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| Cannery Campus - An OTECH site and operations division. |
| Capability Maturity Model (CMM) - The Capability Maturity Model describes the principles and practices underlying software process maturity. It is intended to help software organizations improve the maturity of their software processes in terms of an evolutionary path from ad hoc, chaotic processes to mature, disciplined software processes. The focus is on identifying key process areas and the exemplary practices that may comprise a disciplined software process. |
| Change Control - The tracking and management of proposed changes to an item's format, content, version and/or configuration. Change control applies to many different project office functions (e.g. requirements management, project management, quality management, contract management, etc.) as well as contractor delivered products. OSI considers change control as an element of configuration management. Contrast this definition with Change Leadership and Change Management. |
| Change Control Board (CCB) - A Change Control Board is used to control identified system changes, review impacts, and grant approvals as part of the change management function. The CCB is typically comprised of members from the project management, system architecture, quality assurance, systems engineering, as well as members from the program/business areas and contractors, if needed. |
| Change Control Process - This process describes how project baselines will be managed and maintained. Typically, projects will utilize a change/configuration control board (CCB) to identify and track configuration items and their disposition. This process is included or referenced in the Configuration Management Plan. |
| Change Leadership - The activities performed to manage organizational changes including organization structure, roles and responsibilities, type of work performed, and management reporting. Focuses more on soft-skills to address personnel concerns and to change organizational culture and perceptions. Contrast this definition with Change Control and Change Management. |
| Change Leadership Plan - The Change Leadership Plan describes how people are affected by technology innovation resulting from the system acquisition. This plan addresses how the people/culture will be affected and what steps will be taken to prepare them for the changes, which may include a change in job duties, new job skills, a new management structure, and/or a new method of doing business. |
| Change Management - There are different interpretations of this term. Interpretations include: Configuration Management, Change Control, or Change Leadership. OSI prefers not to use this term. |
| Charter - A formal document providing authority to a project manager to conduct a project within scope, quality, time, cost, and resource constraints as laid down in the document. |
| Code Review - An iterative process whereby someone other than the developer examines source code and provides feedback regarding development aspects, such as bad constructs, poor structure, ambiguity, commenting, poor algorithms, and adherence to standards and specifications. |
| Conflict Resolution - Process if seeking a solution to a problem. Generally, five methods are available:
(1) problem solving or confrontation, where two parties work together towards a solution of the problem, (2) compromising, where both sides agree such that each wins or loses on certain significant issues, (3) forcing, where the project manager uses his or her power to direct the solution, resulting in a type of win-lose agreement where one side gets its way and the other does not, (4) smoothing, where the major points of agreement are given the most attention and differences between the two sides are not highlighted and are thus not resolved, and (5) withdrawing, where one or both sides withdraw from conflict. |
| Column - set of data values, one for each row of the table. The columns provide the structure according to which the rows are composed. Column is also called a field. |
| Commercial Off The Shelf (COTS) - Item, software application, or service available in the commercial market. |
| Communication Plan - Document that describes the methods for gathering, distributing, and storing various types of information; provides a production schedule showing when each type of information will be produced; details methods for accessing information between scheduled communications; and incorporates procedures for updating and refining the communication plan. Generally, a part of the overall project plan. |
| Completed Activity - Activity with an actual finish date and no remaining duration. |
| Compliance - 1) Adhering to any standards, procedures, or processes established as necessary for operational effectiveness. (2) Meeting all technical, contractual, and price/cost requirements of a request for proposal. |
| Component - a self-contained business process or service with predetermined functionality that may be exposed through a business or technology interface. |
| Component Based Architecture (CBA) - Technology architecture comprised of run-time services and control structures together with an application infrastructure. The CBA consists of the component model and the architecture services that are built around the model. Solutions based on a CBA are more dynamic, flexible, and maintainable than traditional monolithic solutions (e.g., N-tiered, Service Oriented). |
| Concept of Operations (ConOps) - A document used to describe the proposed system and method of doing business from the user’s perspective. The document is often prepared as part of the requirements gathering and definition phase. This document is optional, but suggested for complex systems where there is no legacy system or where the users have primarily relied on manual processes. Refer to IEEE STD 1362. |
| Configuration Item (CI) - A configuration item can be any of the following components: hardware, software, system documentation, project office documentation, contracts, system interfaces, project office tools, contractor deliverables, networks, websites, desktop components, and databases. Configuration items can also include county components depending on how the contract is established. See also Configuration Management. |
| Configuration Management (CM) - Technical and administrative processes to identify and define configuration items, control changes to the items, record and report change processing and implementation status, and verify compliance with the items’ specified requirements. See also Change Control, Change Management, and Configuration Item. |
| Configuration Management Plan - The configuration management plan defines how the project office will maintain control of project baselines and items that must be tracked and managed in a formal and systematic fashion. Configuration items vary from project to project and depend on the level of control the project must maintain on items in support of the system acquisition. The project office Configuration Management Plan generally focuses on documents and project office infrastructure. The prime contractor will also have a Configuration Management Plan that describes how the developed system and software components will be controlled. |
| Conflict of Interest - All project staff and contractors must evaluate their potential for conflict of interest when working on a project. Conflict of interest occurs when project decisions affect the financial interests of the employee, their family or their company (if appropriate). In addition, staff members must be aware that they must keep sensitive procurement information confidential. This is a particularly complex issue with severe legal ramification for infractions. For more information consult with OSI Administrative Operations Branch. |
| Constraint - (1) Restriction that affects the scope of the project, usually with regard to availability, assignment, or use of project cost, schedule, or resources. (2) Any factors that affects when or how an activity can be scheduled. (3) Any factor that limits the project team's options and can lead to pressure and resulting frustrations among team members. |
| Constraints - a way of implementing business rules in the database. For instance, a constraint can restrict an integer attribute to values between 1 and 10. |
| Consultants - Vendors who have been hired to assist the project office. Contrast with Prime Contractor. |
| Contingency - 1) Provision for any project risk element within the project scope; particularly important when comparison of estimates and actual data suggests that certain risk events are likely to occur. If an allowance for escalation is included in the contingency, such should be a separate item, calculated to fit expected price level escalation conditions for project. (2) Possible future action that may stem from presently known causes, the cost outcome of which cannot be determined accurately. |
| Contract Administration - Management of the relationship with the contractor from contract award to closeout, focused specifically on ensuring that the contractor delivers a product or service in conformance with the contract's requirements. |
| Consensus - General accord. Each participant strongly agrees with the decision, or can live with it. Consensus is not reached if a participant strongly disagrees with the decision or can not live with it. |
| Core Process - A key or vital business process. These processes are critical to a business organization's success and survival. |
| Corrective Action - Changes made to bring expected future performance of the project in line with the project plan. |
| Cost - (1) Cash value of project activity; value associated with materials and resources expended to accomplish project objectives. (2) Sum or equivalent that is expended, paid, or charged for something. |
| Cost Overrun - Amount by which actual project cost exceed estimated costs. |
| Criteria - 1) A fact or standard by which judgments, decisions or actions are taken. (2) Objectives, guidelines, procedures, and standards to be used for project development, design, or implementation. |
| Critical Path - 1) a project network diagram, the series of activities that determine the earliest completion of the project. Will change as activities are completed ahead of a behind schedule. Although normally calculated for the entire project, may also be determined for a milestone or subproject. Often defined as those activities with float less than or equal to specified value, often zero.
2) The series of tasks that must finish on time for the entire project to finish on schedule. A delay in any task on the critical path will result in a delay in the project.
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| County/Local Office Fiscal Processes - If the project office will be reimbursing or paying for county/local office implementation costs, a process must be defined for estimating, budgeting, approving, and tracking county/local office expenditures. The processes are written from the point of view of the project and include expectations for the counties/local offices and, if appropriate, the prime contractor. |
| County/Local Office Implementation Status Report Template - The purpose of the Implementation Status Report is to give project management staff a snapshot view of the county/local office status, as well as the details for tasks in caution or critical mode. Typically, the report is delivered biweekly and contains a synopsis of workgroup status, issues, risks, changes to work plans, and progress towards key implementation milestone activities. The Implementation Team assists with the development of the report format, but content updates are the responsibility of the prime contractor and county/local office staff. |
| County/Local Office Implementation Work Plan Template - The work plan template describes the activities to be completed by the county/local office in order to prepare for implementation. The template is provided for the counties/local offices to complete/customize. The project office or contractor implementation team works with the county/local office to customize and provide status on activities within the work plan. |
| County/Local Office Readiness Guide - The County Readiness Guide introduces the scope, complexities of the changes required during implementation and provides a basic understanding of the activities and decisions required of the county/local office. The readiness guide is meant to introduce the approach to implementation along with the activities and responsibilities. It is presented as an informational tool to assist in understanding the scope of the effort and the impacts and implications of the effort for the county/local office. |
| Current Process Analysis Report - This document describes the users current processes and method of doing business. It is used to identify impacts and opportunities for change which may be included in the new system. Usually created as part of a BPR effort. |
| Customer Interface - The services, system, or mechanisms that a business system uses to interface with the customers of a business system. |
| Customers - The end consumer of a business systems services. Typically this is the consumers of the information that a business system provides. |
