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Project Management
| Term | Definition |
|---|---|
| SMART Objectives- T.R. Anecdote | Specific, Measurable, A_______, Reasonable, Timely |
| Project Management- T.R. Anecdote | |
| Manager- T.R. Anecdote | |
| Leader- T.R. Anecdote | |
| Strategy- T.R. Anecdote | Overall Goal |
| Tactics- T.R. Anecdote | Specific Actions |
| Pareto Principle- - T.R. Anecdote | 80 / 20 Rule Louis Pareto was a botanist, cross fertilization in genes, unpopular, scientifically, Peas pareto |
| Maslow's Heirarchy of Needs- T.R. Anecdote | |
| Ishikawa Diagram - Fish Diagram- T.R. Anecdote | |
| Delphi Greece, Delphi Technique- T.R. Anecdote | Professors would get their students together and all the experts would sit around, address an issue, everyone would voice their opinion, and possibilities, and they'd have to go around and consensus why theirs was the best |
| McGregor (X, Y)- T.R. Anecdote | |
| Tuckman (5 stages of team)- T.R. Anecdote | |
| Salience Chart- T.R. Anecdote | |
| Contract Types (FFP, CPAF...)- T.R. Anecdote | |
| Demming- T.R. Anecdote | |
| Maslow- T.R. Anecdote | |
| Iron Triangle- - T.R. Anecdote | Cost-Total Budget Schedule-Time we're going to do it in Scope-What we're trying to do |
| Magic Formulas- T.R. Anecdote | |
| Change Control- T.R. Anecdote | Formal process for changing anything in the plan |
| Page 25 of your PMBOK- Sequence of 49 | |
| Tools-MS Sharepoint- T.R. Anecdote | Most Valuable per T.R. |
| Tools-Brightworks (subset of Sharepoint)- T.R. Anecdote | Team App |
| Tools-MS Teams | Team App |
| Zoom, Skype, WebEx, GoToMeeting, FreeConferenceCall, and FaceTime, Hangouts | Virtual Communication Apps |
| JIRA | Requirements, Defects and Test Control |
| Microsoft Project | Schedule and EV |
| MS Excel | Most Budgets and Calculations |
| Certified Associate in Project Management (CAPM)® certification PMI Agile Certified Practitioner (PMI-ACP)® cert PMI Professional in Business Analysis (PMI-PBA)® cert PMI Risk Management Professional (PMI-RMP)® cert PMI Scheduling Professional (PMI-SP | |
| ITTO | Inputs Tools Techniques Outputs |
| PMP Fundamentals | |
| 10 Knowledge Areas | Integration, Scope, Schedule, |
| Process Groups | |
| Integration | |
| Scope | |
| Schedule | |
| Network Diagramming Exercise | |
| Phases (Processes) | |
| KA 1 - Integration tasks are exclusively PMs | |
| KA 3 - Schedule | Activities built out over time, we use |
| IRON TRIANGLE | Scope Time Cost |
| PMI uses "Triangle" IRON TRIANGLE, Scope, Time, Cost to engineer X level of Quality | "Cheap Fast, Right" |
| PROJECT, PROGRAM, PORTFOLIO | Home, Neighborhood, City Store, Logistics/Purchasing, Collective |
| Deliverables | Define your deliverable: Every deliverable, you have to make sure you SEE it on your schedule- EVERY LITTLE CABINET, drilled down. You'll never have something forgotten. |
| Definition of a Project | A temporary endeavor undertaken to create a unique product, service , or result. |
| Definition of a Manager | |
| Definition of a Leader | |
| Accuracy | The degree of correctness within a quality system |
| Acquire Resources | The process of establishing the availability of resources, internal or external to the organization. |
| Acquisition | Obtaining human and material resources for project activities |
| Activity | A unique, scheduled segment of project work that typically has an associated cost, duration, and resources; sometimes called a task |
| Activity Attributes | The characteristics of an activity that include activity codes, predecessor activities, successor activities, logical relationships, leads and lags, resource requirements, imposed dates, constraints, and assumptions |
| Activity Cost Estimates | The projected cost of completing an activity |
| Activity Duration | The span of time, expressed as calendar units, between a scheduled activity’s start and finish. |
| Activity Duration Estimate | The projected duration of an activity |
| Activity Identifier | A unique number or code used to identify an activity that is used to eliminate confusion with a similarly named activity |
| Activity List | A listing of scheduled activities, with such details of a description, identifier, and scope of work, used to ensure that team members comprehend the work that will be performed during the project |
| Activity Network Diagrams | A graphical representation of the interconnectivity of project activities |
| Activity Resource Requirements | The determination of required resources for each work package and work period that are derived from the determination of required resources for each activity within the work package |
| Actual Cost (AC) | The total cost accrued for an activity over a designated time period; also known as the actual cost of work performed (ACWP) |
| Actual Duration | The amount of elapsed time between the start and finish of an activity |
| Adaptive Life Cycle | The progression of project phases characterized by a willingness to embrace change and involving significant stakeholder interaction with a focus on the incremental release of work, typically every 2 to 4 weeks; uses fixed time and resources |
| Adjusting Leads and Lags | A technique used to align project activities with their scheduled target dates |
| Advertising | Any activity that results in positive attention to the project |
| Affinity Diagram | A tool used to gather ideas and organize them into groupings so they can be reviewed and analyzed; typically used for ideas generated from brainstorming sessions |
| Aggressors | A role with a negative attitude toward the project |
| Agreements | A document or communication that defines the intentions of a project; examples include a contract, a memorandum of understanding (MOU), and letters of agreement |
| Alternative Analysis | A technique used to evaluate project execution approaches |
| Alternatives Generation | A technique used to create as many project execution approaches as possible |
| Analogous Estimating | An estimation technique that relies on data (time, cost, resources needed) from a similar activity or project |
| Analogy Approach | A methodology for establishing values for the current project based on those from a previous project with similar characteristics; values obtained from this method include activity duration, required resources, and estimated costs |
| Analytical Techniques | Techniques used to evaluate, analyze or forecast potential outcomes based on project variables and relationships among those variables. |
| Application Area | A category of projects that have common components, often categorized as technology projects, customer projects, or industry projects |
| Applying Leads and Lags | A technique used to adjust time between activities by applying a lag (lengthening the time) or applying a lead (shortening the time) |
| Theory Pills | 2.9.3. Exam "Theory Pills"™ A number of basic assumptions factor into how the exam addresses project management as opposed to how it is performed at the candidate’s organization. To address this, Crosswind has prepared the following “Theory Pills" which |
| Theory Pills | Engaging stakeholders and managing their expectations EARLY and OFTEN is of primary importance |
| Theory Pills | Historical information about existing projects can contribute to the corporate knowledge base, future estimating, and organizational process assets |
| Theory Pills | It is assumed that documentation exists to detail the project so that it could be recreated if necessary |
| Theory Pills | Meetings should be conducted in accordance with the meeting rules listed in this manual |
| Theory Pills | Risk must be considered when estimating time and cost |
| Theory Pills | Changes are subject to an official change control process with appropriate parties reviewing change requests for impact and approval |
| Theory Pills | The Project Management Institute, (PMBOK® Guide) - 6th Edition, PMI Institute processes must be used as they are described by the Project Management Institute, Inc. in the PMBOK® Guide; this manual describes the processes similarly |
| Theory Pills | The value of the WBS cannot be overemphasized; all planning is based on the WBS |
| Theory Pills | The project manager is responsible for delivering the project results within scope, on schedule, and on budget |
| Theory Pills | If one parameter of the triple constraint is modified, the others will likely change (e.g., if a schedule must be shortened, consideration should be given to revising or updating the project scope if the customer/sponsor decides to do so) |
| Theory Pills | The approach that the Project Management Institute, Inc. generally calls for requires a great deal of planning before actual execution of work; that is the only approach that should be considered when answering exam questions |
| Theory Pills | Unless otherwise stated, the exam questions assume that the organization performing the work is fairly mature regarding the application of project management methodology, processes, etc. |
| Theory Pills | The work of the project is built from the project management plan, which is what the team follows to complete the work of the project |
| Theory Pills | Issues should be corrected as soon as possible; letting them linger is more expensive and time consuming |
| Theory Pills | Ideally, influential stakeholders should be defined before the start of the project to ensure that they can provide input to the project management plan |
| Theory Pills | Assumptions cannot be made that the project or work is complete because the team believes it is complete; the project or work is only complete when the customer/sponsor formally accepts the project |
| Theory Pills | Roles and responsibilities as defined in the Crosswind manual are to be used when answering exam questions, regardless of how they are defined within the candidate’s organization |
| Theory Pills | Any “analysis” or “technique” is always considered a tool/technique (regarding ITTOs) |
| Theory Pills | Any “update” is always considered an output (regarding ITTOs) |
| Theory Pills | Because reality is not often addressed in the questions, time and money are no object; unless limitations are specifically addressed in the exam question, time and money should be provided by the customer or project sponsor. |
| 3 Baselines | Cost, Schedule, and Scope: |
| Approved Change Request | A modification request that has been authorized as a result of undergoing the integrated change control process |
| Approved Change Requests Review | Audit of the implementation of approved modifications to ensure they function as intended |
| Assumption | A premise considered to be true without benefit of proof |
| Assumptions Analysis | The evaluation of project assumptions used to determine the risks that could be incurred as a result of the inexact, fragmentary, or unpredictable nature of the assumptions |
| Attitude Power | A type of power that can involve using a middle person to negotiate for the project manager |
| Attribute Sampling | A testing approach that involves noting the presence or lack of a characteristic (attribute) in each unit being tested and then deciding if the entire sample will be accepted, rejected, or require re-testing after the addition of additional units |
| Audit | A review of the quality system to determine that it is capable of ensuring quality project results |
| Authority | The power to assign resources, disburse funds, make or authorize decisions for the project |
| Backward Pass | A network diagramming method that calculates the late start (LS) and late finish (LF) dates of each activity by working backward through the schedule from the project completion date |
| Baseline | The agreed upon level of work (or other variable) used as a basis for comparison; once established, any changes must be authorized through formal change control procedures |
| Basis of Estimates | Supporting details associated with an estimate, typically time or cost, that may include assumptions, constraints, level of detail, ranges, and confidence levels |
| Benchmarking | The comparison of enterprise standards and practices to those used in similar organizations for the purpose of determining best practices and/or improvements and establishing a basis for performance measurements |
| Benefits Management Plan | A component of the project management plan that details the manner in which the benefits provided by a project or program are created, maximized, and sustained. |
| Bid Documents | The documentation utilized to request information, quotations, or proposals from prospective sellers. |
| Bill of Materials (BOM) | A formal document showing the hierarchy of components or pieces and their sub-components or sub-pieces that make up the product |
| BIPERT (Bilogic Extension of the Network Diagram) | A model for parallel programs that depicts ingoing (inclusive) and outgoing (excusive) links |
| Blockers | A role that interrupts information flow on the project |
| Bottom-up Estimating | An estimating technique in which individual estimates are rolled up to create a summary estimate for the project |
| Brainstorming | A creative technique used to gather a large amount of information from team members and/or subject matter experts; applicable to ideas, risk identification, and solutions |
| Budget | The total estimate for the project, or any activity, that has been approved |
| Budget at Completion (BAC) | The total project budget derived from incorporating all items from the project's individual budgets; also called the sum of all planned value (PV) |
| Budgetary Estimate | An estimate used to put money into a company's (or project's) budget |
| Buffer | Reserves used to alleviate risks that could negatively impact the budget or schedule |
| Business Case | A document that attempts to prove the economic feasibility of a business idea, such as a product or service, to justify the project |
| Business Value | An abstraction that includes tangible and intangible elements associated with project, program, and portfolio management that maximize the value to the organization |
| Buyer | The person, group, or entity that obtains the products, services, or results of the project |
| Calendar Unit | The smallest time unit used in project schedules such as minutes, hours, shifts, days, weeks, months, quarters |
| Cause and Effect Diagram | A decomposition approach used to identify the root cause of a problem; also known as a fishbone or Ishakawa diagram |
| Central Tendency | A property of the central limit theorem, which states that data tends to group around a central location; typically utilizes three measurements: the mean, the median, and the mode |
| Change | A modification to any deliverable, project management plan component, or project document subject to the formal change control process. |
| Change Control | The process of determining, documenting, reviewing, and then approving or rejecting any proposed modifications to project documentation, deliverables, or baselines |
| Change Control Board (CCB) | The group accountable for considering, appraising, and making decisions about (approval, postponement, or rejection) proposed project changes and for the documenting and communicating those decisions |
| Change Control System | The procedures that govern modifications to project documents, deliverables, and baselines |
| Change Control Tools | Tools associated with modification and configuration management |
| Change Log | A list of proposed project modifications and their associated details including description, date, requestor, and status |
| Change Management Plan | A plan that defines the project change management process |
| Change Request | A formal solicitation for a project modification that relates to the approach to, or outcome of, the project |
| Chart of Accounts | A structure used to monitor project cost that usually aligns with a company's accounting system and WBS of the project or program |
| Checklist Analysis | An evaluation of project checklists to determine their effectiveness |
| Checksheets | A sheet that can be used as a checklist when gathering data |
| Claim | A demand, under the terms of the contract, for consideration by the buyer from the seller or the seller from the buyer |
| Claims Administration | The process of managing a project's contract claims |
| Clarifiers | A role that helps focus on making sure people on the project understand what the details of the project entail |
| Close Project or Phase | The process of completing each activity across all process groups in order to finalize a project or phase |
| Closed Procurements | The written formal notification, from the buyer to the seller, that the contract has been completed; typically completion is dependent on the seller meeting the terms and conditions of the contract |
| Closing Process Group | The group of activities associated with concluding the project or phase |
| Closing Processes | Activities during which formal acceptance and completion procedures are attained from either a phase or the project itself |
| Code of Accounts | The numbering system used to distinguish constituents of the WBS |
| Coercive/Penalty Power | A type of power that uses negative approaches including threatening and punishment to get people to do things they don't want to do |
| Collect Requirements | The process of arranging for, determining, and documenting the needs of the stakeholders to align with project objectives |
| Colocation | A technique for improving team effectiveness, as well as communication and collaboration among team members, by placing them in close proximity to each other |
| Commitment Power | A type of power that uses commitment via alliances and partnerships on the project team to tackle challenges to the project as they arise; has a potential connection with referent power |
| Common Cause | A predictable source of variation in a system |
| Communication Blockers | Factors that disrupt the message |
| Communication Constraints | Limitations imposed by legislation, regulation, technology, or policy on message content, timing, audience, or delivery vehicle (person or mechanism) |
| Communication Methods | Procedures, techniques, and processes that are employed to disseminate information to project stakeholders |
| Communication Model | A facsimile that demonstrates the manner in which project communications will be performed |
| Communication Requirements Analysis | An approach to the determination of stakeholder communication requirements, which can include interviews, lessons learned, and analysis of previous projects |
| Communication Styles Assessment | A technique utilized to identify the approach, format, and content preferred by each stakeholder for planned communication activities. |
| Communication Technology | The tools, systems, and computer applications utilized in the dissemination of information to project stakeholders |
| Communications Infrastructure | Tools and techniques used to create the foundation for information transfer on a project |
| Communications Management Plan | The document, part of the project or program management plan, that addresses the communication flow of the project and contains a detailed description of the transmittal process, the transmittal schedule, and the administration process |
| Company Policy | A standard established by a company |
| Competition Power | A type of power that maximizes involvement in the project or idea in the form of competition to help enhance the commitment of those involved to work toward a more successful outcome of the project or idea |
| Compliance | Conformance to a rule, standard, law, or requirement |
| Compromise | A conflict resolution technique in which a solution involves (typically) a little of what everyone is proposing for a solution |
| Conduct Procurements | The process of receiving the seller response(s) to the request(s) for quote(s), information, proposal(s), or bid(s), then determining the seller(s), and awarding the contract(s) |
| Confidentiality | The act of not providing certain confidential information to those who should not know about it |
| Configuration Management | A process which verifies that the products of the project are complete and accurate |
| Conflict Management | The management of conflict within the project by applying such techniques as problem solving, collaboration, forcing, compromising, accommodation, and avoidance |
| Conflict of Interest | A situation in which an individual or company engages in behavior that is inappropriate, but not necessarily illegal (it could be illegal) |
| Conformance | Within the quality management system, the delivery of a product or result that falls within the acceptable tolerance levels of quality requirements |
| Conformance to Requirement | The point where the project and product meet the standards of the written specifications defined at project inception (or modified through change control) |
| Conformance Work | Endeavors, typically related to prevention and inspection, that compensate for issues preventing organizations from achieving planned results |
| Confrontation | Directly dealing with a conflict via problem-solving techniques so that the parties can work through any disagreement |
| Constraint | An internal or external limitation of the project |
| Context Diagrams | A graphical representation of the scope of a business system that includes processes, equipment, and computer systems and indicates the manner in which people and other systems interact with the business system |
| Contingency | A possible event that could negatively impact the project and is typically neutralized by accessing the time or cost reserve established for that purpose |
| Contingency Allowance | An allowance or reserve, typically related to the budget or schedule, set aside to compensate for unanticipated events |
| Contingency Reserve | Funds set aside for unforeseen events that can negatively effect the project |
| Contingent Response Strategies | The tactics that will be employed if a specific risk trigger occurs |
| Contract | A mutually binding agreement that requires, in accordance with the terms of the agreement, the seller to deliver goods or services to the purchaser and the purchaser to compensate the seller for those goods or services |
| Contract Change Control System | System that manages contract amendments |
| Control | The process of contrasting actual performance to planned performance, assessing the resulting variances, and determining the actions that will improve performance levels |
| Control Account | A specific point in the work breakdown structure (WBS) where the project scope, budget, actual cost, and schedule are combined and then compared to earned value in order to establish performance metrics |
| Control Chart | A graphic representation of process data over time that is set against documented control limits and has a center line (mean) to assist in identifying trends |
| Control Costs | The process of observing project status in order to revise project costs and administer cost baseline revisions |
| Control Limits | The area comprised of three standard deviations that occur on either side of the mean of normal data distribution on a control chart |
| Control Procurements | The process of managing contract performance |
| Control Quality | The process of testing a project's product, service, or result and then issuing an approval or recommendation for change |
| Control Schedule | The process of observing project status in order to revise progress and administer schedule baseline revisions |
| Control Scope | The process of observing project status and scope in order to administer scope baseline revisions |
| Copyright | The legal protection of the ownership rights to a creative work such as literature, software, music, art, as well as the physical or electronic media containing the creative work |
| Corrective Action | An action to bring project work performance into alignment with the project management plan |
| Cost Aggregation | Adding together the work package cost estimates for high-level WBS components, including control accounts, for the purpose of establishing the value of the total project or the control account work |
| Cost Baseline | The authorized project budget version, exclusive of management reserves, that requires a formal control process to effect changes and is used as the basis of comparison to actual costs |
| Cost Management Plan | The document, part of the project or program management plan, used to describe the framing, forming, observation, and control of project costs |
| Cost of Nonconformance | Cost associated with not meeting quality expectations of the project or product |
| Cost Plus Award Fee Contracts (CPAF) | A contract in which the seller receives payments for actual costs related to completed work plus an award that is at the discretion of the buyer; the award that typically represents seller profit |
| Cost Plus Fixed Fee (CPFF) Contract | A contract in which the supplier receives payment for allowable costs plus a fixed fee typically based on estimated cost |
| Cost Plus Incentive Fee (CPIF) Contract | A contract in which the supplier receives payment for allowable costs, as well as a pre-negotiated fee and an incentive fee (if incentives are met) |
| Cost Plus Percentage of Cost (CPPC) Contract | A contract that reimburses the seller for cost, plus a negotiated percentage of the total costs |
| Cost-benefit Analysis | A financial analysis method that compares the potential revenue derived from an opportunity to the cost of that opportunity |
| Crashing | A compression technique to shorten the duration of the schedule, typically by adding additional resources to critical path activities |
| Create WBS | The process of breaking down the work of the project into minimal components for more effective management |
| Criteria | Standards applied to a product, service, result, or process in order to make a decision or render a judgment about that product, service, result or process |
| Critical Chain Method | A technique applied to the schedule so the project team can ascertain the amount of float needed to offset uncertainties or limited resources that appertain to a schedule path |
| Critical Path | The progression of activities that comprise the longest path through the project; used to ascertain the project duration |
| Critical Path Activity | An activity on the critical path of a project schedule |
| Critical Path Method | A technique used to assess minimum project duration and ascertain any schedule adaptability that appertains to logical network paths |
| Customer | The internal or external individual(s) or entity(ies) that pay(s) to obtain a project product, service, or result |
| Customer Satisfaction | Meeting or exceeding customer expectations as a result of evaluation within the quality system |
| Data | Discrete, unordered, unprocessed metrics or raw observations. |
| Data Analysis Techniques | Techniques used to order, assess, and evaluate data and information. |
| Data Date | The point in time when the project data is recorded or monitored |
| Data Gathering and Representation Techniques | The collection, organization, and presentation of data and information |
| Data Gathering Techniques | Techniques utilized to amass data and information from diverse sources. |
| Data Representation Techniques | Approaches, especially the creation of graphical representations, utilized to communicate data and information. |
| Decision Tree Analysis | A technique used to assess possible responses to a threat or opportunity in order to make the best decision; it involves diagramming the options and notating the expected monetary value (EMV) potential of each option |
| Decomposition | The process of breaking down the work of the project into smaller, more controllable components |
| Defect | A fault or inadequacy in a project component that must be corrected or replaced before project requirements or specifications can be met |
| Defect Repair | The correction of a fault or inadequacy in a project component |
| Define Activities | The process of determining specific activities that must be executed in order to create project deliverables |
| Define Scope | The process of developing the project scope statement, the document that details the expected results of the project |
| Definitive Estimate | A cost estimate that provides an accurate estimate of the project cost; the final cost estimate used before implementation; typically the range of -10% to +10% |
| Deliverable | Any product, result, or service that must be generated to complete a process, phase, or project |
| Dependency | The relationship between two activities or between an activity and a milestone, also known as a logical relationship |
| Dependency Determination | The assignment of logical relationships between activities; logical relationships are designated as mandatory or discretionary and internal or external |
| Design of Experiments | A statistical process used to determine the factors that may impact specific product or process variables |
| Determine Budget | The process of totaling the evaluations of individual activities to arrive at an authorized cost baseline |
| Develop Project Charter | The process of evolving the document that authorizes the project and authorizes the project manager to employ organizational resources to do the work of the project |
| Develop Project Management Plan | The process of specifying, creating or adapting, reconciling, and integrating applicable management and other planning documents into one comprehensive document |
| Develop Schedule | The process of evaluating the progression and duration of activities, the demands on resources, and the limitations imposed on the schedule to create the model for the project schedule |
| Develop Team | The process of enhancing the capabilities, interaction and environment of the project team in order to refine project execution |
| Development Approach | The method (predictive, iterative, incremental, agile, or hybrid) utilized during the project life cycle to produce and elaborate the product, service, or result of the project. |
| Devil's Advocate | A role that contradicts popular views or opinions about the work of the project |
| Diagramming Technique | A method that indicates the logical links between data |
| Dictatorship | A decision-making technique that involves one person making the decision for the group |
| Direct and Manage Project Work | The process of administering the execution of the project management plan |
| Direct Cost | Cost that is directly applicable to the project; examples include the cost of a test computer for software being created by the project, the cost of IC chips, or the costs of project labor |
| Discrete Effort | Work that can be directly tied to the completion of WBS components or deliverables; the work must be measurable |
| Discretionary Dependency | An activity that the project manager (or other decision maker) arbitrarily chooses to designate as a dependency; for example, making the reservation of a hotel room dependent on the purchase of a plane ticket; also known as soft logic |
| Distribute Information | Deliver needed project information to stakeholders in an appropriate timeframe |
| Document Analysis | The evaluation of current documentation related to project risk |
| Documentation Reviews | The process of ensuring the accuracy and completeness of project exhibits |
| Dominators | A role that consumes project communication and focus with their own views without considering others |
| Dummy Activities | A zero duration activity used in the arrow diagramming method (ADM) to show a logical relationship; represented graphically with an arrow having a dashed line |
| Duration (DU or DUR) | The time, exclusive of holidays or other days in which business is not conducted and typically measured in workdays or workweeks, required to complete a specific activity or WBS component |
| Early Finish Date (EF) | The earliest possible date for an activity to be completed based upon the schedule network logic |
| Early Start Date (ES) | The earliest possible date for an activity to be started based upon the schedule network logic |
| Earned Value (EV) | The value of the work that has been completed as of a specific point in time calculated by multiplying the completion percent of activity by its planned value, then adding the results; also known as the budgeted cost of work performed (BCWP) |
| Earned Value Management | A technique, effected by considering actual cost (AC), time (PV) , and what has been accomplished (EV), that is used to determine project progress and performance |
| Earned Value Technique (EVT) | The technique associated with measuring the amount of completion of a work breakdown structure component, control account or project |
| Effort | The amount of labor (typically measured in hours, days, or weeks) required to complete an activity or WBS component |
| Emotional Intelligence | The ability to determine, assess, and manage the emotions of individuals or groups |
| Empathetic Listening | Listening with the goal of understanding what the sender is trying to communicate |
| Encouragers | A role that helps the project and team by focusing on what the project is creating, not the challenges of the project |
| Enterprise | A company, business, or other formal structure that encompasses a business function |
| Enterprise Environmental Factors | Internal and external variables, not under the control of the project team, that impact the project |
| Estimate | An approximation of an outcome, based on experience or calculation, that is typically applied to cost, effort, or duration and usually contains a modifier (e.g. preliminary) and an accuracy indication (e.g. ±%) |
| Estimate Activity Durations | The process of approximating the number of work periods required to complete activities in consideration of available resources |
| Estimate Activity Resources | The process of approximating the amount of people and equipment needed to perform each activity |
| Estimate at Completion (EAC) | The expected cost of performing all of the work in the project calculated by adding the actual cost (AC) to the estimate to complete (ETC) |
| Estimate Costs | The process of approximating the monetary resources required to complete the work of the project |
| Estimate to Complete (ETC) | The expected monetary resources required to complete the remaining work of the project; calculated by subtracting actual cost (AC) from the estimate at completion (EAC) |
| Ethics | The standards we use to determine what is right and wrong; varies for everyone |
| Ethnocentrism | An attitude that one's group is superior to others |
| Exception Report | A report that includes significant variations from the planned activities |
| Execute | Perform the tasks of the project management plan, create the project deliverables, and generate work performance information |
| Executing Process Group | The processes performed to achieve the work detailed in the project management plan in order to meet the requirements delineated in the project specifications per the work identified in the project management plan |
| Expectancy Theory | The premise that the reward for work achieved will be relative to the amount of effort or perceived effort |
| Expected Monetary Value (EMV) | A statistical technique, typically applied in decision tree analysis, used to determine the average outcome when contingent scenarios for future project risks must be considered |
| Expert Judgment | The opinion of an authority on a project-related subject |
| Expert Power | A capacity in which one uses personal knowledge and expert opinion to get others to do what is desired |
| Explicit Knowledge | Knowledge that can be classified utilizing such symbols as words, numerals, and images. |
| External Dependency | A relationship between project activities and non-project activities |
| Facilitated Workshop | A focused session involving cross-functional stakeholders and a designated leader that is conducted to achieve a specific goal, such as the creation of project requirements |
| Failure Mode and Effect Analysis (FMEA) | An analytical process that examines all possible failure points, individually or in conjunction with others, to ascertain the impact on the product or system |
| Fallback Plan | The plan that will supersede the original plan if it is not effective |
| Features | The characteristics that the user desires built into a product |
| Fee | Profit realized by the seller upon completion of a procurement contract |
| Finish Date | A point in time related to the completion of a schedule activity and typically qualified as actual, planned, estimated, scheduled, early, late, baseline, target, or current. |
| Finish-to-finish (FF) | A dependency that requires the completion of a predecessor activity prior to the completion of the successor activity |
| Finish-to-start (FS) | A dependency that requires the completion of a predecessor activity prior to the start of the successor activity |
| Firm Fixed Price Contract (FFP) | A contract that requires the seller to provide products or services for a set price based on a well defined scope of work; the seller assumes the majority of risk |
| Fitness for Use | A product that can be used as it was intended when designed |
| Fixed Price Contract | A mutually binding agreement that compensates the seller for goods or services on the basis of a fixed amount identified in the agreement, notwithstanding the seller's costs |
| Float | The amount of time an activity can be delayed without delaying successor activities or the project completion date |
| Flowchart | A graphical representation, including inputs, actions, and outputs, of one or more of the system processes |
| Flowcharting (Technique) | A decomposition approach to breaking a system or process into block steps that can be repeated by following the diagram |
| Focus Group | A focused session involving pre-qualified stakeholders, subject matter experts (SMEs), and a designated leader that is conducted to determine expectations and views regarding a potential product, service, or result |
| Forcing | Applying an all or nothing (win/lose) to get the desired result |
| Forecast | The estimation of a future state of a project based on the performance levels of the organization or a previous project; typically includes measurements associated with estimate at completion (EAC) or estimate to complete (ETC) |
| Formal Acceptance | Attaining signature for a piece of the project or the complete project, where the signature represents completion or closure of the project or that piece of the project |
| Forward Pass | A network diagramming method that calculates the early start (ES) and early finish (EF) dates of each activity by working forward through the schedule from the project inception date or a specific point in time |
| Free Float | The amount of time an activity can be delayed without violating any schedule limitation and without delaying the early start date of successor activities |
| Fringe benefits | An extra, typically not used as a motivator, that is given to everyone in the company or on the project; examples are paid holidays and health insurance |
| Functional Manager | A manager of any unit that creates a product or executes a service; also known as a line manager |
| Functional Organization | An entity that is arranged by department or purpose and focuses on operational work rather than project work |
| Funding Limit Reconciliation | The process of comparing planned project expenses to any limitations or constraints in project funding |
| Gantt Chart | A graphical representation that registers activities on the vertical axis and depicts the activity durations, based on their start and finish dates, on the horizontal access; also known as a bar chart |
| Goods | Products that have been created and are available for purchase |
| Government | The authority that directs and controls a locality, state, or nation |
| Grade | A ranking to classify products that have different functions or features |
| Ground Rules | Statements that describe the expected behavior of the project team |
| Group Creativity Technique | A focused session involving stakeholders and a designated leader that is conducted to develop ideas |
| Group Decision Making Technique | A focused session involving stakeholders and a designated leader that is conducted to review decision methods available for use with specific activities such as generating, classifying, and prioritizing requirements |
| Guideline | An official recommendation that describes the policies, standards, or processes related to the completion or a process or activity |
| Hammock Activity | A group of related activities reported as a single activity, sometimes called a summary activity; on a schedule, the summary activity is displayed followed by the related activities, which are indented |
| Harmonizers | A role that helps evolve information and understanding on the project above the team members |
| Hierarchy of Needs | A pyramid representation of Maslow's Theory that a person's motivation is based on needs (and where the person fits in this pyramid) |
| Histogram | A graphical representation, in the format of bar chart, that depicts the central tendency, dispersal, and shape of a statistical distribution |
| Historical Information | Documented data from prior projects consulted as a learning tool |
| Identify Risks | The process of identifying the risks that can impact the project and documenting their attributes |
| Identify Stakeholders | The process of determining all people and entities affected by the project, evaluating and recording any information appropriate to their concerns, involvement, interdependencies, and possible affect on the success of the project |
| Implement Risk Responses | The process of executing endorsed risk response plans. |
| Imposed Date | A fixed date exacted on a scheduled activity or milestone, usually formulated as "not to start before" and "not to finish after" |
| Inappropriate Compensation | Money or other items of value that are "earned" via improper activities |
| Incentive Fee | An amount paid, in addition to the contract amount, for exceeding expectations, particularly in the areas of cost, schedule, or technical performance |
| Incremental Life Cycle | The progression of project phases characterized by an early determination of scope, the adjustment of time and cost estimates as the team learns more about the product, and an increase in functionality resulting from incremental delivery |
| Independent Estimates | The use of estimates created by an independent person or group to support internal project estimates |
| Indirect Cost | Cost that is not directly accrued on the project (Ex: electricity, taxes, rent) |
| Influence Diagram | A graphical representation of relationship between variables and outcomes including situations with causal influence and event time sequences |
| Influencer | A person or organization that is not necessarily directly related to the project but can influence the project in either a good or bad way |
| Information | Ordered data that has been processed to be meaningful, significant, and utilitarian in specific contexts. |
| Information Gathering Techniques | Processes used to obtain and organize data from a variety of sources |
| Information Givers | A role that shares information and thus helps enhance communication on the project |
| Information Management System | A system that collects, stores, and distributes data to project stakeholders; data format may be physical or electronic |
| Information Seekers | A role that works to enhance information and knowledge associated with the project |
| Initiating Process Group | The processes associated with the inauguration of a new project or phase; typically involves obtaining approval and identifying project stakeholders |
| Initiation | Commitment from the sponsor and organization to start a project or to continue it to the next phase |
| Initiator | An organization or individual authorized and capable of starting a project |
| Input | Any internal or external item that is required before a process can continue; it can also be an output from a predecessor process |
| Inspection | The evaluation of an activity, product, result, service, or component to determine that it meets the desired standards for use and conforms to requirements |
| Intellectual Property | Ideas and concepts created by an individual or company, typically eligible for copyright or patent, thus providing ownership properties |
| Internal Rate of Return (IRR) | A project comparison value; represents the discounted rate that zeroes out the net present value (NPV) |
| Interpersonal Skills | The abilities that maximize the establishment and maintenance of relationships with project stakeholders; examples include the ability to communicate clearly, to motivate others, and to effectively negotiate; also known as soft skills |
| Interrelationship Diagrams | A graphical representation of the cause and effect relationships of the variables of creative problem solving |
| Interviews | A focused session involving individual stakeholders and a designated leader that is conducted to elicit specific information |
| Investment Power | A type of power that involves delaying key decision(s) so enough time passes that stakeholders or other such parties can make a significant time investment in the project |
| ISO 9000 | Developed by the International Organization for Standardization (ISO) as a means to plan, control, and document processes, and overall improve quality |
| Issue | A disputed or unsettled condition |
| Issue Log | A project document that tracks elements that cause stakeholder concern or dissension |
| Kaizen | A technique that takes a proactive stance to process development, one that makes improvements throughout a process as time evolves |
| Kickoff Meeting | A meeting used to initiate the start of the project; typically attended by all the key stakeholders; can be done when Initiating or Planning is complete depending upon the organization |
| Knowledge | The composite of experience, values and beliefs, contextual information, intuition, and insight that people employ in an attempt to make sense of new experiences and information. |
| Knowledge of Needs Power | A type of power that attempts to realize the two things that are negotiated for: what the other party says they are after, and what they are after that hasn't been made public |
| Lag | The amount of time, predicated on the start or finish of a predecessor activity, a successor activity must be delayed |
| Late Finish Date (LF) | The latest possible date for an activity to be completed based upon the schedule network logic, the project finish date, and schedule limitations |
| Late Start Date (LS) | The latest possible date for an activity to be started based upon the schedule network logic, the project finish date, and schedule limitations |
| Law | A standard created by local, state, or national governmental authority that requires compliance and often carries penalties for non-compliance |
| Lead | The amount of time, predicated on the start or finish of a predecessor activity, a successor activity can be moved up |
| Learning Curve Theory | A theory which states that the more of something that is produced, the lower the unit cost of it becomes due to an improvement in efficiency |
| Legitimate Power | Getting people to do what you desire based on your authority |
| Lessons Learned | The knowledge of what worked and what didn't work during a project |
| Lessons Learned Register | A project document utilized to record knowledge gained, both positive and negative, during the project; the information contained in register can be used in the current project and entered into the lessons learned repository for use with future projects. |
| Lessons Learned Repository | A container, typically electronic, for storing historical information about lessons learned during the performance of project work. |
| Level of Effort (LOE) | An activity that doesn't produce an end product, but is required to support work-related activities or the project and involves a consistent rate of work over time; for example, liaising with the customer or performing administrative duties |
| Life Cycle Costing | Consideration of not just project cost, but total ownership (operations and support) cost of the item created by the project |
| Log | Documentation of selected items that occur during a project, typically modified to reflect the condition of the item (issue, quality control item, action, or defect) |
| Logical Relationship | A connection between two activities, or between an activity and a milestone. |
| Majority | The votes of more than half of the members of a group, typically used to denote agreement with a decision |
| Make or Buy Analysis | The process of determining whether specific work should be created by the project team or purchased from an external source |
| Make or Buy Decisions | The result of the process of determining whether specific work should be created by the project team or purchased from an external source. |
| Manage Communications | The gathering of meaningful project data to create communications that will be disseminated, placed in a repository for future access, and disposed of per the communications management plan. |
| Manage Project Knowledge | The process of utilizing existing knowledge and producing new knowledge to achieve a project’s goals and contribute to organizational knowledge. |
| Manage Quality | The process of converting the quality management plan into executable activities that integrate the organization’s quality policies into the project. |
| Manage Stakeholder Engagement | Work and communicate with stakeholders to ensure satisfaction of their legitimate needs and expectations, to resolve their issues, and to include them in appropriate decision making |
| Manage Stakeholder Expectations | The process of communicating with the stakeholders to determine their expectations and addressing issues in a timely manner |
| Manage Team | The process of monitoring the performance of team members, providing feedback, resolving issues, and administering team changes to enhance project performance. |
| Management by Objectives (MBO) | An administration method that aligns, or realigns, projects to strategic objectives |
| Management by Projects | Performing day-to-day operations by a project management approach |
| Management Reserve | Funds set aside for unanticipated project work and excluded from the performance measurement baseline |
| Management Skills | The ability to plan, organize, direct, and control in order to achieve project goals |
| Mandatory Dependency | A relationship that is necessitated by virtue of a contractual requirement or the work itself |
| Market Research | The process of gathering information about customers or markets |
| Master Schedule | A summary timetable that includes significant deliverables, key WBS components, and key milestones |
| Material | Any materials used on a project; examples include equipment, tools, machinery, and supplies |
| Matrix Diagrams | A quality management tool that analyzes data by showing relationships between the data |
| Matrix Organization | An organizational framework that mandates the sharing of responsibility for the assignment of resources and priorities between the project manager and the functional manager |
| Mean | The average value in a measurement of a population |
| Merge | A coming together (convergence) of activities on a network diagram |
| Methodology | A body of rules, practices, processes, and techniques employed within a field |
| Milestone | A meaningful project event typically preceded by a series of activities that lead to its completion |
| Milestone List | A list of significant events in the project that may be designated as mandatory or optional |
| Milestone Schedule | A summary timetable that itemizes key milestones |
| Mind-Mapping | A technique used to integrate ideas created through individual brainstorming sessions into a single map in order to highlight similarities and differences in understanding and generate new ideas. |
| Mirroring | Matching behavior characteristics of another person or group |
| Monitor | Accrue project data for comparison to project plans, produce performance measures, and report project information |
| Monitor and Control Project Work | The process of monitoring, evaluating, and governing performance progress as detailed in accordance with the project management plan |
| Monitor Communications | The process of fulfilling the informational needs of the project and its stakeholders. |
| Monitor Risks | The process of monitoring known risks, reducing any risks, identifying any new risks, and monitoring risk reduction over the life of the project |
| Monitor Stakeholder Engagement | The process of monitoring stakeholder relationships and optimizing the approach to stakeholder engagement through the modification of related strategies and plans. |
| Monitoring and Controlling Process Group | The processes required to monitor, evaluate, and govern performance progress in accordance with the project management plan and to effect and record any necessary modification of the project plan |
| Monte Carlo Simulation | A process that simulates possible project schedule or cost outcomes; often used to estimate required reserves based on the scatter diagram or probability table that is typically the output of the process |
| Moral or Ethical Power | A type of power that uses a moral or ethical perspective tied to one's values in the negotiation process |
| Most Likely Duration | The most probable, or realistic, estimate of elapsed time for an activity based on data from previous projects or expert judgment |
| Multi-criteria Decision Analysis | A process that utilizes a decision matrix to systematically analyze project information such as risk levels, uncertainty, value, and prioritization |
| Near-critical Activity | Any schedule network diagram activity that is close to zero slack |
| Negotiated Settlement | The resolution and finalization of any contract related issues, claims, and disputes |
| Negotiation | The art of reaching an agreement or resolving issues between two or more parties |
| Network Diagram | A schematic of logical relationships that make up the flow of activities on the project; always drawn from left to right |
| Network Logic | The assemblage of activity dependencies that constitutes the project schedule network diagram |
| Network Path | An uninterrupted series of activities depicted in a schedule network diagram and connected by dependencies |
| Networking | Creating supportive connections and relationships with individuals or groups |
| Node | A point in a schedule network that is the juncture of some or all dependency lines |
| Nominal Group Technique | A technique, effected by a voting process, that is used to prioritize ideas by utility for further brainstorming |
| Non-disclosure Agreement (NDA) | A document signed by the owner of intellectual property and those who view it when it is not generally exposed to the public, or if it is a new idea, before it is displayed to the public |
| Nonconformance Work | The work associated with correcting errors, including those that arise from a failure to adhere to the policies, standards, rules, and regulations that impact the project |
| Normal Distribution | A bell-shaped curve that is in sync with the mean of the population |
| Objective | A goal that the project is expected to accomplish; the goal could be related to a strategic position, purpose, result, service, or product |
| Observations | To view individuals performing the tasks required by their positions |
| Operations | The day-to-day repeatable activities that a company performs |
| Opportunity | A risk whose occurrence will result in a positive impact on the project |
| Opportunity Cost | The amount associated with bypassing one opportunity in favor of another; as an example, if the pursuit of project B with a value of $75K is elected over the pursuit of project A with a value of $50K, $50k value of project A will not be realized |
| Optimistic Duration | The shortest estimate of elapsed time or lowest cost for an activity based on data from previous projects or expert judgment |
| Organizational Breakdown Structure (OBS) | A ranked representation of the project organization that illustrates the relationship between activities and their performing organization unit |
| Organizational Learning | The study of the manner in which knowledge is elaborated by individuals, groups, and organizations. |
| Organizational Planning | Determining, assigning, and documenting responsibilities, roles, and reporting relationships on a project |
| Organizational Process Assets | The process-related assets of the performing organization including, but not limited to, procedures, processes, policies, knowledge bases, templates, documentation, and plans |
| Output | A product, service, or result created by a process; could also be an input to another process |
| Over-allocation | A situation in which a resource is applied to too many activities at the same time to accomplish them all within the acceptable timeframe |
| Overall Project Risk | The impact that uncertainty, including the cumulative effect of individual risks, has on the project; the exposure of stakeholders to the implications of variations in project outcome, both positive and negative. |
| Parametric Estimating | A technique, effected by a calculation that employs an algorithm, used to determine cost or duration |
| Parametric Modeling | Application of a mathematical model used to estimate project components (time, cost, scope) by having other variables entered into the application |
| Pareto Analysis | A technique used to identify instances of frequently recurring issues that impact a system, project, or process |
| Pareto Diagram | A bar chart, ordered by occurrence frequency, depicting the number of outcomes for each identified cause |
| Patent | A legal device which gives ownership of an idea or design to an individual or company that creates the idea or design |
| Path Convergence | A node on a network diagram that indicates the merger of parallel paths; distinguished by an activity with multiple predecessors |
| Path Divergence | A dependency between a schedule activity and its multiple successors; sometimes called a burst |
| Payback Period | The amount of time needed to recover the investment in the project |
| Payment Systems | A system that creates invoices and tracks payments for project products and services |
| Percent Complete | The completed work estimate of an activity or WBS component expressed as a percentage |
| Perform Integrated Change Control | The process of determining, recording, and approving or rejecting changes to project documentation, deliverables, or baselines |
| Perform Qualitative Risk Analysis | The process of ranking risks for additional evaluation based on the probability of each risk and the impact on the project if the risk occurs |
| Perform Quality Control | Observe project results to verify they meet the applicable quality standards while attempting to improve overall quality |
| Perform Quantitative Risk Analysis | The process of numerically evaluating the impact of identified risks on the project |
| Performance | The level of success at which a product performs its intended use |
| Performance Measurement Baseline (PMB) | The comparison of project execution to the approved and integrated scope, schedule, and budget (exclusive of management reserves, but inclusive of contingency reserves) for the purpose of gauging and administering performance |
| Performance Reporting | The collection and interpretation of performance data; can include status, progress, and forecast reports |
| Performance Review | A technique that measures, compares, and analyzes actual project data against the baseline |
| Performing Organization | An organizational framework whose employees are primarily involved in doing the work of the project or program |
| Perks | An extra, typically used as a motivator, that is not given to everyone in the company or on the project; examples are being sent to a special training class or seminar |
| Persistence Power | Continuing on a course to achieve an objective or goal |
| PERT Weighted Average | An estimating technique used to take the pessimistic, optimistic, and realistic (most likely) estimates to achieve a cumulative estimate |
| Pessimistic Duration | The longest estimate of elapsed time for an activity based on data from previous projects or expert judgment; typically used in three-point or parametric estimates |
| Phase Gate | A review which is conducted at the end of a phase to decide if the project should continue to the next phase, if the project should continue to the next phase with modification, or if the project or program should be terminated. |
| Plan Communications Management | The process of identifying and evaluating stakeholder information and requirements for the purpose of developing a suitable project communications approach |
| Plan Cost Management | The process of establishing policies, procedures, and documentation for the planning, execution, and monitoring and controlling of cost-related project items |
| Plan Procurement Management | The process of managing procurement planning activities |
| Plan Quality Management | The process of identifying quality requirements and standards for the project and deliverables as well as documenting compliance with the project's quality approach and requirements |
| Plan Risk Management | The process of determining the methods that will be used to execute project risk management activities |
| Plan Risk Responses | The process of determining the actions that will be taken should a threat or opportunity arise within the project |
| Plan Schedule Management | The process of creating policies, procedures, and documentation for the planning, executing, and controlling of the project schedule and related documents |
| Plan Stakeholder Engagement | The process of establishing management strategies that will engage stakeholders in project related decisions; the strategies are based on the needs, interest levels, and impact levels of the stakeholders |
| Planned Value (PV) | The total value of the work scheduled as of a certain point in time; also known as the budgeted cost of work scheduled (BCWS) |
| Planning Package | A WBS component that has no detailed scheduled activities even though it is known to have work content |
| Planning Power | Using preparation followed by negotiation to effectively plan the project |
| Planning Process Group | The processes required to create the management and other planning documents that comprise the project management plan |
| Plurality | The votes of the largest block in a group when a majority is not required, typically used to denote agreement with a decision |
| PMI Code of Ethics and Professional Conduct | A standard that PMI requires candidates to agree to before they take the PMP Examination |
| Point of Total Assumption (PTA) | The total amount of money the buyer will pay regardless of cost overrun on the contract |
| Policy | A course of action adopted by an organization to facilitate operational and project work |
| Population | The entire group of similar criteria (Ex: All Americans, all owners of a particular product) |
| Portfolio | The projects, programs, and other work that comprise the portfolio and are managed in a coordinated manner to accomplish strategic goals |
| Portfolio Management | The coordinated management of the projects, programs, and other work that comprise the portfolio for the purpose of accomplishing strategic goals |
| Position Description | A description of the roles and responsibilities of a team member |
| Power | The possible ability to influence behavior or performance of others |
| Practice | A professional or management activity that feeds the execution of a process that may use one or more tools or techniques |
| Precedence Diagramming Method (PDM) | A technique used to create a schedule model in which activities are represented by nodes and graphically linked by one or more logical relationships in order to display the sequence in which the activities are to be performed. |
| Precedence Relationship | A dependency in the precedence diagramming method; also known as a logical relationship |
| Precedent Power | A type of power that uses something which has achieved desired results in the past regardless if it was on the current project environment or elsewhere |
| Precision | The accuracy of the measurements used by the quality management system |
| Predecessor Activity | An activity that logically precedes a successor activity |
| Predictive Life Cycle | A life cycle type that determines project scope, time, and cost during the early phases of the life cycle. |
| Prevention Cost | Cost of planning and executing a project within an acceptable range of error (or error free) |
| Preventive Action | An activity performed to evade an event that would negatively impact project performance |
| Prioritization Matrices | A quality management tool used to identify issues and potential alternatives related to the establishment of implementation priorities |
| Probability and Impact Matrix | An array used in qualitative risk management to prioritize risk, typically based on each risk's probability of occurrence and potential impact |
| Procedure | A method executed to achieve a suitable performance or result |
| Process | An ordered series of activities executed to create a product, result, service, or output |
| Process Adjustments | Adjustments made to modify the output of a process to achieve a better degree of quality |
| Process Analysis | The evaluation of a process with the goal of identifying potential improvements |
| Process Decision Program Charts (PDPC) | A graphical representation used to develop contingency plans based on possible failure points in the main plan |
| Procurement | The acquisition of goods or services from an outside source (vendor) |
| Procurement Audits | Examinations of contracts and contract processes for legality, completeness, accuracy, and effectiveness |
| Procurement Documents | The instruments used with bid and proposal activities that include the Invitation for Bid (IFB), the Invitation for Negotiation (IFN), the Request for Information (RFI), the Request for Quotation (RFQ), and the Request for Proposal (RFP) |
| Procurement Management Plan | The document, part of the project or program management plan, used to describe the methods that will be employed by the project team to obtain goods and services from outside the organization |
| Procurement Performance Reviews | An examination of the seller's execution of the contract, particularly as it relates to the on-schedule and within-budget delivery and overall quality of the product or service |
| Procurement Statement of Work | A description of a procurement item that is broken down to the appropriate level of detail that will allow potential sellers to determine if they are capable of providing the products or services associated with the contract scope |
| Procurement Strategy | The buyer’s approach to determining the project delivery method and the class of legally binding agreement(s) that will be used to deliver the desired results. |
| Product | An output of the project that is quantifiable and can be described as material and goods |
| Product Analysis | An approach used to convert a business-defined product into project deliverables; typically involves asking business representatives questions about the intended uses and characteristics of the product |
| Product Life Cycle | The phases of product development, typically defined as conception through delivery, expansion, maturity, and disengagement |
| Product Scope | The features and functions of a project's product, service, or result |
| Product Scope Description | The documented depiction of the features and functions of a project's product, service, or result |
| Professional and Social Responsibility | Ethics expected in project managers; includes balancing stakeholder interests and reporting violations |
| Professionalism Power | Being professional and practical when working with others; helps to foster a win/win relationship with those that work with the project manager by allowing the project manager to look at the people and their needs |
| Profit | Money made after expenses have been subtracted from revenue |
| Profit Margin | Ratio between revenues and profit on a project, product, or initiative |
| Program | A group of related projects, subprograms, and program activities administered in a coordinated manner in order to realize benefits that would not be available if administered separately |
| Program Evaluation and Review Technique (PERT) | An estimation technique, used when individual estimates are questionable, that involves applying a weighted average of optimistic, pessimistic, and most likely estimates |
| Program Management | The exercise of knowledge, expertise, tools, and techniques to meet program requirements and realize benefits and control unavailable when component projects are administered individually |
| Progress Report | A report that states what has been accomplished in a specific amount of time on the project (but not the entire project) |
| Progressive Elaboration | The iterative process of increasing the level of detail in accordance with the increase in information discovery and estimation accuracy |
| Project | A temporary undertaking to produce a unique product, service, or result |
| Project Archives | A set of records that correctly describe and document the history of the project |
| Project Calendar | A calendar that indicates working days and shifts available for project activities |
| Project Charter | An instrument issued by the project sponsor or initiator that approves the existence of the project and authorizes the project manager to assign resources held by the organization to project activities |
| Project Communications Management | The processes required to gather, produce, allocate, reposit, retrieve, administer, regulate, track, and ultimately dispose of project information so that the appropriate parties receive the appropriate information at the appropriate time |
| Project Cost Management | The processes required to estimate, budget, disburse, administer, and regulate costs in order to complete the project within the approved budget |
| Project Forecasting | A reporting method in which future performance is estimated based on past performance of the project |
| Project Funding Requirements | The forecast of project costs based on the cost baseline for the total project plus any anticipated liabilities; the forecast can be applied to specific time periods rather than to the project as a whole |
| Project Governance | The alignment of project goals with the strategy established by the organization, the project sponsor, and team; must fit within the organizational governance, but is separate from that organizational governance |
| Project Initiation | The process that can result in project authorization |
| Project Integration Management | The processes and activities required to determine, depict, conjoin, unify, and reconcile project management processes and activities |
| Project Life Cycle | The phases, from initiation through closure, of a project associated with the work of the project, as opposed to being associated with its project management |
| Project Management | The exercise of knowledge, expertise, tools, and techniques to meet project requirements |
| Project Management Body of Knowledge | The total knowledge contained within the project management profession including its practices, both customary and groundbreaking, whether published and non published |
| Project Management Information System (PMIS) | A system, either manual or automated, comprised of the tools and techniques used to amass, incorporate, and disseminate the results of project management processes in order to reinforce all facets of the project |
| Project Management Knowledge Area | A recognized project management area that is qualified by its component practices, processes, inputs, outputs, tools, and techniques and delineated by its knowledge requisites |
| Project Management Office (PMO) | An organization area responsible for standardizing governance processes for projects and for making available resources, methodologies, tools and techniques |
| Project Management Plan | The cumulative document, containing all management plans and other planning documents, that serves as the blueprint for realizing the objectives of the project |
| Project Management Process Group | The aggregation of the processes, along with their inputs, outputs, tools, and technique, that make up project management including initiating, planning, executing, monitoring and controlling, and closing |
| Project Management Staff | Members of the project management team including the project manager and the scheduling, budgeting, and risk management staff |
| Project Management System | An organized approach to project management that can include processes, procedures, tools, techniques, methodologies, and resources; can be used by the project manager or organization |
| Project Management Team | The individuals on the project team who perform project management activities |
| Project Manager (PM) | The person authorized by the performing organization to direct the team accountable for realizing project objectives |
| Project Network Diagram | A view of the logical relationship (sequencing) of project activities |
| Project Organization Chart | The graphic representation that illustrates the interrelationships between team members assigned to a specific project |
| Project Phase | An aggregation of logically related activities that results in the completion of a deliverable or deliverables |
| Project Procurement Management | The processes required to purchase or acquire any products, services, or results from a source outside of the project team |
| Project Quality Management | The processes defined and activities performed by the organization to identify quality related policies, aims, and responsibilities in order to ensure that the project meets its objectives |
| Project Resource Management | Project resource management encompasses the processes utilized for the identification, acquisition, and management of the resources required for the successful conclusion of the project. |
| Project Risk Management | The process required to plan for, determine, evaluate, respond to, and control potential or actual project threats and opportunities |
| Project Schedule | The document, an output of the schedule model, that depicts linked activities with their estimated dates, durations, milestones, and resources |
| Project Schedule Management | Project schedule management encompasses the processes required to manage the timely conclusion of the project. |
| Project Schedule Network Diagram | A graphical representation of the logical relationships that exist among activities in the project schedule |
| Project Scope | The work executed to deliver a product, service, or result that satisfies the specified features and functions |
| Project Scope Management | The processes required to ensure that all the work needed to complete the project, and only that work, is included in the project |
| Project Scope Statement | The document that describes the major deliverables, assumptions, constraints, and scope of the project |
| Project Stakeholder Management | The knowledge area that identifies stakeholders, as well as analyzes and manages their expectations and engagement in the project during its lifetime |
| Project Team | The individuals responsible for reinforcing the project manager in the work of the project in order to realize project objectives |
| Project Team Directory | The listing of project team members which includes their project-related roles and communication needs |
| Project-based Organizations (PBO) | An organizational framework that is structured to conduct most of its activities as project work rather than functional work |
| Projectized Organization | An organizational framework that provides the project manager with the authority to establish priorities, assign resources, and direct the work of the project team |
| Proposal Evaluation Techniques | A formal seller review process used with complex procurements and carried out in accordance with the buyer's procurement policies |
| Prospective Sellers of Products or Services | The list of vendors the company has determined to be capable of providing goods or services |
| Prototype | A working model of the product created to obtain detailed stakeholder feedback |
| Quality | The degree to which a group of fundamental characteristics satisfies requirements |
| Quality Assurance | The repetitive examination of quality requirements and quality control measurements to effect the use of requisite quality control standards and operational definitions |
| Quality Audits | A formal, independent process that assesses whether project activities are in compliance with organizational and project policies, processes, and procedures |
| Quality Checklists | A tool used to verify that project work and deliverables have been completed in accordance with project requirements |
| Quality Control Measurements | The documented outcome of quality control functions |
| Quality Management and Control Tools | Mechanisms used to ensure quality products and processes, often more efficiently and at a lower cost |
| Quality Management Plan | The document, part of the project or program management plan, used to describe the execution of the organization's quality policies |
| Quality Management System | The system within a company that provides policies, processes, and resources to implement the project's quality management plan; that the quality management plan typically aligns with the company's quality system |
| Quality Metrics | The description of a project or product attribute and the measurements that must be applied to the attribute within the quality control process examples of metrics include failure rate, defect frequency, cost control, reliability, and availability |
| Quality Policy | The organizational policies crafted to achieve quality goals. |
| Quality Report | A project document that addresses quality management issues, recommendations for corrective actions, and a recap of findings from quality control activities; the report may include advice related to the improvement of process, project, and product. |
| Quality Requirement | Condition designed to ensure that a deliverable conforms to its intended use |
| Quantitative Risk Analysis and Modeling Techniques | Common approaches to producing a more detailed evaluation of project risk; techniques include expected monetary value (EMV) and decision tree analysis |
| Questionnaires | Written surveys designed to quickly gather information from a large number of respondents. |
| RACI Chart | A type of responsibility assignment matrix that designates the status of stakeholder involvement in project activities; status designations are responsible, accountable, consult, or inform. |
| Rapport | Possessing comfort or a harmonious relationship with someone |
| Recognition Seekers | A role that looks at the project first to see what they can get out of it |
| Records Management System | The processes, controls, and tools used to record and maintain project information |
| Referent Power | Using personal charisma to attain desired results from others or using existing relationships to help get things done (who you know) |
| Regression Analysis | An analytical technique that examines a series of input variables in relation to their corresponding output results for the purpose of establishing a mathematical or statistical relationship. |
| Regulation | A requirement of local, state, or federal government that can mandate product, process, or service characteristics including any applicable administrative provisions |
| Reliability | The likelihood of a product or service to function as planned |
| Report Performance | The process of amassing project performance data and disseminating it in a clear and meaningful format to the intended audience |
| Reporting Systems | Processes and procedures utilized to generate or consolidate reports from information management systems and distribute those reports to project stakeholders |
| Request for Information (RFI) | A buyer issued procurement document requesting a potential seller to provide information related to the seller's ability to deliver a product, service, or capability |
| Request for Proposal (RFP) | A procurement document issued by the buyer to request a proposal from the seller; typically describes acceptability criteria and a description of the product, service, or capability the buyer wishes to procure |
| Request for Quote (RFQ) | A document used to get bids or quotes from possible suppliers, usually for commodity type items, with minimal customization |
| Requested Change | A formal request for change that is submitted to the integrated change control process |
| Requirement | A condition or capability that must be made available through a product, service, or result in order to fulfill a contract or formal specification |
| Requirements Documentation | A document that describes requirements for creating a product or a feature of the product |
| Requirements Management Plan | The document, part of the project or program management plan, used to describe the evaluation, recording, and administration of project requirements |
| Requirements Traceability Matrix | A graphical representation that illustrates the relationships between the origins of the product requirements to the deliverables that fulfill the requirements |
| Reserve | Funds set aside for risks to the budget or schedule, for example management reserves or contingency reserves, as provided for in the project management plan |
| Reserve Analysis | An analysis technique used to identify the critical features and relationships of components in order to determine the amount of reserves realistically needed for the project with consideration of schedule duration, budget, and cost estimation |
| Residual Risk | The remaining risk following the implementation of risk responses |
| Resource | Skilled individuals or teams, equipment, material, supplies, goods, services, budgets, or funds |
| Resource Breakdown Structure | A representation of resources ranked by category and type |
| Resource Calendar | A calendar that indicates working days and shifts available for each resource |
| Resource Histogram | A bar chart depicting the amount of time a resource is scheduled to work over a specified number time periods; resource availability and number of resources used may be considered for the purpose of comparison or contrast |
| Resource Leveling | A technique in which resource constraints dictate start and finish date adjustments in order to balance the demand for resources with the resources available |
| Resource Loading | The process of applying resources to a schedule and its activities |
| Resource Management Plan | A component of the project management plan that defines the manner in which project resources are acquired, allocated, monitored, and controlled. |
| Resource Optimization Techniques | An approach to resource allocation that adjusts schedule start and finish dates to ensure that resource assignments do not exceed predefined capacity limits |
| Resource Requirements | The types and quantities of resources needed for each activity that makes up a work package. |
| Resource Smoothing | An approach to resource allocation that more uniformly allocates a resource over time; used in cases where resource assignments exceed predefined capacity limits |
| Responsibility | Accountability for the project or for specific project processes or tasks |
| Responsibility Assignment Matrix (RAM) | A graphical representation of the project resources committed to a monitored area of the project, such as a work package; typically applies RACI (responsibly, accountable, consult, inform) indicators to depict the form of commitment |
| Result | The consequence of completing a series of activities or process; examples include outcomes and documents |
| Retainage | A part of the payment per the terms of the contract that the buyer retains until the project is complete; used to ensure that the seller completes the work per terms of the contract |
| Return on Investment (ROI) | The amount of income from an investment; income divided by the investment |
| Reward Power | A type of power that uses positive actions or consequences to attain desired results from other people |
| Rework | Action taken to bring any component that is flawed or out of conformance into compliance with specifications or requirements |
| Risk | An unscheduled, but possible, event that may have a positive or negative impact on the project if it occurs |
| Risk Acceptance | A risk response strategy that involves acknowledgement only of the risk; no planned response is formulated unless the risk occurs |
| Risk Appetite | The amount of uncertainty an organization or individual is willing to accept in anticipation of a reward. |
| Risk Audits | The evaluation of project risk responses to determine the effectiveness of the utilized approach to risk |
| Risk Avoidance | A risk response strategy that involves the elimination of the threat or protection of the project from the impact of the threat |
| Risk Breakdown Structure (RBS) | A representation of risks ranked by category |
| Risk Categorization | The organization of risks by source or other criteria to increase understanding of overall project risk |
| Risk Category | A class of risks, such as organizational risks or market risks, defined by its potential cause |
| Risk Data Quality Assessment | An evaluation of risk-associated data to determine its quality |
| Risk Database | A data repository that stores and manipulates information associated with the risk management processes |
| Risk Enhancement | A risk response strategy that increases the probability of occurrence or impact of an opportunity as a result of deliberate team action. |
| Risk Escalation | A risk response strategy that transfers ownership of the risk from the project team to a higher organizational level for more effectively management. |
| Risk Events | Events that may impact the project (either negative or positive) |
| Risk Exploiting | A risk response strategy that ensures the occurrence of an opportunity as a result of deliberate team action. |
| Risk Exposure | An aggregate metric that expresses the potential impact of all risks at any given point in time in a project, program, or portfolio. |
| Risk Factors | Numbers representing the risk of certain events, the likelihood of their occurring, plus the impact on the project (if the event does occur) |
| Risk Management Plan | The document, part of the project or program management plan, used to describe the manner in which risk management activities will be framed and executed |
| Risk Mitigation | A risk response strategy that involves the reduction of the threat or the probability that the risk will occur |
| Risk Owner | The person responsible for the monitoring of a risk and for the determination and implementation of an appropriate risk response strategy. |
| Risk Power | A type of power that uses calculated risks in negotiations to achieve project goals |
| Risk Reassessment | The process of identifying new risks, reassessing risks that have already been identified, and closing of expired risks |
| Risk Register | A document that lists each risk along with the results of its analysis and risk response planning |
| Risk Report | A project document that establishes the progressive development of risk management processes throughout the project, summarizes individual project risk information, and delineates the degree of overall project risk. |
| Risk Review | A meeting used to examine and document the effectiveness of risk responses in relation to identified, individual project risks and to overall project risk. |
| Risk Seeking | Possessing a higher tolerance than most for risk |
| Risk Sharing | A risk responses strategy that allocates ownership of an opportunity from the project team to a third party who is best able to capture the benefits of that opportunity. |
| Risk Symptoms | Characteristics which indicate that a risk event is possibly starting to occur; could also be called risk triggers |
| Risk Threshold | The degree of risk exposure that defines the upper limit of risk acceptance; risks whose level exceed the threshold must be addressed. |
| Risk Tolerance | The level of risk that an individual or organization is willing to permit; also known as risk utility |
| Risk Transference | A risk response strategy that involves shifting the impact of a threat, as well as accountability for the response, to a third party |
| Risk Urgency Assessment | The evaluation of risk responses to determine priority in order of timing |
| Risk-averse | Possessing a low desire or tolerance for risk |
| Risk-neutral | A middle ground between the risk taken and the benefit received |
| Role | A specific function performed by the member of the project team; some examples are testing, analyzing, and coding |
| Rolling Wave Planning | An iterative planning technique that involves detailed planning for near-term work and higher level planning for future work |
| Root Cause Analysis | An analytical technique used to ascertain the fundamental reason a variance, defect, or risk exists |
| Rough Order of Magnitude (ROM) Estimate | A cost estimate, performed early in the project, of the completion cost of the project; the tolerance range is -25% to +75%. |
| S-curve | Graphic representation of costs, work, and other quantities over time so that the planned value, earned value, and actual cost of the work can be seen |
| Sample | A part of the population used for a measurement (instead of the entire population) |
| Schedule Baseline | The authorized version of the schedule model that is used as the basis for comparison and can only be modified through a formal change control procedure |
| Schedule Compression | Any technique, such as crashing or fast tracking, used to shorten the duration of the schedule while maintaining the project scope |
| Schedule Data | Information associated with the management of a project schedule |
| Schedule Forecasts | Estimates, based on current project information, that are associated with future schedule events |
| Schedule Management Plan | The document, part of the project or program management plan, that authenticates standards and activities used to produce, track, and administer the schedule |
| Schedule Milestone | A major event in the project schedule; typically involves the start or completion of a major component of the project |
| Schedule Model | A model which includes activity durations and dependencies, used to produce the project schedule |
| Schedule Network Analysis | A technique used to determine late start (LS), late finish (LF), early start (ES), and early finish (EF) dates for incomplete schedule activities |
| Schedule Network Templates | A set of activities and relationships from past projects that meet current project needs |
| Scheduled Finish Date | The planned finish date for an activity, work package, or other piece of the schedule |
| Scheduled Start Date | The planned start date for an activity, work package, or other piece of the schedule |
| Scheduling Tool | A tool that accelerates scheduling by automatically producing activity start and finish dates based on the entry of activities, relationships, resources, and durations |
| Scope | The products, services, and results expected to be provided by the project |
| Scope Baseline | The authorized scope statement, WBS, and WBS dictionary that contain only those modifications authorized through a formal change control process; used as a basis for comparison |
| Scope Change | A change to the product or product scope accompanied by the appropriate modifications to the budget or schedule |
| Scope Creep | A change to the product or product scope not accompanied by the appropriate modifications to the budget or schedule |
| Scope Management Plan | The document, part of the project or program management plan, used to the manner in which the project scope will be delineated, elaborated, monitored, controlled, and authenticated |
| Secondary Risk | A risk that results from a risk response implementation |
| Selected Sellers | Vendors chosen to provide products or services |
| Self-Organizing Team | A team formation type that defines a team able to function without centralized control. |
| Seller | An individual or entity that provides goods or services to a buyer |
| Seller Proposals | An offer from a vendor who is being considered as a provider of a product or service |
| Sensitivity Analysis | A quantitative risk analysis and modeling technique used to identify those risks that have the greatest effect on the project |
| Sequence Activities | The process of determining and recording dependencies between project activities |
| Service | Work performed without resulting in a physical product |
| Service Level Agreement (SLA) | A contract between an internal or external service provider and the end user that delineates the level of service expected from the service provider. |
| Seven Basic Quality Tools | A group of devises used by quality management for quality planning and for monitoring and controlling |
| Seven Run Rule | A rule that states if seven consecutive data points are on one side of the mean (above or below) or increasing/decreasing, then the process is out of control and should be investigated |
| Sigma | A measurement of acceptability of a product or process |
| Simulation | A project computer model that can counterfeit project outcome when there is uncertainty associated with schedule, cost or resources |
| Skill | The capability to execute project-related activities based on individual subject matter expertise and abilities |
| Source Selection Criteria | Seller attributes that will be considered by the buyer; typically includes capacity to deliver, costs, delivery dates, expertise, and contract approach |
| Special Cause | A non-random or intermittent variable in a system |
| Specification Limits | The area on either side of the mean of data distribution on a control chart |
| Sponsor | The person or group responsible for providing resources and reinforcement for the project and for enabling the project to realize its objectives |
| Sponsoring Organization | The entity that has the responsibility of providing the project’s sponsor and acting as a conduit for project funding or other project resources. |
| Staff Acquisition | The hiring and applying of the needed resources to the project |
| Stakeholder | Any person or entity that may impact, be impacted by, or perceive itself to be impacted by any decision, activity, or outcome of the project |
| Stakeholder Analysis | A technique by which quantitative and qualitative information is amassed and evaluated to determine whose interests should be considered throughout the project |
| Stakeholder Engagement Assessment Matrix | A matrix in which current and desired stakeholder engagement levels are listed for comparison. |
| Stakeholder Register | A project document that lists stakeholder information including name, role, assessment, and classification |
| Standard | An established norm or requirement |
| Standard Deviation | The measurement of variation within a distribution |
| Start Date | The date work begins on an activity; can include qualifiers such as actual, planned, estimated, scheduled, early, late, target, baseline, and current |
| Start-to-finish (SF) | A dependency that requires the start of a predecessor activity prior to the completion of the successor activity |
| Start-to-start (SS) | A dependency that requires the start of a predecessor activity prior to the start of the successor activity |
| Statement of Work (SOW) | A detailed description of the products, services, or results expected from a project or other initiative |
| Statistical Sampling | The selection of a part of a population for examination rather than using the entire population |
| Status Report | A report that states the current shape or state of the project to date |
| Strategic Planning | Long-term planning by a company (usually three to five years in the future) |
| Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis | A risk analysis technique which considers the strengths, weaknesses, opportunities, and threats of the project to facilitate a more knowledgeable risk management analysis |
| Subnetwork | A section of the project schedule diagram, typically a work package or subproject, that is frequently used to depict a proposed schedule condition |
| Subphase | A division of a phase of a project |
| Subproject | A portion of the overall project that is established when the project is subdivided into components that are more easily managed |
| Successor Activity | An activity that logically follows its predecessor activity |
| Summarizers | A role that relates back to the overall picture of what the project is focusing on |
| Summary Activity | An array of related schedule activities aggregated and displayed as a single activity. |
| Sunk Cost | Money that has already been spent on a project; should not be considered when selecting or evaluating a project |
| System | An integrated set of pieces used to achieve a specific project goal; could be an actual process or management process, or some mix of both approaches |
| Tacit Knowledge | Individual knowledge (such as beliefs, experience, and insights) that can be difficult to express and share. |
| Tailoring | The determination of the conglomeration of processes, inputs, tools, techniques, outputs, and life cycle phases appropriate to the management of a project. |
| Tangible Cost/Benefit | Easily measurable cost or benefit of a project; measured in dollars |
| Target Completion Date (TC) | A requested project completion date that can be a constraint for the project |
| Target Finish Date (TF) | The date that the project (or activity) is anticipated to be completed |
| Target Schedule | A preliminary schedule that can be used during initial stages of Planning; could differ from the baseline schedule at the conclusion of Planning |
| Target Start Date (TS) | The planned start date of the project or activity |
| Task | An activity to be completed on the project |
| Team Charter | A document that delineates team values, agreements, and operating guidelines and establishes clear expectations regarding acceptable behavior by project team members. |
| Team Development | The creation of individual and team skills to maximize project output |
| Team Management Plan | A component of the resource management plan that delineates the manner and timing in which team members are acquired and released. |
| Technical Performance Measurement | A measurement approach that compares what was technically created in the project to what the project management plan shows should have been created |
| Technique | A procedure, that may employ one or more tools, exercised by a resource to complete project activities |
| Templates | A partially completed instrument that provides the desired format for the assemblage, ordering, and presentation of data and information |
| Termination Clause | A clause in the contract that allows both the buyer and the seller to end the contract |
| Test and Evaluation Documents | Project Documents that delineate the activities used to determine if the product satisfies the quality objectives described in the quality management plan. |
| Threat | A risk whose occurrence will result in a negative impact on the project |
| Three-point Estimate | A technique used to evaluate the cost or duration of an activity by averaging the optimistic, pessimistic, and most likely estimates |
| Threshold | Any value (typically applied to cost, time, quality, technical, or resource) that is used as a parameter; typically crossing the threshold results in a triggered action |
| Tight Matrix | A phrase that describes a war room or close environment for the team; can also be used as a distracter answer on organizational-related questions |
| Time-scaled Schedule Network Diagram | A graphical representation of the project schedule that displays relative to its duration; may include bar charts showing network logic (sequence) |
| To Complete Performance Index (TCPI) | The ratio that represents the cost performance required to complete the work of the project given the remaining resources; calculated by dividing the remaining project work by the remaining budget (BAC - EV/BAC - AC) |
| Tolerance | The measure of acceptable variation |
| Tool | A device used during the performance of an activity to produce a result or product; templates, software programs, and models are all tools |
| Top-down Estimating | An estimating technique in which the project manager estimates the cost or duration of the project based on the cost or duration of a previous project that is very similar to the current project |
| Topic Jumpers | A role that doesn't stay focused on the primary topics of focus and conversation |
| Tornado Diagram | A specialized bar chart used in sensitivity analysis that compares the relative importance of the variables. |
| Total Slack (Total Float) | The amount of time an activity can slip (be delayed) from its early start date without delaying the overall finish date |
| Tree Diagram | A graphical representation which uses decomposition to organize data into parent and child relationships |
| Trend Analysis | An analytical technique that uses mathematical paradigms to predict future outcomes based on historical data |
| Trigger Condition | An indicator that a risk event could occur |
| Unanimity | A decision with which all group members concurred |
| Update | A modification to any deliverable, project management plan component, or project document that has not been subjected to the formal change control process. |
| User | The person, division, or company that will be the user or owner of the product when the project is complete |
| Validate Scope | The process in which the customer or sponsor reviews and accepts project deliverables as being complete and correct in accordance with the requirements |
| Validation | The process of determining that the results of the project are in compliance with requirements imposed by the customer and appropriate stakeholders and typically involving acceptance by them |
| Value Engineering | An approach to efficiently and effectively execute the project to decrease life cycle costs and time, increase profits and market share, improve quality and use of resources, and competently resolve issues and problems |
| Variance | Any difference between a planned value or baseline and an actual result |
| Variance Analysis | The assessment of the level and reasons for a variance from planned value or baseline |
| Variance At Completion (VAC) | The projected amount the project will be over or under budget based on the difference between the budget at completion (BAC) and the estimate at completion (EAC) |
| Variation | The difference between the baseline and actual project data at a specific point in time |
| Verification | The process, typically internal, of determining that the results of the project are in compliance with appropriate specifications, requirements, regulatory requirements, and imposed conditions |
| Verified Deliverables | Completed project deliverables that have been reviewed and confirmed for correctness through the Control Quality Process. |
| Virtual Team | A group of people with similar goals who form a team but spend little (if any) time together |
| Voice of the Customer (VOC) | The translation of customer requirements into requisite technical requirements in a manner that ensures the results of the project will meet the requirements of the customer |
| War Room | A room shared by project personnel that can be used for planning and meetings, and display charts, graphs, and various other project information |
| WBS Dictionary | A document that itemizes deliverable, activity, and scheduling information for each WBS component |
| Weighted Milestone Method | An approach to the earned value method in which an activity with a duration exceeding two reporting periods is broken down into smaller activities with durations limited to two reporting periods or less |
| What-If Scenario Analysis | The process of evaluating counterfeit situations to determine their impact on the project |
| Withdrawal | A conflict resolution technique in which you withdraw from the disagreement (or source of conflict) |
| Withdrawers | A role that is non-participatory on the project regarding information and project issues |
| Work Authorization | The authorization to begin work on an activity, work package, or control account at the correct time, by the correct entity, and in the correct progression |
| Work Authorization System | A subsystem within the project management system that is comprised of documented procedures that delineate the method by which project work is authorized so that it will be done at the correct time, by the correct entity, and in the correct progression |
| Work Breakdown Structure (WBS) | A decomposition of the work of the project |
| Work Breakdown Structure Component | Any unit of work defined in the WBS |
| Work Package | The smallest level of WBS work for which cost and time can be assessed and administered |
| Work Performance Data | Measurements or statistics related to the execution of project work |
| Work Performance Information | The evaluation and integration of project execution statistics and measurements gathered from control processes |
| Work Performance Reports | Project status and performance data utilized to produce communications and advance discussion |
| Workaround | A response to a risk that was unplanned or that had an ineffective planned response |
| Approved Change Request | A modification request that has been authorized as a result of undergoing the integrated change control process |
| Approved Change Requests Review | Audit of the implementation of approved modifications to ensure they function as intended |
| Assumption | A premise considered to be true without benefit of proof |
| Assumptions Analysis | The evaluation of project assumptions used to determine the risks that could be incurred as a result of the inexact, fragmentary, or unpredictable nature of the assumptions |
| Attitude Power | A type of power that can involve using a middle person to negotiate for the project manager |
| Attribute Sampling | A testing approach that involves noting the presence or lack of a characteristic (attribute) in each unit being tested and then deciding if the entire sample will be accepted, rejected, or require re-testing after the addition of additional units |
| Audit | A review of the quality system to determine that it is capable of ensuring quality project results |
| Authority | The power to assign resources, disburse funds, make or authorize decisions for the project |
| Backward Pass | A network diagramming method that calculates the late start (LS) and late finish (LF) dates of each activity by working backward through the schedule from the project completion date |
| Baseline | The agreed upon level of work (or other variable) used as a basis for comparison; once established, any changes must be authorized through formal change control procedures |
| Basis of Estimates | Supporting details associated with an estimate, typically time or cost, that may include assumptions, constraints, level of detail, ranges, and confidence levels |
| Benchmarking | The comparison of enterprise standards and practices to those used in similar organizations for the purpose of determining best practices and/or improvements and establishing a basis for performance measurements |
| Benefits Management Plan | A component of the project management plan that details the manner in which the benefits provided by a project or program are created, maximized, and sustained. |
| Bid Documents | The documentation utilized to request information, quotations, or proposals from prospective sellers. |
| Bill of Materials (BOM) | A formal document showing the hierarchy of components or pieces and their sub-components or sub-pieces that make up the product |
| BIPERT (Bilogic Extension of the Network Diagram) | A model for parallel programs that depicts ingoing (inclusive) and outgoing (excusive) links |
| Blockers | A role that interrupts information flow on the project |
| Bottom-up Estimating | An estimating technique in which individual estimates are rolled up to create a summary estimate for the project |
| Brainstorming | A creative technique used to gather a large amount of information from team members and/or subject matter experts; applicable to ideas, risk identification, and solutions |
| Budget | The total estimate for the project, or any activity, that has been approved |
| Budget at Completion (BAC) | The total project budget derived from incorporating all items from the project's individual budgets; also called the sum of all planned value (PV) |
| Budgetary Estimate | An estimate used to put money into a company's (or project's) budget |
| Buffer | Reserves used to alleviate risks that could negatively impact the budget or schedule |
| Business Case | A document that attempts to prove the economic feasibility of a business idea, such as a product or service, to justify the project |
| Business Value | An abstraction that includes tangible and intangible elements associated with project, program, and portfolio management that maximize the value to the organization |
| Buyer | The person, group, or entity that obtains the products, services, or results of the project |
| Calendar Unit | The smallest time unit used in project schedules such as minutes, hours, shifts, days, weeks, months, quarters |
| Cause and Effect Diagram | A decomposition approach used to identify the root cause of a problem; also known as a fishbone or Ishakawa diagram |
| Central Tendency | A property of the central limit theorem, which states that data tends to group around a central location; typically utilizes three measurements: the mean, the median, and the mode |
| Change | A modification to any deliverable, project management plan component, or project document subject to the formal change control process. |
| Change Control | The process of determining, documenting, reviewing, and then approving or rejecting any proposed modifications to project documentation, deliverables, or baselines |
| Change Control Board (CCB) | The group accountable for considering, appraising, and making decisions about (approval, postponement, or rejection) proposed project changes and for the documenting and communicating those decisions |
| Change Control System | The procedures that govern modifications to project documents, deliverables, and baselines |
| Change Control Tools | Tools associated with modification and configuration management |
| Change Log | A list of proposed project modifications and their associated details including description, date, requestor, and status |
| Change Management Plan | A plan that defines the project change management process |
| Change Request | A formal solicitation for a project modification that relates to the approach to, or outcome of, the project |
| Chart of Accounts | A structure used to monitor project cost that usually aligns with a company's accounting system and WBS of the project or program |
| Checklist Analysis | An evaluation of project checklists to determine their effectiveness |
| Checksheets | A sheet that can be used as a checklist when gathering data |
| Claim | A demand, under the terms of the contract, for consideration by the buyer from the seller or the seller from the buyer |
| Claims Administration | The process of managing a project's contract claims |
| Clarifiers | A role that helps focus on making sure people on the project understand what the details of the project entail |
| Close Project or Phase | The process of completing each activity across all process groups in order to finalize a project or phase |
| Closed Procurements | The written formal notification, from the buyer to the seller, that the contract has been completed; typically completion is dependent on the seller meeting the terms and conditions of the contract |
| Closing Process Group | The group of activities associated with concluding the project or phase |
| Closing Processes | Activities during which formal acceptance and completion procedures are attained from either a phase or the project itself |
| Code of Accounts | The numbering system used to distinguish constituents of the WBS |
| Coercive/Penalty Power | A type of power that uses negative approaches including threatening and punishment to get people to do things they don't want to do |
| Collect Requirements | The process of arranging for, determining, and documenting the needs of the stakeholders to align with project objectives |
| Colocation | A technique for improving team effectiveness, as well as communication and collaboration among team members, by placing them in close proximity to each other |
| Commitment Power | A type of power that uses commitment via alliances and partnerships on the project team to tackle challenges to the project as they arise; has a potential connection with referent power |
| Common Cause | A predictable source of variation in a system |
| Communication Blockers | Factors that disrupt the message |
| Communication Constraints | Limitations imposed by legislation, regulation, technology, or policy on message content, timing, audience, or delivery vehicle (person or mechanism) |
| Communication Methods | Procedures, techniques, and processes that are employed to disseminate information to project stakeholders |
| Communication Model | A facsimile that demonstrates the manner in which project communications will be performed |
| Communication Requirements Analysis | An approach to the determination of stakeholder communication requirements, which can include interviews, lessons learned, and analysis of previous projects |
| Communication Styles Assessment | A technique utilized to identify the approach, format, and content preferred by each stakeholder for planned communication activities. |
| Communication Technology | The tools, systems, and computer applications utilized in the dissemination of information to project stakeholders |
| Communications Infrastructure | Tools and techniques used to create the foundation for information transfer on a project |
| Communications Management Plan | The document, part of the project or program management plan, that addresses the communication flow of the project and contains a detailed description of the transmittal process, the transmittal schedule, and the administration process |
| Company Policy | A standard established by a company |
| Competition Power | A type of power that maximizes involvement in the project or idea in the form of competition to help enhance the commitment of those involved to work toward a more successful outcome of the project or idea |
| Compliance | Conformance to a rule, standard, law, or requirement |
| Compromise | A conflict resolution technique in which a solution involves (typically) a little of what everyone is proposing for a solution |
| Conduct Procurements | The process of receiving the seller response(s) to the request(s) for quote(s), information, proposal(s), or bid(s), then determining the seller(s), and awarding the contract(s) |
| Confidentiality | The act of not providing certain confidential information to those who should not know about it |
| Configuration Management | A process which verifies that the products of the project are complete and accurate |
| Conflict Management | The management of conflict within the project by applying such techniques as problem solving, collaboration, forcing, compromising, accommodation, and avoidance |
| Conflict of Interest | A situation in which an individual or company engages in behavior that is inappropriate, but not necessarily illegal (it could be illegal) |
| Conformance | Within the quality management system, the delivery of a product or result that falls within the acceptable tolerance levels of quality requirements |
| Conformance to Requirement | The point where the project and product meet the standards of the written specifications defined at project inception (or modified through change control) |
| Conformance Work | Endeavors, typically related to prevention and inspection, that compensate for issues preventing organizations from achieving planned results |
| Confrontation | Directly dealing with a conflict via problem-solving techniques so that the parties can work through any disagreement |
| Constraint | An internal or external limitation of the project |
| Context Diagrams | A graphical representation of the scope of a business system that includes processes, equipment, and computer systems and indicates the manner in which people and other systems interact with the business system |
| Contingency | A possible event that could negatively impact the project and is typically neutralized by accessing the time or cost reserve established for that purpose |
| Contingency Allowance | An allowance or reserve, typically related to the budget or schedule, set aside to compensate for unanticipated events |
| Contingency Reserve | Funds set aside for unforeseen events that can negatively effect the project |
| Contingent Response Strategies | The tactics that will be employed if a specific risk trigger occurs |
| Contract | A mutually binding agreement that requires, in accordance with the terms of the agreement, the seller to deliver goods or services to the purchaser and the purchaser to compensate the seller for those goods or services |
| Contract Change Control System | System that manages contract amendments |
| Control | The process of contrasting actual performance to planned performance, assessing the resulting variances, and determining the actions that will improve performance levels |
| Control Account | A specific point in the work breakdown structure (WBS) where the project scope, budget, actual cost, and schedule are combined and then compared to earned value in order to establish performance metrics |
| Control Chart | A graphic representation of process data over time that is set against documented control limits and has a center line (mean) to assist in identifying trends |
| Control Costs | The process of observing project status in order to revise project costs and administer cost baseline revisions |
| Control Limits | The area comprised of three standard deviations that occur on either side of the mean of normal data distribution on a control chart |
| Control Procurements | The process of managing contract performance |
| Control Quality | The process of testing a project's product, service, or result and then issuing an approval or recommendation for change |
| Control Schedule | The process of observing project status in order to revise progress and administer schedule baseline revisions |
| Control Scope | The process of observing project status and scope in order to administer scope baseline revisions |
| Copyright | The legal protection of the ownership rights to a creative work such as literature, software, music, art, as well as the physical or electronic media containing the creative work |
| Corrective Action | An action to bring project work performance into alignment with the project management plan |
| Cost Aggregation | Adding together the work package cost estimates for high-level WBS components, including control accounts, for the purpose of establishing the value of the total project or the control account work |
| Cost Baseline | The authorized project budget version, exclusive of management reserves, that requires a formal control process to effect changes and is used as the basis of comparison to actual costs |
| Cost Management Plan | The document, part of the project or program management plan, used to describe the framing, forming, observation, and control of project costs |
| Cost of Nonconformance | Cost associated with not meeting quality expectations of the project or product |
| Cost Plus Award Fee Contracts (CPAF) | A contract in which the seller receives payments for actual costs related to completed work plus an award that is at the discretion of the buyer; the award that typically represents seller profit |
| Cost Plus Fixed Fee (CPFF) Contract | A contract in which the supplier receives payment for allowable costs plus a fixed fee typically based on estimated cost |
| Cost Plus Incentive Fee (CPIF) Contract | A contract in which the supplier receives payment for allowable costs, as well as a pre-negotiated fee and an incentive fee (if incentives are met) |
| Cost Plus Percentage of Cost (CPPC) Contract | A contract that reimburses the seller for cost, plus a negotiated percentage of the total costs |
| Cost-benefit Analysis | A financial analysis method that compares the potential revenue derived from an opportunity to the cost of that opportunity |
| Crashing | A compression technique to shorten the duration of the schedule, typically by adding additional resources to critical path activities |
| Create WBS | The process of breaking down the work of the project into minimal components for more effective management |
| Criteria | Standards applied to a product, service, result, or process in order to make a decision or render a judgment about that product, service, result or process |
| Critical Chain Method | A technique applied to the schedule so the project team can ascertain the amount of float needed to offset uncertainties or limited resources that appertain to a schedule path |
| Critical Path | The progression of activities that comprise the longest path through the project; used to ascertain the project duration |
| Critical Path Activity | An activity on the critical path of a project schedule |
| Critical Path Method | A technique used to assess minimum project duration and ascertain any schedule adaptability that appertains to logical network paths |
| Customer | The internal or external individual(s) or entity(ies) that pay(s) to obtain a project product, service, or result |
| Customer Satisfaction | Meeting or exceeding customer expectations as a result of evaluation within the quality system |
| Data | Discrete, unordered, unprocessed metrics or raw observations. |
| Data Analysis Techniques | Techniques used to order, assess, and evaluate data and information. |
| Data Date | The point in time when the project data is recorded or monitored |
| Data Gathering and Representation Techniques | The collection, organization, and presentation of data and information |
| Data Gathering Techniques | Techniques utilized to amass data and information from diverse sources. |
| Data Representation Techniques | Approaches, especially the creation of graphical representations, utilized to communicate data and information. |
| Decision Tree Analysis | A technique used to assess possible responses to a threat or opportunity in order to make the best decision; it involves diagramming the options and notating the expected monetary value (EMV) potential of each option |
| Decomposition | The process of breaking down the work of the project into smaller, more controllable components |
| Defect | A fault or inadequacy in a project component that must be corrected or replaced before project requirements or specifications can be met |
| Defect Repair | The correction of a fault or inadequacy in a project component |
| Define Activities | The process of determining specific activities that must be executed in order to create project deliverables |
| Define Scope | The process of developing the project scope statement, the document that details the expected results of the project |
| Definitive Estimate | A cost estimate that provides an accurate estimate of the project cost; the final cost estimate used before implementation; typically the range of -10% to +10% |
| Deliverable | Any product, result, or service that must be generated to complete a process, phase, or project |
| Dependency | The relationship between two activities or between an activity and a milestone, also known as a logical relationship |
| Dependency Determination | The assignment of logical relationships between activities; logical relationships are designated as mandatory or discretionary and internal or external |
| Design of Experiments | A statistical process used to determine the factors that may impact specific product or process variables |
| Determine Budget | The process of totaling the evaluations of individual activities to arrive at an authorized cost baseline |
| Develop Project Charter | The process of evolving the document that authorizes the project and authorizes the project manager to employ organizational resources to do the work of the project |
| Develop Project Management Plan | The process of specifying, creating or adapting, reconciling, and integrating applicable management and other planning documents into one comprehensive document |
| Develop Schedule | The process of evaluating the progression and duration of activities, the demands on resources, and the limitations imposed on the schedule to create the model for the project schedule |
| Develop Team | The process of enhancing the capabilities, interaction and environment of the project team in order to refine project execution |
| Development Approach | The method (predictive, iterative, incremental, agile, or hybrid) utilized during the project life cycle to produce and elaborate the product, service, or result of the project. |
| Devil's Advocate | A role that contradicts popular views or opinions about the work of the project |
| Diagramming Technique | A method that indicates the logical links between data |
| Dictatorship | A decision-making technique that involves one person making the decision for the group |
| Direct and Manage Project Work | The process of administering the execution of the project management plan |
| Direct Cost | Cost that is directly applicable to the project; examples include the cost of a test computer for software being created by the project, the cost of IC chips, or the costs of project labor |
| Discrete Effort | Work that can be directly tied to the completion of WBS components or deliverables; the work must be measurable |
| Discretionary Dependency | An activity that the project manager (or other decision maker) arbitrarily chooses to designate as a dependency; for example, making the reservation of a hotel room dependent on the purchase of a plane ticket; also known as soft logic |
| Distribute Information | Deliver needed project information to stakeholders in an appropriate timeframe |
| Document Analysis | The evaluation of current documentation related to project risk |
| Documentation Reviews | The process of ensuring the accuracy and completeness of project exhibits |
| Dominators | A role that consumes project communication and focus with their own views without considering others |
| Dummy Activities | A zero duration activity used in the arrow diagramming method (ADM) to show a logical relationship; represented graphically with an arrow having a dashed line |
| Duration (DU or DUR) | The time, exclusive of holidays or other days in which business is not conducted and typically measured in workdays or workweeks, required to complete a specific activity or WBS component |
| Early Finish Date (EF) | The earliest possible date for an activity to be completed based upon the schedule network logic |
| Early Start Date (ES) | The earliest possible date for an activity to be started based upon the schedule network logic |
| Earned Value (EV) | The value of the work that has been completed as of a specific point in time calculated by multiplying the completion percent of activity by its planned value, then adding the results; also known as the budgeted cost of work performed (BCWP) |
| Earned Value Management | A technique, effected by considering actual cost (AC), time (PV) , and what has been accomplished (EV), that is used to determine project progress and performance |
| Earned Value Technique (EVT) | The technique associated with measuring the amount of completion of a work breakdown structure component, control account or project |
| Effort | The amount of labor (typically measured in hours, days, or weeks) required to complete an activity or WBS component |
| Emotional Intelligence | The ability to determine, assess, and manage the emotions of individuals or groups |
| Empathetic Listening | Listening with the goal of understanding what the sender is trying to communicate |
| Encouragers | A role that helps the project and team by focusing on what the project is creating, not the challenges of the project |
| Enterprise | A company, business, or other formal structure that encompasses a business function |
| Enterprise Environmental Factors | Internal and external variables, not under the control of the project team, that impact the project |
| Estimate | An approximation of an outcome, based on experience or calculation, that is typically applied to cost, effort, or duration and usually contains a modifier (e.g. preliminary) and an accuracy indication (e.g. ±%) |
| Estimate Activity Durations | The process of approximating the number of work periods required to complete activities in consideration of available resources |
| Estimate Activity Resources | The process of approximating the amount of people and equipment needed to perform each activity |
| Estimate at Completion (EAC) | The expected cost of performing all of the work in the project calculated by adding the actual cost (AC) to the estimate to complete (ETC) |
| Estimate Costs | The process of approximating the monetary resources required to complete the work of the project |
| Estimate to Complete (ETC) | The expected monetary resources required to complete the remaining work of the project; calculated by subtracting actual cost (AC) from the estimate at completion (EAC) |
| Ethics | The standards we use to determine what is right and wrong; varies for everyone |
| Ethnocentrism | An attitude that one's group is superior to others |
| Exception Report | A report that includes significant variations from the planned activities |
| Execute | Perform the tasks of the project management plan, create the project deliverables, and generate work performance information |
| Executing Process Group | The processes performed to achieve the work detailed in the project management plan in order to meet the requirements delineated in the project specifications per the work identified in the project management plan |
| Expectancy Theory | The premise that the reward for work achieved will be relative to the amount of effort or perceived effort |
| Expected Monetary Value (EMV) | A statistical technique, typically applied in decision tree analysis, used to determine the average outcome when contingent scenarios for future project risks must be considered |
| Expert Judgment | The opinion of an authority on a project-related subject |
| Expert Power | A capacity in which one uses personal knowledge and expert opinion to get others to do what is desired |
| Explicit Knowledge | Knowledge that can be classified utilizing such symbols as words, numerals, and images. |
| External Dependency | A relationship between project activities and non-project activities |
| Facilitated Workshop | A focused session involving cross-functional stakeholders and a designated leader that is conducted to achieve a specific goal, such as the creation of project requirements |
| Failure Mode and Effect Analysis (FMEA) | An analytical process that examines all possible failure points, individually or in conjunction with others, to ascertain the impact on the product or system |
| Fallback Plan | The plan that will supersede the original plan if it is not effective |
| Features | The characteristics that the user desires built into a product |
| Fee | Profit realized by the seller upon completion of a procurement contract |
| Finish Date | A point in time related to the completion of a schedule activity and typically qualified as actual, planned, estimated, scheduled, early, late, baseline, target, or current. |
| Finish-to-finish (FF) | A dependency that requires the completion of a predecessor activity prior to the completion of the successor activity |
| Finish-to-start (FS) | A dependency that requires the completion of a predecessor activity prior to the start of the successor activity |
| Firm Fixed Price Contract (FFP) | A contract that requires the seller to provide products or services for a set price based on a well defined scope of work; the seller assumes the majority of risk |
| Fitness for Use | A product that can be used as it was intended when designed |
| Fixed Price Contract | A mutually binding agreement that compensates the seller for goods or services on the basis of a fixed amount identified in the agreement, notwithstanding the seller's costs |
| Float | The amount of time an activity can be delayed without delaying successor activities or the project completion date |
| Flowchart | A graphical representation, including inputs, actions, and outputs, of one or more of the system processes |
| Flowcharting (Technique) | A decomposition approach to breaking a system or process into block steps that can be repeated by following the diagram |
| Focus Group | A focused session involving pre-qualified stakeholders, subject matter experts (SMEs), and a designated leader that is conducted to determine expectations and views regarding a potential product, service, or result |
| Forcing | Applying an all or nothing (win/lose) to get the desired result |
| Forecast | The estimation of a future state of a project based on the performance levels of the organization or a previous project; typically includes measurements associated with estimate at completion (EAC) or estimate to complete (ETC) |
| Formal Acceptance | Attaining signature for a piece of the project or the complete project, where the signature represents completion or closure of the project or that piece of the project |
| Forward Pass | A network diagramming method that calculates the early start (ES) and early finish (EF) dates of each activity by working forward through the schedule from the project inception date or a specific point in time |
| Free Float | The amount of time an activity can be delayed without violating any schedule limitation and without delaying the early start date of successor activities |
| Fringe benefits | An extra, typically not used as a motivator, that is given to everyone in the company or on the project; examples are paid holidays and health insurance |
| Functional Manager | A manager of any unit that creates a product or executes a service; also known as a line manager |
| Functional Organization | An entity that is arranged by department or purpose and focuses on operational work rather than project work |
| Funding Limit Reconciliation | The process of comparing planned project expenses to any limitations or constraints in project funding |
| Gantt Chart | A graphical representation that registers activities on the vertical axis and depicts the activity durations, based on their start and finish dates, on the horizontal access; also known as a bar chart |
| Goods | Products that have been created and are available for purchase |
| Government | The authority that directs and controls a locality, state, or nation |
| Grade | A ranking to classify products that have different functions or features |
| Ground Rules | Statements that describe the expected behavior of the project team |
| Group Creativity Technique | A focused session involving stakeholders and a designated leader that is conducted to develop ideas |
| Group Decision Making Technique | A focused session involving stakeholders and a designated leader that is conducted to review decision methods available for use with specific activities such as generating, classifying, and prioritizing requirements |
| Guideline | An official recommendation that describes the policies, standards, or processes related to the completion or a process or activity |
| Hammock Activity | A group of related activities reported as a single activity, sometimes called a summary activity; on a schedule, the summary activity is displayed followed by the related activities, which are indented |
| Harmonizers | A role that helps evolve information and understanding on the project above the team members |
| Hierarchy of Needs | A pyramid representation of Maslow's Theory that a person's motivation is based on needs (and where the person fits in this pyramid) |
| Histogram | A graphical representation, in the format of bar chart, that depicts the central tendency, dispersal, and shape of a statistical distribution |
| Historical Information | Documented data from prior projects consulted as a learning tool |
| Identify Risks | The process of identifying the risks that can impact the project and documenting their attributes |
| Identify Stakeholders | The process of determining all people and entities affected by the project, evaluating and recording any information appropriate to their concerns, involvement, interdependencies, and possible affect on the success of the project |
| Implement Risk Responses | The process of executing endorsed risk response plans. |
| Imposed Date | A fixed date exacted on a scheduled activity or milestone, usually formulated as "not to start before" and "not to finish after" |
| Inappropriate Compensation | Money or other items of value that are "earned" via improper activities |
| Incentive Fee | An amount paid, in addition to the contract amount, for exceeding expectations, particularly in the areas of cost, schedule, or technical performance |
| Incremental Life Cycle | The progression of project phases characterized by an early determination of scope, the adjustment of time and cost estimates as the team learns more about the product, and an increase in functionality resulting from incremental delivery |
| Independent Estimates | The use of estimates created by an independent person or group to support internal project estimates |
| Indirect Cost | Cost that is not directly accrued on the project (Ex: electricity, taxes, rent) |
| Influence Diagram | A graphical representation of relationship between variables and outcomes including situations with causal influence and event time sequences |
| Influencer | A person or organization that is not necessarily directly related to the project but can influence the project in either a good or bad way |
| Information | Ordered data that has been processed to be meaningful, significant, and utilitarian in specific contexts. |
| Information Gathering Techniques | Processes used to obtain and organize data from a variety of sources |
| Information Givers | A role that shares information and thus helps enhance communication on the project |
| Information Management System | A system that collects, stores, and distributes data to project stakeholders; data format may be physical or electronic |
| Information Seekers | A role that works to enhance information and knowledge associated with the project |
| Initiating Process Group | The processes associated with the inauguration of a new project or phase; typically involves obtaining approval and identifying project stakeholders |
| Initiation | Commitment from the sponsor and organization to start a project or to continue it to the next phase |
| Initiator | An organization or individual authorized and capable of starting a project |
| Input | Any internal or external item that is required before a process can continue; it can also be an output from a predecessor process |
| Inspection | The evaluation of an activity, product, result, service, or component to determine that it meets the desired standards for use and conforms to requirements |
| Intellectual Property | Ideas and concepts created by an individual or company, typically eligible for copyright or patent, thus providing ownership properties |
| Internal Rate of Return (IRR) | A project comparison value; represents the discounted rate that zeroes out the net present value (NPV) |
| Interpersonal Skills | The abilities that maximize the establishment and maintenance of relationships with project stakeholders; examples include the ability to communicate clearly, to motivate others, and to effectively negotiate; also known as soft skills |
| Interrelationship Diagrams | A graphical representation of the cause and effect relationships of the variables of creative problem solving |
| Interviews | A focused session involving individual stakeholders and a designated leader that is conducted to elicit specific information |
| Investment Power | A type of power that involves delaying key decision(s) so enough time passes that stakeholders or other such parties can make a significant time investment in the project |
| ISO 9000 | Developed by the International Organization for Standardization (ISO) as a means to plan, control, and document processes, and overall improve quality |
| Issue | A disputed or unsettled condition |
| Issue Log | A project document that tracks elements that cause stakeholder concern or dissension |
| Kaizen | A technique that takes a proactive stance to process development, one that makes improvements throughout a process as time evolves |
| Kickoff Meeting | A meeting used to initiate the start of the project; typically attended by all the key stakeholders; can be done when Initiating or Planning is complete depending upon the organization |
| Knowledge | The composite of experience, values and beliefs, contextual information, intuition, and insight that people employ in an attempt to make sense of new experiences and information. |
| Knowledge of Needs Power | A type of power that attempts to realize the two things that are negotiated for: what the other party says they are after, and what they are after that hasn't been made public |
| Lag | The amount of time, predicated on the start or finish of a predecessor activity, a successor activity must be delayed |
| Late Finish Date (LF) | The latest possible date for an activity to be completed based upon the schedule network logic, the project finish date, and schedule limitations |
| Late Start Date (LS) | The latest possible date for an activity to be started based upon the schedule network logic, the project finish date, and schedule limitations |
| Law | A standard created by local, state, or national governmental authority that requires compliance and often carries penalties for non-compliance |
| Lead | The amount of time, predicated on the start or finish of a predecessor activity, a successor activity can be moved up |
| Learning Curve Theory | A theory which states that the more of something that is produced, the lower the unit cost of it becomes due to an improvement in efficiency |
| Legitimate Power | Getting people to do what you desire based on your authority |
| Lessons Learned | The knowledge of what worked and what didn't work during a project |
| Lessons Learned Register | A project document utilized to record knowledge gained, both positive and negative, during the project; the information contained in register can be used in the current project and entered into the lessons learned repository for use with future projects. |
| Lessons Learned Repository | A container, typically electronic, for storing historical information about lessons learned during the performance of project work. |
| Level of Effort (LOE) | An activity that doesn't produce an end product, but is required to support work-related activities or the project and involves a consistent rate of work over time; for example, liaising with the customer or performing administrative duties |
| Life Cycle Costing | Consideration of not just project cost, but total ownership (operations and support) cost of the item created by the project |
| Log | Documentation of selected items that occur during a project, typically modified to reflect the condition of the item (issue, quality control item, action, or defect) |
| Logical Relationship | A connection between two activities, or between an activity and a milestone. |
| Majority | The votes of more than half of the members of a group, typically used to denote agreement with a decision |
| Make or Buy Analysis | The process of determining whether specific work should be created by the project team or purchased from an external source |
| Make or Buy Decisions | The result of the process of determining whether specific work should be created by the project team or purchased from an external source. |
| Manage Communications | The gathering of meaningful project data to create communications that will be disseminated, placed in a repository for future access, and disposed of per the communications management plan. |
| Manage Project Knowledge | The process of utilizing existing knowledge and producing new knowledge to achieve a project’s goals and contribute to organizational knowledge. |
| Manage Quality | The process of converting the quality management plan into executable activities that integrate the organization’s quality policies into the project. |
| Manage Stakeholder Engagement | Work and communicate with stakeholders to ensure satisfaction of their legitimate needs and expectations, to resolve their issues, and to include them in appropriate decision making |
| Manage Stakeholder Expectations | The process of communicating with the stakeholders to determine their expectations and addressing issues in a timely manner |
| Manage Team | The process of monitoring the performance of team members, providing feedback, resolving issues, and administering team changes to enhance project performance. |
| Management by Objectives (MBO) | An administration method that aligns, or realigns, projects to strategic objectives |
| Management by Projects | Performing day-to-day operations by a project management approach |
| Management Reserve | Funds set aside for unanticipated project work and excluded from the performance measurement baseline |
| Management Skills | The ability to plan, organize, direct, and control in order to achieve project goals |
| Mandatory Dependency | A relationship that is necessitated by virtue of a contractual requirement or the work itself |
| Market Research | The process of gathering information about customers or markets |
| Master Schedule | A summary timetable that includes significant deliverables, key WBS components, and key milestones |
| Material | Any materials used on a project; examples include equipment, tools, machinery, and supplies |
| Matrix Diagrams | A quality management tool that analyzes data by showing relationships between the data |
| Matrix Organization | An organizational framework that mandates the sharing of responsibility for the assignment of resources and priorities between the project manager and the functional manager |
| Mean | The average value in a measurement of a population |
| Merge | A coming together (convergence) of activities on a network diagram |
| Methodology | A body of rules, practices, processes, and techniques employed within a field |
| Milestone | A meaningful project event typically preceded by a series of activities that lead to its completion |
| Milestone List | A list of significant events in the project that may be designated as mandatory or optional |
| Milestone Schedule | A summary timetable that itemizes key milestones |
| Mind-Mapping | A technique used to integrate ideas created through individual brainstorming sessions into a single map in order to highlight similarities and differences in understanding and generate new ideas. |
| Mirroring | Matching behavior characteristics of another person or group |
| Monitor | Accrue project data for comparison to project plans, produce performance measures, and report project information |
| Monitor and Control Project Work | The process of monitoring, evaluating, and governing performance progress as detailed in accordance with the project management plan |
| Monitor Communications | The process of fulfilling the informational needs of the project and its stakeholders. |
| Monitor Risks | The process of monitoring known risks, reducing any risks, identifying any new risks, and monitoring risk reduction over the life of the project |
| Monitor Stakeholder Engagement | The process of monitoring stakeholder relationships and optimizing the approach to stakeholder engagement through the modification of related strategies and plans. |
| Monitoring and Controlling Process Group | The processes required to monitor, evaluate, and govern performance progress in accordance with the project management plan and to effect and record any necessary modification of the project plan |
| Monte Carlo Simulation | A process that simulates possible project schedule or cost outcomes; often used to estimate required reserves based on the scatter diagram or probability table that is typically the output of the process |
| Moral or Ethical Power | A type of power that uses a moral or ethical perspective tied to one's values in the negotiation process |
| Most Likely Duration | The most probable, or realistic, estimate of elapsed time for an activity based on data from previous projects or expert judgment |
| Multi-criteria Decision Analysis | A process that utilizes a decision matrix to systematically analyze project information such as risk levels, uncertainty, value, and prioritization |
| Near-critical Activity | Any schedule network diagram activity that is close to zero slack |
| Negotiated Settlement | The resolution and finalization of any contract related issues, claims, and disputes |
| Negotiation | The art of reaching an agreement or resolving issues between two or more parties |
| Network Diagram | A schematic of logical relationships that make up the flow of activities on the project; always drawn from left to right |
| Network Logic | The assemblage of activity dependencies that constitutes the project schedule network diagram |
| Network Path | An uninterrupted series of activities depicted in a schedule network diagram and connected by dependencies |
| Networking | Creating supportive connections and relationships with individuals or groups |
| Node | A point in a schedule network that is the juncture of some or all dependency lines |
| Nominal Group Technique | A technique, effected by a voting process, that is used to prioritize ideas by utility for further brainstorming |
| Non-disclosure Agreement (NDA) | A document signed by the owner of intellectual property and those who view it when it is not generally exposed to the public, or if it is a new idea, before it is displayed to the public |
| Nonconformance Work | The work associated with correcting errors, including those that arise from a failure to adhere to the policies, standards, rules, and regulations that impact the project |
| Normal Distribution | A bell-shaped curve that is in sync with the mean of the population |
| Objective | A goal that the project is expected to accomplish; the goal could be related to a strategic position, purpose, result, service, or product |
| Observations | To view individuals performing the tasks required by their positions |
| Operations | The day-to-day repeatable activities that a company performs |
| Opportunity | A risk whose occurrence will result in a positive impact on the project |
| Opportunity Cost | The amount associated with bypassing one opportunity in favor of another; as an example, if the pursuit of project B with a value of $75K is elected over the pursuit of project A with a value of $50K, $50k value of project A will not be realized |
| Optimistic Duration | The shortest estimate of elapsed time or lowest cost for an activity based on data from previous projects or expert judgment |
| Organizational Breakdown Structure (OBS) | A ranked representation of the project organization that illustrates the relationship between activities and their performing organization unit |
| Organizational Learning | The study of the manner in which knowledge is elaborated by individuals, groups, and organizations. |
| Organizational Planning | Determining, assigning, and documenting responsibilities, roles, and reporting relationships on a project |
| Organizational Process Assets | The process-related assets of the performing organization including, but not limited to, procedures, processes, policies, knowledge bases, templates, documentation, and plans |
| Output | A product, service, or result created by a process; could also be an input to another process |
| Over-allocation | A situation in which a resource is applied to too many activities at the same time to accomplish them all within the acceptable timeframe |
| Overall Project Risk | The impact that uncertainty, including the cumulative effect of individual risks, has on the project; the exposure of stakeholders to the implications of variations in project outcome, both positive and negative. |
| Parametric Estimating | A technique, effected by a calculation that employs an algorithm, used to determine cost or duration |
| Parametric Modeling | Application of a mathematical model used to estimate project components (time, cost, scope) by having other variables entered into the application |
| Pareto Analysis | A technique used to identify instances of frequently recurring issues that impact a system, project, or process |
| Pareto Diagram | A bar chart, ordered by occurrence frequency, depicting the number of outcomes for each identified cause |
| Patent | A legal device which gives ownership of an idea or design to an individual or company that creates the idea or design |
| Path Convergence | A node on a network diagram that indicates the merger of parallel paths; distinguished by an activity with multiple predecessors |
| Path Divergence | A dependency between a schedule activity and its multiple successors; sometimes called a burst |
| Payback Period | The amount of time needed to recover the investment in the project |
| Payment Systems | A system that creates invoices and tracks payments for project products and services |
| Percent Complete | The completed work estimate of an activity or WBS component expressed as a percentage |
| Perform Integrated Change Control | The process of determining, recording, and approving or rejecting changes to project documentation, deliverables, or baselines |
| Perform Qualitative Risk Analysis | The process of ranking risks for additional evaluation based on the probability of each risk and the impact on the project if the risk occurs |
| Perform Quality Control | Observe project results to verify they meet the applicable quality standards while attempting to improve overall quality |
| Perform Quantitative Risk Analysis | The process of numerically evaluating the impact of identified risks on the project |
| Performance | The level of success at which a product performs its intended use |
| Performance Measurement Baseline (PMB) | The comparison of project execution to the approved and integrated scope, schedule, and budget (exclusive of management reserves, but inclusive of contingency reserves) for the purpose of gauging and administering performance |
| Performance Reporting | The collection and interpretation of performance data; can include status, progress, and forecast reports |
| Performance Review | A technique that measures, compares, and analyzes actual project data against the baseline |
| Performing Organization | An organizational framework whose employees are primarily involved in doing the work of the project or program |
| Perks | An extra, typically used as a motivator, that is not given to everyone in the company or on the project; examples are being sent to a special training class or seminar |
| Persistence Power | Continuing on a course to achieve an objective or goal |
| PERT Weighted Average | An estimating technique used to take the pessimistic, optimistic, and realistic (most likely) estimates to achieve a cumulative estimate |
| Pessimistic Duration | The longest estimate of elapsed time for an activity based on data from previous projects or expert judgment; typically used in three-point or parametric estimates |
| Phase Gate | A review which is conducted at the end of a phase to decide if the project should continue to the next phase, if the project should continue to the next phase with modification, or if the project or program should be terminated. |
| Plan Communications Management | The process of identifying and evaluating stakeholder information and requirements for the purpose of developing a suitable project communications approach |
| Plan Cost Management | The process of establishing policies, procedures, and documentation for the planning, execution, and monitoring and controlling of cost-related project items |
| Plan Procurement Management | The process of managing procurement planning activities |
| Plan Quality Management | The process of identifying quality requirements and standards for the project and deliverables as well as documenting compliance with the project's quality approach and requirements |
| Plan Risk Management | The process of determining the methods that will be used to execute project risk management activities |
| Plan Risk Responses | The process of determining the actions that will be taken should a threat or opportunity arise within the project |
| Plan Schedule Management | The process of creating policies, procedures, and documentation for the planning, executing, and controlling of the project schedule and related documents |
| Plan Stakeholder Engagement | The process of establishing management strategies that will engage stakeholders in project related decisions; the strategies are based on the needs, interest levels, and impact levels of the stakeholders |
| Planned Value (PV) | The total value of the work scheduled as of a certain point in time; also known as the budgeted cost of work scheduled (BCWS) |
| Planning Package | A WBS component that has no detailed scheduled activities even though it is known to have work content |
| Planning Power | Using preparation followed by negotiation to effectively plan the project |
| Planning Process Group | The processes required to create the management and other planning documents that comprise the project management plan |
| Plurality | The votes of the largest block in a group when a majority is not required, typically used to denote agreement with a decision |
| PMI Code of Ethics and Professional Conduct | A standard that PMI requires candidates to agree to before they take the PMP Examination |
| Point of Total Assumption (PTA) | The total amount of money the buyer will pay regardless of cost overrun on the contract |
| Policy | A course of action adopted by an organization to facilitate operational and project work |
| Population | The entire group of similar criteria (Ex: All Americans, all owners of a particular product) |
| Portfolio | The projects, programs, and other work that comprise the portfolio and are managed in a coordinated manner to accomplish strategic goals |
| Portfolio Management | The coordinated management of the projects, programs, and other work that comprise the portfolio for the purpose of accomplishing strategic goals |
| Position Description | A description of the roles and responsibilities of a team member |
| Power | The possible ability to influence behavior or performance of others |
| Practice | A professional or management activity that feeds the execution of a process that may use one or more tools or techniques |
| Precedence Diagramming Method (PDM) | A technique used to create a schedule model in which activities are represented by nodes and graphically linked by one or more logical relationships in order to display the sequence in which the activities are to be performed. |
| Precedence Relationship | A dependency in the precedence diagramming method; also known as a logical relationship |
| Precedent Power | A type of power that uses something which has achieved desired results in the past regardless if it was on the current project environment or elsewhere |
| Precision | The accuracy of the measurements used by the quality management system |
| Predecessor Activity | An activity that logically precedes a successor activity |
| Predictive Life Cycle | A life cycle type that determines project scope, time, and cost during the early phases of the life cycle. |
| Prevention Cost | Cost of planning and executing a project within an acceptable range of error (or error free) |
| Preventive Action | An activity performed to evade an event that would negatively impact project performance |
| Prioritization Matrices | A quality management tool used to identify issues and potential alternatives related to the establishment of implementation priorities |
| Probability and Impact Matrix | An array used in qualitative risk management to prioritize risk, typically based on each risk's probability of occurrence and potential impact |
| Procedure | A method executed to achieve a suitable performance or result |
| Process | An ordered series of activities executed to create a product, result, service, or output |
| Process Adjustments | Adjustments made to modify the output of a process to achieve a better degree of quality |
| Process Analysis | The evaluation of a process with the goal of identifying potential improvements |
| Process Decision Program Charts (PDPC) | A graphical representation used to develop contingency plans based on possible failure points in the main plan |
| Procurement | The acquisition of goods or services from an outside source (vendor) |
| Procurement Audits | Examinations of contracts and contract processes for legality, completeness, accuracy, and effectiveness |
| Procurement Documents | The instruments used with bid and proposal activities that include the Invitation for Bid (IFB), the Invitation for Negotiation (IFN), the Request for Information (RFI), the Request for Quotation (RFQ), and the Request for Proposal (RFP) |
| Procurement Management Plan | The document, part of the project or program management plan, used to describe the methods that will be employed by the project team to obtain goods and services from outside the organization |
| Procurement Performance Reviews | An examination of the seller's execution of the contract, particularly as it relates to the on-schedule and within-budget delivery and overall quality of the product or service |
| Procurement Statement of Work | A description of a procurement item that is broken down to the appropriate level of detail that will allow potential sellers to determine if they are capable of providing the products or services associated with the contract scope |
| Procurement Strategy | The buyer’s approach to determining the project delivery method and the class of legally binding agreement(s) that will be used to deliver the desired results. |
| Product | An output of the project that is quantifiable and can be described as material and goods |
| Product Analysis | An approach used to convert a business-defined product into project deliverables; typically involves asking business representatives questions about the intended uses and characteristics of the product |
| Product Life Cycle | The phases of product development, typically defined as conception through delivery, expansion, maturity, and disengagement |
| Product Scope | The features and functions of a project's product, service, or result |
| Product Scope Description | The documented depiction of the features and functions of a project's product, service, or result |
| Professional and Social Responsibility | Ethics expected in project managers; includes balancing stakeholder interests and reporting violations |
| Professionalism Power | Being professional and practical when working with others; helps to foster a win/win relationship with those that work with the project manager by allowing the project manager to look at the people and their needs |
| Profit | Money made after expenses have been subtracted from revenue |
| Profit Margin | Ratio between revenues and profit on a project, product, or initiative |
| Program | A group of related projects, subprograms, and program activities administered in a coordinated manner in order to realize benefits that would not be available if administered separately |
| Program Evaluation and Review Technique (PERT) | An estimation technique, used when individual estimates are questionable, that involves applying a weighted average of optimistic, pessimistic, and most likely estimates |
| Program Management | The exercise of knowledge, expertise, tools, and techniques to meet program requirements and realize benefits and control unavailable when component projects are administered individually |
| Progress Report | A report that states what has been accomplished in a specific amount of time on the project (but not the entire project) |
| Progressive Elaboration | The iterative process of increasing the level of detail in accordance with the increase in information discovery and estimation accuracy |
| Project | A temporary undertaking to produce a unique product, service, or result |
| Project Archives | A set of records that correctly describe and document the history of the project |
| Project Calendar | A calendar that indicates working days and shifts available for project activities |
| Project Charter | An instrument issued by the project sponsor or initiator that approves the existence of the project and authorizes the project manager to assign resources held by the organization to project activities |
| Project Communications Management | The processes required to gather, produce, allocate, reposit, retrieve, administer, regulate, track, and ultimately dispose of project information so that the appropriate parties receive the appropriate information at the appropriate time |
| Project Cost Management | The processes required to estimate, budget, disburse, administer, and regulate costs in order to complete the project within the approved budget |
| Project Forecasting | A reporting method in which future performance is estimated based on past performance of the project |
| Project Funding Requirements | The forecast of project costs based on the cost baseline for the total project plus any anticipated liabilities; the forecast can be applied to specific time periods rather than to the project as a whole |
| Project Governance | The alignment of project goals with the strategy established by the organization, the project sponsor, and team; must fit within the organizational governance, but is separate from that organizational governance |
| Project Initiation | The process that can result in project authorization |
| Project Integration Management | The processes and activities required to determine, depict, conjoin, unify, and reconcile project management processes and activities |
| Project Life Cycle | The phases, from initiation through closure, of a project associated with the work of the project, as opposed to being associated with its project management |
| Project Management | The exercise of knowledge, expertise, tools, and techniques to meet project requirements |
| Project Management Body of Knowledge | The total knowledge contained within the project management profession including its practices, both customary and groundbreaking, whether published and non published |
| Project Management Information System (PMIS) | A system, either manual or automated, comprised of the tools and techniques used to amass, incorporate, and disseminate the results of project management processes in order to reinforce all facets of the project |
| Project Management Knowledge Area | A recognized project management area that is qualified by its component practices, processes, inputs, outputs, tools, and techniques and delineated by its knowledge requisites |
| Project Management Office (PMO) | An organization area responsible for standardizing governance processes for projects and for making available resources, methodologies, tools and techniques |
| Project Management Plan | The cumulative document, containing all management plans and other planning documents, that serves as the blueprint for realizing the objectives of the project |
| Project Management Process Group | The aggregation of the processes, along with their inputs, outputs, tools, and technique, that make up project management including initiating, planning, executing, monitoring and controlling, and closing |
| Project Management Staff | Members of the project management team including the project manager and the scheduling, budgeting, and risk management staff |
| Project Management System | An organized approach to project management that can include processes, procedures, tools, techniques, methodologies, and resources; can be used by the project manager or organization |
| Project Management Team | The individuals on the project team who perform project management activities |
| Project Manager (PM) | The person authorized by the performing organization to direct the team accountable for realizing project objectives |
| Project Network Diagram | A view of the logical relationship (sequencing) of project activities |
| Project Organization Chart | The graphic representation that illustrates the interrelationships between team members assigned to a specific project |
| Project Phase | An aggregation of logically related activities that results in the completion of a deliverable or deliverables |
| Project Procurement Management | The processes required to purchase or acquire any products, services, or results from a source outside of the project team |
| Project Quality Management | The processes defined and activities performed by the organization to identify quality related policies, aims, and responsibilities in order to ensure that the project meets its objectives |
| Project Resource Management | Project resource management encompasses the processes utilized for the identification, acquisition, and management of the resources required for the successful conclusion of the project. |
| Project Risk Management | The process required to plan for, determine, evaluate, respond to, and control potential or actual project threats and opportunities |
| Project Schedule | The document, an output of the schedule model, that depicts linked activities with their estimated dates, durations, milestones, and resources |
| Project Schedule Management | Project schedule management encompasses the processes required to manage the timely conclusion of the project. |
| Project Schedule Network Diagram | A graphical representation of the logical relationships that exist among activities in the project schedule |
| Project Scope | The work executed to deliver a product, service, or result that satisfies the specified features and functions |
| Project Scope Management | The processes required to ensure that all the work needed to complete the project, and only that work, is included in the project |
| Project Scope Statement | The document that describes the major deliverables, assumptions, constraints, and scope of the project |
| Project Stakeholder Management | The knowledge area that identifies stakeholders, as well as analyzes and manages their expectations and engagement in the project during its lifetime |
| Project Team | The individuals responsible for reinforcing the project manager in the work of the project in order to realize project objectives |
| Project Team Directory | The listing of project team members which includes their project-related roles and communication needs |
| Project-based Organizations (PBO) | An organizational framework that is structured to conduct most of its activities as project work rather than functional work |
| Projectized Organization | An organizational framework that provides the project manager with the authority to establish priorities, assign resources, and direct the work of the project team |
| Proposal Evaluation Techniques | A formal seller review process used with complex procurements and carried out in accordance with the buyer's procurement policies |
| Prospective Sellers of Products or Services | The list of vendors the company has determined to be capable of providing goods or services |
| Prototype | A working model of the product created to obtain detailed stakeholder feedback |
| Quality | The degree to which a group of fundamental characteristics satisfies requirements |
| Quality Assurance | The repetitive examination of quality requirements and quality control measurements to effect the use of requisite quality control standards and operational definitions |
| Quality Audits | A formal, independent process that assesses whether project activities are in compliance with organizational and project policies, processes, and procedures |
| Quality Checklists | A tool used to verify that project work and deliverables have been completed in accordance with project requirements |
| Quality Control Measurements | The documented outcome of quality control functions |
| Quality Management and Control Tools | Mechanisms used to ensure quality products and processes, often more efficiently and at a lower cost |
| Quality Management Plan | The document, part of the project or program management plan, used to describe the execution of the organization's quality policies |
| Quality Management System | The system within a company that provides policies, processes, and resources to implement the project's quality management plan; that the quality management plan typically aligns with the company's quality system |
| Quality Metrics | The description of a project or product attribute and the measurements that must be applied to the attribute within the quality control process examples of metrics include failure rate, defect frequency, cost control, reliability, and availability |
| Quality Policy | The organizational policies crafted to achieve quality goals. |
| Quality Report | A project document that addresses quality management issues, recommendations for corrective actions, and a recap of findings from quality control activities; the report may include advice related to the improvement of process, project, and product. |
| Quality Requirement | Condition designed to ensure that a deliverable conforms to its intended use |
| Quantitative Risk Analysis and Modeling Techniques | Common approaches to producing a more detailed evaluation of project risk; techniques include expected monetary value (EMV) and decision tree analysis |
| Questionnaires | Written surveys designed to quickly gather information from a large number of respondents. |
| RACI Chart | A type of responsibility assignment matrix that designates the status of stakeholder involvement in project activities; status designations are responsible, accountable, consult, or inform. |
| Rapport | Possessing comfort or a harmonious relationship with someone |
| Recognition Seekers | A role that looks at the project first to see what they can get out of it |
| Records Management System | The processes, controls, and tools used to record and maintain project information |
| Referent Power | Using personal charisma to attain desired results from others or using existing relationships to help get things done (who you know) |
| Regression Analysis | An analytical technique that examines a series of input variables in relation to their corresponding output results for the purpose of establishing a mathematical or statistical relationship. |
| Regulation | A requirement of local, state, or federal government that can mandate product, process, or service characteristics including any applicable administrative provisions |
| Reliability | The likelihood of a product or service to function as planned |
| Report Performance | The process of amassing project performance data and disseminating it in a clear and meaningful format to the intended audience |
| Reporting Systems | Processes and procedures utilized to generate or consolidate reports from information management systems and distribute those reports to project stakeholders |
| Request for Information (RFI) | A buyer issued procurement document requesting a potential seller to provide information related to the seller's ability to deliver a product, service, or capability |
| Request for Proposal (RFP) | A procurement document issued by the buyer to request a proposal from the seller; typically describes acceptability criteria and a description of the product, service, or capability the buyer wishes to procure |
| Request for Quote (RFQ) | A document used to get bids or quotes from possible suppliers, usually for commodity type items, with minimal customization |
| Requested Change | A formal request for change that is submitted to the integrated change control process |
| Requirement | A condition or capability that must be made available through a product, service, or result in order to fulfill a contract or formal specification |
| Requirements Documentation | A document that describes requirements for creating a product or a feature of the product |
| Requirements Management Plan | The document, part of the project or program management plan, used to describe the evaluation, recording, and administration of project requirements |
| Requirements Traceability Matrix | A graphical representation that illustrates the relationships between the origins of the product requirements to the deliverables that fulfill the requirements |
| Reserve | Funds set aside for risks to the budget or schedule, for example management reserves or contingency reserves, as provided for in the project management plan |
| Reserve Analysis | An analysis technique used to identify the critical features and relationships of components in order to determine the amount of reserves realistically needed for the project with consideration of schedule duration, budget, and cost estimation |
| Residual Risk | The remaining risk following the implementation of risk responses |
| Resource | Skilled individuals or teams, equipment, material, supplies, goods, services, budgets, or funds |
| Resource Breakdown Structure | A representation of resources ranked by category and type |
| Resource Calendar | A calendar that indicates working days and shifts available for each resource |
| Resource Histogram | A bar chart depicting the amount of time a resource is scheduled to work over a specified number time periods; resource availability and number of resources used may be considered for the purpose of comparison or contrast |
| Resource Leveling | A technique in which resource constraints dictate start and finish date adjustments in order to balance the demand for resources with the resources available |
| Resource Loading | The process of applying resources to a schedule and its activities |
| Resource Management Plan | A component of the project management plan that defines the manner in which project resources are acquired, allocated, monitored, and controlled. |
| Resource Optimization Techniques | An approach to resource allocation that adjusts schedule start and finish dates to ensure that resource assignments do not exceed predefined capacity limits |
| Resource Requirements | The types and quantities of resources needed for each activity that makes up a work package. |
| Resource Smoothing | An approach to resource allocation that more uniformly allocates a resource over time; used in cases where resource assignments exceed predefined capacity limits |
| Responsibility | Accountability for the project or for specific project processes or tasks |
| Responsibility Assignment Matrix (RAM) | A graphical representation of the project resources committed to a monitored area of the project, such as a work package; typically applies RACI (responsibly, accountable, consult, inform) indicators to depict the form of commitment |
| Result | The consequence of completing a series of activities or process; examples include outcomes and documents |
| Retainage | A part of the payment per the terms of the contract that the buyer retains until the project is complete; used to ensure that the seller completes the work per terms of the contract |
| Return on Investment (ROI) | The amount of income from an investment; income divided by the investment |
| Reward Power | A type of power that uses positive actions or consequences to attain desired results from other people |
| Rework | Action taken to bring any component that is flawed or out of conformance into compliance with specifications or requirements |
| Risk | An unscheduled, but possible, event that may have a positive or negative impact on the project if it occurs |
| Risk Acceptance | A risk response strategy that involves acknowledgement only of the risk; no planned response is formulated unless the risk occurs |
| Risk Appetite | The amount of uncertainty an organization or individual is willing to accept in anticipation of a reward. |
| Risk Audits | The evaluation of project risk responses to determine the effectiveness of the utilized approach to risk |
| Risk Avoidance | A risk response strategy that involves the elimination of the threat or protection of the project from the impact of the threat |
| Risk Breakdown Structure (RBS) | A representation of risks ranked by category |
| Risk Categorization | The organization of risks by source or other criteria to increase understanding of overall project risk |
| Risk Category | A class of risks, such as organizational risks or market risks, defined by its potential cause |
| Risk Data Quality Assessment | An evaluation of risk-associated data to determine its quality |
| Risk Database | A data repository that stores and manipulates information associated with the risk management processes |
| Risk Enhancement | A risk response strategy that increases the probability of occurrence or impact of an opportunity as a result of deliberate team action. |
| Risk Escalation | A risk response strategy that transfers ownership of the risk from the project team to a higher organizational level for more effectively management. |
| Risk Events | Events that may impact the project (either negative or positive) |
| Risk Exploiting | A risk response strategy that ensures the occurrence of an opportunity as a result of deliberate team action. |
| Risk Exposure | An aggregate metric that expresses the potential impact of all risks at any given point in time in a project, program, or portfolio. |
| Risk Factors | Numbers representing the risk of certain events, the likelihood of their occurring, plus the impact on the project (if the event does occur) |
| Risk Management Plan | The document, part of the project or program management plan, used to describe the manner in which risk management activities will be framed and executed |
| Risk Mitigation | A risk response strategy that involves the reduction of the threat or the probability that the risk will occur |
| Risk Owner | The person responsible for the monitoring of a risk and for the determination and implementation of an appropriate risk response strategy. |
| Risk Power | A type of power that uses calculated risks in negotiations to achieve project goals |
| Risk Reassessment | The process of identifying new risks, reassessing risks that have already been identified, and closing of expired risks |
| Risk Register | A document that lists each risk along with the results of its analysis and risk response planning |
| Risk Report | A project document that establishes the progressive development of risk management processes throughout the project, summarizes individual project risk information, and delineates the degree of overall project risk. |
| Risk Review | A meeting used to examine and document the effectiveness of risk responses in relation to identified, individual project risks and to overall project risk. |
| Risk Seeking | Possessing a higher tolerance than most for risk |
| Risk Sharing | A risk responses strategy that allocates ownership of an opportunity from the project team to a third party who is best able to capture the benefits of that opportunity. |
| Risk Symptoms | Characteristics which indicate that a risk event is possibly starting to occur; could also be called risk triggers |
| Risk Threshold | The degree of risk exposure that defines the upper limit of risk acceptance; risks whose level exceed the threshold must be addressed. |
| Risk Tolerance | The level of risk that an individual or organization is willing to permit; also known as risk utility |
| Risk Transference | A risk response strategy that involves shifting the impact of a threat, as well as accountability for the response, to a third party |
| Risk Urgency Assessment | The evaluation of risk responses to determine priority in order of timing |
| Risk-averse | Possessing a low desire or tolerance for risk |
| Risk-neutral | A middle ground between the risk taken and the benefit received |
| Role | A specific function performed by the member of the project team; some examples are testing, analyzing, and coding |
| Rolling Wave Planning | An iterative planning technique that involves detailed planning for near-term work and higher level planning for future work |
| Root Cause Analysis | An analytical technique used to ascertain the fundamental reason a variance, defect, or risk exists |
| Rough Order of Magnitude (ROM) Estimate | A cost estimate, performed early in the project, of the completion cost of the project; the tolerance range is -25% to +75%. |
| S-curve | Graphic representation of costs, work, and other quantities over time so that the planned value, earned value, and actual cost of the work can be seen |
| Sample | A part of the population used for a measurement (instead of the entire population) |
| Schedule Baseline | The authorized version of the schedule model that is used as the basis for comparison and can only be modified through a formal change control procedure |
| Schedule Compression | Any technique, such as crashing or fast tracking, used to shorten the duration of the schedule while maintaining the project scope |
| Schedule Data | Information associated with the management of a project schedule |
| Schedule Forecasts | Estimates, based on current project information, that are associated with future schedule events |
| Schedule Management Plan | The document, part of the project or program management plan, that authenticates standards and activities used to produce, track, and administer the schedule |
| Schedule Milestone | A major event in the project schedule; typically involves the start or completion of a major component of the project |
| Schedule Model | A model which includes activity durations and dependencies, used to produce the project schedule |
| Schedule Network Analysis | A technique used to determine late start (LS), late finish (LF), early start (ES), and early finish (EF) dates for incomplete schedule activities |
| Schedule Network Templates | A set of activities and relationships from past projects that meet current project needs |
| Scheduled Finish Date | The planned finish date for an activity, work package, or other piece of the schedule |
| Scheduled Start Date | The planned start date for an activity, work package, or other piece of the schedule |
| Scheduling Tool | A tool that accelerates scheduling by automatically producing activity start and finish dates based on the entry of activities, relationships, resources, and durations |
| Scope | The products, services, and results expected to be provided by the project |
| Scope Baseline | The authorized scope statement, WBS, and WBS dictionary that contain only those modifications authorized through a formal change control process; used as a basis for comparison |
| Scope Change | A change to the product or product scope accompanied by the appropriate modifications to the budget or schedule |
| Scope Creep | A change to the product or product scope not accompanied by the appropriate modifications to the budget or schedule |
| Scope Management Plan | The document, part of the project or program management plan, used to the manner in which the project scope will be delineated, elaborated, monitored, controlled, and authenticated |
| Secondary Risk | A risk that results from a risk response implementation |
| Selected Sellers | Vendors chosen to provide products or services |
| Self-Organizing Team | A team formation type that defines a team able to function without centralized control. |
| Seller | An individual or entity that provides goods or services to a buyer |
| Seller Proposals | An offer from a vendor who is being considered as a provider of a product or service |
| Sensitivity Analysis | A quantitative risk analysis and modeling technique used to identify those risks that have the greatest effect on the project |
| Sequence Activities | The process of determining and recording dependencies between project activities |
| Service | Work performed without resulting in a physical product |
| Service Level Agreement (SLA) | A contract between an internal or external service provider and the end user that delineates the level of service expected from the service provider. |
| Seven Basic Quality Tools | A group of devises used by quality management for quality planning and for monitoring and controlling |
| Seven Run Rule | A rule that states if seven consecutive data points are on one side of the mean (above or below) or increasing/decreasing, then the process is out of control and should be investigated |
| Sigma | A measurement of acceptability of a product or process |
| Simulation | A project computer model that can counterfeit project outcome when there is uncertainty associated with schedule, cost or resources |
| Skill | The capability to execute project-related activities based on individual subject matter expertise and abilities |
| Source Selection Criteria | Seller attributes that will be considered by the buyer; typically includes capacity to deliver, costs, delivery dates, expertise, and contract approach |
| Special Cause | A non-random or intermittent variable in a system |
| Specification Limits | The area on either side of the mean of data distribution on a control chart |
| Sponsor | The person or group responsible for providing resources and reinforcement for the project and for enabling the project to realize its objectives |
| Sponsoring Organization | The entity that has the responsibility of providing the project’s sponsor and acting as a conduit for project funding or other project resources. |
| Staff Acquisition | The hiring and applying of the needed resources to the project |
| Stakeholder | Any person or entity that may impact, be impacted by, or perceive itself to be impacted by any decision, activity, or outcome of the project |
| Stakeholder Analysis | A technique by which quantitative and qualitative information is amassed and evaluated to determine whose interests should be considered throughout the project |
| Stakeholder Engagement Assessment Matrix | A matrix in which current and desired stakeholder engagement levels are listed for comparison. |
| Stakeholder Register | A project document that lists stakeholder information including name, role, assessment, and classification |
| Standard | An established norm or requirement |
| Standard Deviation | The measurement of variation within a distribution |
| Start Date | The date work begins on an activity; can include qualifiers such as actual, planned, estimated, scheduled, early, late, target, baseline, and current |
| Start-to-finish (SF) | A dependency that requires the start of a predecessor activity prior to the completion of the successor activity |
| Start-to-start (SS) | A dependency that requires the start of a predecessor activity prior to the start of the successor activity |
| Statement of Work (SOW) | A detailed description of the products, services, or results expected from a project or other initiative |
| Statistical Sampling | The selection of a part of a population for examination rather than using the entire population |
| Status Report | A report that states the current shape or state of the project to date |
| Strategic Planning | Long-term planning by a company (usually three to five years in the future) |
| Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis | A risk analysis technique which considers the strengths, weaknesses, opportunities, and threats of the project to facilitate a more knowledgeable risk management analysis |
| Subnetwork | A section of the project schedule diagram, typically a work package or subproject, that is frequently used to depict a proposed schedule condition |
| Subphase | A division of a phase of a project |
| Subproject | A portion of the overall project that is established when the project is subdivided into components that are more easily managed |
| Successor Activity | An activity that logically follows its predecessor activity |
| Summarizers | A role that relates back to the overall picture of what the project is focusing on |
| Summary Activity | An array of related schedule activities aggregated and displayed as a single activity. |
| Sunk Cost | Money that has already been spent on a project; should not be considered when selecting or evaluating a project |
| System | An integrated set of pieces used to achieve a specific project goal; could be an actual process or management process, or some mix of both approaches |
| Tacit Knowledge | Individual knowledge (such as beliefs, experience, and insights) that can be difficult to express and share. |
| Tailoring | The determination of the conglomeration of processes, inputs, tools, techniques, outputs, and life cycle phases appropriate to the management of a project. |
| Tangible Cost/Benefit | Easily measurable cost or benefit of a project; measured in dollars |
| Target Completion Date (TC) | A requested project completion date that can be a constraint for the project |
| Target Finish Date (TF) | The date that the project (or activity) is anticipated to be completed |
| Target Schedule | A preliminary schedule that can be used during initial stages of Planning; could differ from the baseline schedule at the conclusion of Planning |
| Target Start Date (TS) | The planned start date of the project or activity |
| Task | An activity to be completed on the project |
| Team Charter | A document that delineates team values, agreements, and operating guidelines and establishes clear expectations regarding acceptable behavior by project team members. |
| Team Development | The creation of individual and team skills to maximize project output |
| Team Management Plan | A component of the resource management plan that delineates the manner and timing in which team members are acquired and released. |
| Technical Performance Measurement | A measurement approach that compares what was technically created in the project to what the project management plan shows should have been created |
| Technique | A procedure, that may employ one or more tools, exercised by a resource to complete project activities |
| Templates | A partially completed instrument that provides the desired format for the assemblage, ordering, and presentation of data and information |
| Termination Clause | A clause in the contract that allows both the buyer and the seller to end the contract |
| Test and Evaluation Documents | Project Documents that delineate the activities used to determine if the product satisfies the quality objectives described in the quality management plan. |
| Threat | A risk whose occurrence will result in a negative impact on the project |
| Three-point Estimate | A technique used to evaluate the cost or duration of an activity by averaging the optimistic, pessimistic, and most likely estimates |
| Threshold | Any value (typically applied to cost, time, quality, technical, or resource) that is used as a parameter; typically crossing the threshold results in a triggered action |
| Tight Matrix | A phrase that describes a war room or close environment for the team; can also be used as a distracter answer on organizational-related questions |
| Time-scaled Schedule Network Diagram | A graphical representation of the project schedule that displays relative to its duration; may include bar charts showing network logic (sequence) |
| To Complete Performance Index (TCPI) | The ratio that represents the cost performance required to complete the work of the project given the remaining resources; calculated by dividing the remaining project work by the remaining budget (BAC - EV/BAC - AC) |
| Tolerance | The measure of acceptable variation |
| Tool | A device used during the performance of an activity to produce a result or product; templates, software programs, and models are all tools |
| Top-down Estimating | An estimating technique in which the project manager estimates the cost or duration of the project based on the cost or duration of a previous project that is very similar to the current project |
| Topic Jumpers | A role that doesn't stay focused on the primary topics of focus and conversation |
| Tornado Diagram | A specialized bar chart used in sensitivity analysis that compares the relative importance of the variables. |
| Total Slack (Total Float) | The amount of time an activity can slip (be delayed) from its early start date without delaying the overall finish date |
| Tree Diagram | A graphical representation which uses decomposition to organize data into parent and child relationships |
| Trend Analysis | An analytical technique that uses mathematical paradigms to predict future outcomes based on historical data |
| Trigger Condition | An indicator that a risk event could occur |
| Unanimity | A decision with which all group members concurred |
| Update | A modification to any deliverable, project management plan component, or project document that has not been subjected to the formal change control process. |
| User | The person, division, or company that will be the user or owner of the product when the project is complete |
| Validate Scope | The process in which the customer or sponsor reviews and accepts project deliverables as being complete and correct in accordance with the requirements |
| Validation | The process of determining that the results of the project are in compliance with requirements imposed by the customer and appropriate stakeholders and typically involving acceptance by them |
| Value Engineering | An approach to efficiently and effectively execute the project to decrease life cycle costs and time, increase profits and market share, improve quality and use of resources, and competently resolve issues and problems |
| Variance | Any difference between a planned value or baseline and an actual result |
| Variance Analysis | The assessment of the level and reasons for a variance from planned value or baseline |
| Variance At Completion (VAC) | The projected amount the project will be over or under budget based on the difference between the budget at completion (BAC) and the estimate at completion (EAC) |
| Variation | The difference between the baseline and actual project data at a specific point in time |
| Verification | The process, typically internal, of determining that the results of the project are in compliance with appropriate specifications, requirements, regulatory requirements, and imposed conditions |
| Verified Deliverables | Completed project deliverables that have been reviewed and confirmed for correctness through the Control Quality Process. |
| Virtual Team | A group of people with similar goals who form a team but spend little (if any) time together |
| Voice of the Customer (VOC) | The translation of customer requirements into requisite technical requirements in a manner that ensures the results of the project will meet the requirements of the customer |
| War Room | A room shared by project personnel that can be used for planning and meetings, and display charts, graphs, and various other project information |
| WBS Dictionary | A document that itemizes deliverable, activity, and scheduling information for each WBS component |
| Weighted Milestone Method | An approach to the earned value method in which an activity with a duration exceeding two reporting periods is broken down into smaller activities with durations limited to two reporting periods or less |
| What-If Scenario Analysis | The process of evaluating counterfeit situations to determine their impact on the project |
| Withdrawal | A conflict resolution technique in which you withdraw from the disagreement (or source of conflict) |
| Withdrawers | A role that is non-participatory on the project regarding information and project issues |
| Work Authorization | The authorization to begin work on an activity, work package, or control account at the correct time, by the correct entity, and in the correct progression |
| Work Authorization System | A subsystem within the project management system that is comprised of documented procedures that delineate the method by which project work is authorized so that it will be done at the correct time, by the correct entity, and in the correct progression |
| Work Breakdown Structure (WBS) | A decomposition of the work of the project |
| Work Breakdown Structure Component | Any unit of work defined in the WBS |
| Work Package | The smallest level of WBS work for which cost and time can be assessed and administered |
| Work Performance Data | Measurements or statistics related to the execution of project work |
| Work Performance Information | The evaluation and integration of project execution statistics and measurements gathered from control processes |
| Work Performance Reports | Project status and performance data utilized to produce communications and advance discussion |
| Workaround | A response to a risk that was unplanned or that had an ineffective planned response |
| which best describes the contents of a ---forecast report? | Information related to future project occurrences |
| which best describes the contents of a ----variance report? | Information related to the difference between planned and actual occurrences |
| which best describes the contents of an ---earned value report? | Information related to the state of the schedule, budget, and scope of the project at various points of time |
| which best describes the contents of a ---status report? | Information related to the present overall state of the project |
| which best describes the contents of a ---progress report? | Information related to recent project occurrences |
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Mindevol
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