Project Management Glossary

Act! is a customer relationship management software application which is used to keep track of client and prospect details in a single database that can be shared by multiple users.
Gantt Charts
A Gantt chart is a type of bar chart that illustrates a project schedule. Our Gantt Chart preview gives you two views of your project. The Task Data view in the left pane lists the same task information as in the Tasks step, but now includes durations and start and finish dates. The Chart view in the right pane displays taskbars and symbols to represent the same information.
A major component of your project defined by the tasks that need to be completed. Each end of a phase is defined as a Milestone, whose attainment means that project has progressed.
Task dependencies
Task predecessor
Project KickStart has project management guidance that you can use in each step of the project planning process. There is an "Advisor button" where you will see project management terms explained and examples of best practices. In addition we've covered some topics here to help you out with other issues.
How can I get support from managers who don't have a direct stake in my project but from whom I need resources

The issue of support from people outside your direct control is a common one. Most projects are staffed by people from several areas of the organization, rarely do they report (in the traditional sense) to the project manager. They are, in effect, "borrowed" resources and they're usually "borrowed" from someone who already had plans for them.

One way to build support is to carefully connect the goal of your project to larger goals in the organization. You should be able to show how achieving your project goal will further the goals of your own area. Try to develop the same connection between the project goal and the goals of those managers from whom you need support.

The farther up the organizational chain you can draw this line, the better. Start with your work group. Move on to your department. Then to your division, etc. Try to pick up the necessary managers along the way.

Depending on the project, you might try looking for goals that involve such things as interdepartmental cooperation; customer service improvements; productivity improvements; divisional revenue enhancements; new product introductions, etc. The tighter the connection, the stronger your case for the support. Using higher-level, longer-term goals as the basis for your request can frequently overcome short-term objections.

What is the difference between defining a project and planning one?
How should I deal with changes to my project?
What should a good status report cover?
What are the things I should be monitoring regularly on my projects?
What if your project is late because some managers fail to cooperate?