| Activities | Pieces of work within a project that consume time. The completion of all the activities of a project marks the end of the project.
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| Critical path | The sequence(s) of activities in a project that forms the longest chain in terms of their time to complete.
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| Early start schedule | A project schedule that lists all activities by their early start times.
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| Earned Value Management | Technique that combines measures of scope, schedule, and cost for evaluating project progress.
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| Functional project | In this structure, team members are assigned from the functional units of the organization. The team members remain a part of their functional units and typically are not dedicated to the project.
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| Gantt chart | Shows in a graphic manner the amount of time involved and the sequence in which activities can be performed. Often referred to as a bar chart.
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| Immediate predecessors | Activities that need to be completed immediately before another activity.
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| Late start schedule | A project schedule that lists all activities by their late start times. This schedule may create savings by postponing purchases of material and other costs associated with the project.
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| Matrix project | A structure that blends the functional and pure project structures. Each project uses people from different functional areas. A dedicated project manager decides what tasks need to be performed and when, but the functional managers control which people to use.
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| Project | A series of related jobs usually directed toward some major output and requiring a significant period of time to perform.
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| Project management | Planning, directing, and controlling resources (people, equipment, material) to meet the technical, cost, and time constraints of a project.
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| Project milestone | A specific event in a project.
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| Pure project | A structure for organizing a project where a self-contained team works full time on the project.
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| Slack time | The time that an activity can be delayed without delaying the entire project; the difference between the late and early start times of an activity.
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| Time–cost models | Extension of the critical path models that considers the trade-off between the time required to complete an activity and the cost. This is often referred to as "crashing" the project.
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| Work breakdown structure (WBS) | The hierarchy of project tasks, subtasks, and work packages.
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