "Project Leadership", 2003)

"A method for breaking your project into component tasks and organizing your management structure." (Michael S Dobson, "The Juggler's Guide to Managing Multiple Projects", 2003)

"An arrangement of work elements and their relationship to each other and to the end product." (Sandy Shrum et al, "CMMI®: Guidelines for Process Integration and Product Improvement", 2003)

"The process of dividing a project into manageable tasks and sequencing them to ensure a logical flow between tasks." (Lynne Hambleton, "Treasure Chest of Six Sigma Growth Methods, Tools, and Best Practices", 2007)

"A structured list of all activities and tasks required to complete a project." (Steven Haines, "The Product Manager's Desk Reference", 2008)

 "A work breakdown structure (WBS) is an arrangement of project elements consisting of deliverables or project phases. It structures and defines the overall project content and scope." (Lars Dittmann et al, "Automotive SPICE in Practice", 2008)

"A deliverable-oriented hierarchical decomposition of the work to be executed by the project team to accomplish the project objectives and create the required deliverables. It organizes and defines the total scope of the project." (Project Management Institute, "Practice Standard for Project Estimating", 2010)

"A hierarchical diagram showing work broken down into smaller packages to facilitate estimating work and costs, and tracking progress." (Bonnie Biafore, "Successful Project Management: Applying Best Practices and Real-World Techniques with Microsoft® Project", 2011)

"An arrangement of work elements and their relationship to each other and to the end product [CMMI]." (International Qualifications Board for Business Analysis, "Standard glossary of terms used in Software Engineering", 2011)

"Formal tool that breaks the project (the work) down into a structure – allowing a firm inventory of tasks, in a logical hierarchy." (Mike Clayton, "Brilliant Project Leader", 2012)

"The framework in which the project goal is deconstructed into manageable, task-sized details called work packages to identify all work to be done to complete the project." (Bonnie Biafore & Teresa Stover, "Your Project Management Coach: Best Practices for Managing Projects in the Real World", 2012)

"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." (For Dummies, "PMP Certification All-in-One For Dummies, 2nd Ed.", 2013)

"A task-oriented detailed breakdown of activities which organizes, defines, and graphically displays the total work to be accomplished in order to achieve the final objectives of a project. WBS breaks down the project into progressively detailed levels. Each descending level represents an increasingly detailed definition of a project component. In CPM scheduling, the components at the lowest WBS level are used as activities to build the project schedule." (Christopher Carson et al, "CPM Scheduling for Construction: Best Practices and Guidelines", 2014)

"The planned work to take place in a project hierarchically decomposed into work packages of 80 hours or less." (Cate McCoy & James L Haner, "CAPM Certified Associate in Project Management Practice Exams", 2018)

"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." (Project Management Institute, "Practice Standard for Scheduling  3rd Ed.", 2019)

"An arrangement of work elements and their relationship to each other and to the end product." (CMMI)

Project Management: Assumptions (Definitions)

"When used in a Business Case, forecast, or other planning document, an assumption is a statement that relates to a potential future state or future situation." (Steven Haines, "The Product Manager's Desk Reference", 2008)

"Assumptions are factors that, for planning purposes, are considered to be true, real, or certain without proof or demonstration." (Cynthia Stackpole, "PMP® Certification All-in-One For Dummies®", 2011)

"Hypothesis, belief, or conjecture made when something is not known with certainty. In cost accounting, assumptions exist for the various quantitative analysis techniques (e.g., CVP or regression analysis) and general quantitative decision rules (e.g., for product emphasis decisions). People also make assumptions to create cost accounting information (e.g., linear cost function). Poor quality assumptions lead to poor quality information and decisions. Failure to objectively analyze assumptions can lead to biased decisions." (Leslie G Eldenburg & Susan K Wolcott, "Cost Management" 2nd Ed, 2011)

"A condition that will affect the project, although the specifics of the condition are not yet known. For the purposes of planning, the specifics are assumed and called out as an assumption." (Bonnie Biafore & Teresa Stover, "Your Project Management Coach: Best Practices for Managing Projects in the Real World", 2012)

"Hypotheses regarding the conditions necessary for the realization of strategies over which the organization has no control. Assumptions represent the risks that you may not achieve desired outcomes. Any change to an assumption during the execution cycle should force a revision." (Paul C Dinsmore et al, "Enterprise Project Governance", 2012)

"Something that is taken for granted to be true." (Joan C Dessinger, "Fundamentals of Performance Improvement" 3rd Ed, 2012)

"A factor in the planning process that is considered to be true, real, or certain, without proof or demonstration." (For Dummies, "PMP Certification All-in-One For Dummies" 2nd Ed., 2013)

"Something presumed to be true. Assumptions are the basis of all statistical analysis. (It is important that the analyst choose methods based only on assumptions that are reasonable for the application.)" (Meta S Brown, "Data Mining For Dummies", 2014)

"An assumption is something that is taken for granted or unquestionably accepted as true." (Ken Sylvester, "Negotiating in the Leadership Zone", 2015)

"A factor in the planning process that is considered to be true, real, or certain, without proof or demonstration." (Project Management Institute, "A Guide to the Project Management Body of Knowledge (PMBOK® Guide)", 2017)

"Unproven business supposition used to make rapid progress toward a conclusion." (Pamela Schure & Brian Lawley, "Product Management For Dummies", 2017)

"An effort estimate is not complete without including its assumptions. Estimate assumptions include any and all underlying factors the estimate relies upon. Assumptions are especially important in more rigid estimation environments, but they are a good practice even where expectations are more flexible. Explicitly listing all assumptions helps to remove ambiguity and avoid misunderstandings during project delivery." (Morgan Evans, "Engineering Manager's Handbook", 2023)

Project Management: Products (Definitions)

"An output of a process." (Requirements Engineering Qualifications Board, "Standard glossary of terms used in Requirements Engineering", 2011)

"A product is an output of a process." (IQBBA, "Standard glossary of terms used in Software Engineering", 2011)

"An artifact that is produced, is quantifiable, and can be either an end item in itself or a component item. Additional words for products are material and goods. Contrast with result." (Cynthia Stackpole, "PMP Certification All-in-One For Dummies", 2011)

"Also called deliverable or output, the thing that the project produces (physical thing or event)." (Mike Clayton, "Brilliant Project Leader", 2012)

"An input or output, whether tangible or intangible, that can be described in advance, created, and tested." (Paul C Dinsmore et al, "Enterprise Project Governance", 2012)

"An artifact that is produced, is quantifiable, and can be either an end item in itself or a component item. Additional words for products are material and goods. Contrast with result." (For Dummies, "PMP Certification All-in-One For Dummies" 2nd Ed., 2013)

Project Management: Deliverables (Definitions)

"An identifiable, required result of a task. Deliverables usually are part of an overall project completion plan." (Microsoft Corporation, "Microsoft SQL Server 7.0 Data Warehouse Training Kit", 2000)

"Any measurable, tangible, verifiable outcome, result, or item that needs to be produced to complete a project or a phase of a project." (Margaret Y Chu, "Blissful Data ", 2004)

"The tangible or intangible work product from a functional team member." (Steven Haines, "The Product Manager's Desk Reference", 2008)

"A work product completed within a project phase by members of a project thread; the defined output of one or more related IT tasks." (Janice M Roehl-Anderson, "IT Best Practices for Financial Managers", 2010)

"Also called product or output, the thing that the project produces (physical thing or event)." (Mike Clayton, "Brilliant Project Leader", 2012)

"Any unique and verifiable product, result, or capability to perform a service that is required to be produced to complete a process, phase, or project." (For Dummies, "PMP Certification All-in-One For Dummies, 2nd Ed.", 2013)

"Any unique and verifiable product, result, or capability to perform a service that must be produced to complete a process, phase, or project. Often used more narrowly in reference to an external deliverable, which is a deliverable that is subject to approval by the project sponsor or customer. See also product and result. " (Cynthia Stackpole, "PMP® Certification All-in-One For Dummies®", 2011)

 "Any (work) product that must be delivered to someone other that the (work) product’s author." (Software Quality Assurance)

"Something that must be provided to meet a commitment in a SLA or contract." (ITIL)

Project Management: Work Package (Definitions)

 "A deliverable or project work component at the lowest level of each branch of the work breakdown structure. See also control account." (Cynthia Stackpole, "PMP® Certification All-in-One For Dummies®", 2011)

"A task that represents actual work that resources do; it appears at the lowest level of the WBS." (Bonnie Biafore, "Successful Project Management: Applying Best Practices and Real-World Techniques with Microsoft® Project", 2011)

"A defined chunk of work, usually contained within a single work stream." (Mike Clayton, "Brilliant Project Leader", 2012)

"The task defined at the lowest level of the work breakdown structure. The work package is a project component that's finite enough to be estimated, scheduled, assigned, tracked, and managed. Often synonymous with task." (Bonnie Biafore & Teresa Stover, "Your Project Management Coach: Best Practices for Managing Projects in the Real World", 2012)

"The work defined at the lowest level of the work breakdown structure for which cost and duration can be estimated and managed." (For Dummies, "PMP Certification All-in-One For Dummies, 2nd Ed.", 2013)

"A well-defined scope of work that terminates in a deliverable product or completion of a service." (Christopher Carson et al, "CPM Scheduling for Construction: Best Practices and Guidelines", 2014)

"Set of tasks identified in order to reach one or several goals for business lines. A work package can be part of a project or a program." (Gilbert Raymond & Philippe Desfray, "Modeling Enterprise Architecture with TOGAF", 2014)

"The lowest level of the WBS; it is assigned a unique identifier." (Cate McCoy & James L Haner, "CAPM Certified Associate in Project Management Practice Exams", 2018)

"A document used to agree and record the business analysis work to be carried out, the boundaries, activities and outputs/deliverables." (Christina Lovelock & Debra Paul, "Delivering Business Analysis: The BA Service handbook", 2019)

"A document that identifies the work the assigned resources are to perform and any specifications associated with the work. This can range from a simple to-do list to a full page of notes and supporting documents such as specifications, blueprints, and guidelines. Also known as the WBS dictionary." (Bonnie Biafore & Teresa Stover, "Your Project Management Coach: Best Practices for Managing Projects in the Real World", 2012)

Project Management: Project Governance (Definitions)

"Systems and methods by which a program is monitored, managed, and supported by its sponsoring organization." (Project Management Institute, "The Standard for Program Management" 3rd Ed.., 2013)

"A document that describes the systems and methods to be used to monitor, manage, and support a given program, and the responsibilities of specific individuals for ensuring the timely and effective use of those systems and methods." (Project Management Institute, "The Standard for Program Management" 3rd Ed. 2013)

"The alignment of project objectives with the strategy of the larger organization by the project sponsor and project team. A project’s governance is defined by and is required to fit within the larger context of the program or organization sponsoring it, but is separate from organizational governance." (For Dummies, "PMP Certification All-in-One For Dummies" 2nd Ed., 2013)

"Project governance helps make sure that a project is executed according to the standards of the organization performing the project. Governance keeps all project activities above board and ethical, and also creates accountability." (Chartered Institute of Building, "Code of Practice for Project Management for Construction and Development" 5th Ed., 2014)

"The framework, functions, and processes that guide project management activities in order to create a unique product, service, or result to meet organizational, strategic, and operational goals." (Project Management Institute, "A Guide to the Project Management Body of Knowledge (PMBOK Guide)", 2017)

"Governance is the framework by which an organization is directed and controlled. Project governance includes, but is not limited to, those areas of organizational governance that are specifically related to project activities." (ISO 21500:2012)

Project Management: Project Lifecycle (Definitions)

"A collection of generally sequential project phases whose names and numbers are determined by the control needs of the organization." (Timothy J  Kloppenborg et al, "Project Leadership", 2003)

"A set of activities organized to produce a product and/or deliver services. A project life cycle partitions the activities of a project into a sequence of phases to assist planning and management. The early phases gather and analyze information about user needs, product requirements, and alternative designs. Later phases elaborate and implement the design. Some life cycles are iterative, performing certain activities multiple times. Same as project life cycle model." (Richard D Stutzke, "Estimating Software-Intensive Systems: Projects, Products, and Processes", 2005)

"A collection of generally sequential project phases whose name and number are determined by the control needs of the organization or organizations involved in the project. A life cycle can be documented with a methodology." (Project Management Institute, "Practice Standard for Project Estimating", 2010)

"Sequence of phases of the project from beginning to end." (Mike Clayton, "Brilliant Project Leader", 2012)

"The series of phases that a project passes through from its initiation to its closure" (For Dummies, "PMP Certification All-in-One For Dummies" 2nd Ed., 2013)

"The period between the start of the Assess stage to the handover of the asset to the user or the operations group." (Paul H Barshop, "Capital Projects", 2016)

"The series of phases that a project passes through from its start to its completion." (Project Management Institute, "A Guide to the Project Management Body of Knowledge (PMBOK Guide)", 2017)

"A collection of generally sequential project phases whose name and number are determined by the control needs of the organization or organizations involved in the project. A life cycle can be documented with a methodology." (Jeffrey K Pinto, "Project Management: Achieving Competitive Advantage" 5th Ed., 2018)

"The series of generally sequential Phases a project passes through from beginning to end. Starting, organizing and preparing, performing project work, closing; cost and staffing levels low at the start and end; risk and uncertainty greatest at the start; ability to influence highest at start; later changes cost more." (H James Harrington & William S Ruggles, "Project Management for Performance Improvement Teams", 2018)

Project Management: Project Plan (Definitions)

"A formal, approved document used to guide both project execution and project control." (Timothy J  Kloppenborg et al, "Project Leadership", 2003)

"A document that identifies project tasks, and describes how an organization intends to perform and control these tasks. The plan typically describes the tasks, the schedule, the production and management processes, the resources required, organization and responsibilities of the participants, and potential risks. For large projects, project plan(s) are usually split into several separate plans covering development, configuration management, quality assurance, risk management, and so forth." (Richard D Stutzke, "Estimating Software-Intensive Systems: Projects, Products, and Processes", 2005)

"A plan that provides the basis for performing and controlling the project’s activities, which addresses the commitments to the project’s customer." (Sandy Shrum et al, "CMMI: Guidelines for Process Integration and Product Improvement, Second Edition", 2006)

"The project plan consists of one or several planning documents (e.g., work breakdown structure, schedule, resource planning) that define the project scope and essential project attributes. It may also consist of a directory structure with different files. The project plan is the basis for project control. If the project plan consists of several planning documents, care must be taken that, in sum, the individual documents represent a conclusive, coherent whole." (Lars Dittmann et al, "Automotive SPICE in Practice", 2008)

"A document that describes a project and the plan for completing it and achieving its objectives. The project plan guides the execution and control of the project." (Bonnie Biafore, "Successful Project Management: Applying Best Practices and Real-World Techniques with Microsoft Project", 2011)

"Documentation of a project's projected activities including timing, resource assignments, assumptions, constraints, costs, etc." (Bill Holtsnider & Brian D Jaffe, "IT Manager's Handbook" 3rd Ed., 2012)

"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 stakeholders, and document approved scope, cost, and schedule baselines. A project plan may be summary or detailed." (Peter Oakander et al, "CPM Scheduling for Construction: Best Practices and Guidelines", 2014)

"Includes the project charter and project schedule and a delineation of all project team members and their roles and responsibilities." (Robert F Smallwood, "Information Governance: Concepts, Strategies, and Best Practices", 2014)

"Detailed proposal, that describes activities and resources needed to achieve an objective" (ITIL)

Project Management: Methodology (Definitions)

"A methodology is a set of guidelines or principles that can be tailored and applied to a specific situation. In a project environment, these guidelines might be a list of things to do. A methodology could also be a specific approach, templates, forms, and even checklists used over the project life cycle." (Jason Charvat, "Project Management Methodologies", 2003)

"A defined, repeatable approach to address a particular type of problem. A methodology typically centers on a defined process but may also include definition of content. May be used interchangeably with the term method." (David Lyle & John G Schmidt, "Lean Integration: An Integration Factory Approach to Business Agility", 2010)

"A logical sequence of tasks and activities that have deliverables as an end result. Implementation projects typically follow a predefined methodology." (Janice M Roehl-Anderson, "IT Best Practices for Financial Managers", 2010)

"A mature set of processes applied to various stages of an application’s life cycle to help reduce the likelihood of the presence or exploitation of security vulnerabilities." (Mark S Merkow & Lakshmikanth Raghavan, "Secure and Resilient Software Development", 2010)

"A system of practices, techniques, procedures, and rules used by those who work in a discipline." (Cynthia Stackpole, "PMP® Certification All-in-One For Dummies", 2011)

Project Management: Project Scope (Definitions)

"The sum of the products and services to be provided as a project." (Timothy J  Kloppenborg et al, "Project Leadership", 2003)

"The set of features, functions, and attributes associated with a given set of product or service requirements. The scope of work is that work that is to be carried out in order to create or update a product." (Steven Haines, "The Product Manager's Desk Reference", 2008)

"The sum of the products, services, and results to be provided as a project." (Cynthia Stackpole, "PMP® Certification All-in-One For Dummies®", 2011)

"The work that must be performed to deliver a product, service, or result with the specified features and functions." (Cynthia Stackpole, "PMP® Certification All-in-One For Dummies®", 2011)

"All that the project must do and create. It can be expressed in terms of activities, articulated by the WBS or in terms of deliverables, articulated by the PBS." (Mike Clayton, "Brilliant Project Leader", 2012)

"The range of features and functions that categorize a performance improvement intervention." (Joan C Dessinger, "Fundamentals of Performance Improvement" 3rd Ed, 2012)

"The work performed to deliver a product, service, or result with the specified features and functions." (For Dummies, "PMP Certification All-in-One For Dummies" 2nd Ed., 2013)

"The boundaries of a project. Projects include a scope definition so that personnel understand the project boundaries. Identifying the scope helps prevent scope creep." (Darril Gibson, "Effective Help Desk Specialist Skills", 2014)

"The resource domain and scope circumscribe the describable properties and the possible purposes that descriptions might serve. (From §5.3, “The Process of Describing Resources”.)" (Robert J Glushko, "The Discipline of Organizing: Professional Edition" 4th Ed, 2016)

"The features and characteristics of a product. Scope creep occurs when additional features are added during development." (Pamela Schure & Brian Lawley, "Product Management For Dummies", 2017)