Glossary

Question 1

[Project Risk Management] one of the risk response strategies for threats/opportunities in which the risk is accepted as it is without any risk mitigation measures and the risk will only be dealt with either actively or passively if it occurs.
⇔ see also Avoid, Transfer, Mitigate, Exploit, Share and Enhance

Answer 1

Accept

Question 2

[Project Quality Management] the factors the deliverables must be met before they will be formally accepted.

Answer 2

Acceptance Criteria

Question 3

[Project Quality Management] the deliverables (e.g. products, services or capabilities) that are accepted by the client / customer to meet the acceptance criteria.
⇔ see also Verified Deliverables

Answer 3

Accepted Deliverables

Question 4

[Project Scope Management] both sides of a conflicting situation try to identify points of agreements and play down disagreement
⇔ see also Avoidance, Compromise, Forcing, Collaboration and Confrontation

Answer 4

Accommodation

Question 5

[Project Quality Management] a measure of correctness.

⇔ see also Precision

Answer 5

Accuracy

Question 6

[Project Human Resource Management] one of the motivational theories proposing that individuals are motivated by either achievement, power and affiliation.

Answer 6

Achievement Theory

Question 7

[Project Resource Management] the process to acquire team members with required competencies to complete the project successfully.

Answer 7

Acquire Project Team

Question 8

[Project Schedule Management] the work package is decomposed into activities. Each activity must have an expected duration.

Answer 8

Activity

Question 9

[Project Schedule Management] a document providing additional information to the activities listed in the activity list; additional info include: activity identifier, description, constraints, assumptions, predecessor and successor activities, resources and responsible persons.

Answer 9

Activity Attributes

Question 10

[Project Schedule Management] one of the activity attributes used to uniquely identify an activity for sequencing and tracking activities.

Answer 10

Activity Identifier

Question 11

[Project Schedule Management] the time required for the schedule activity between the start and finish dates.

Answer 11

Activity Duration

Question 12

[Project Schedule Management] a document listing all the activities of the project with identifiers and brief descriptions.

Answer 12

Activity List

Question 13

[Project Schedule Management] a diagramming technique used for sequencing activities by placing the activities on arrows and dependencies are indicated by connecting the arrows with nodes.

Answer 13

Activity-on-Arrow (AOA)

Question 14

[Project Schedule Management] a diagramming technique used for sequencing activities by placing the activities on the nodes which are connected by arrows to show dependencies.

Answer 14

Activity-on-Node (AON)

Question 15

[Project Cost Management] the actual amount of money/cost to date spent on performing the project work.

Answer 15

Actual Cost (AC)

Question 16

[Project Integration Management] an Agile project management methodology enabling faster response to changes by managing the project in short iterations.

Answer 16

Adaptive Life Cycle

Question 17

[Project Schedule Management] during project execution, a technique used to bring delayed project activities into alignment with the project plan.

Answer 17

Adjusting Leads and Lags

Question 18

[Project Quality Management] a business tool to organize ideas and data based on natural relationships used in brainstorming sessions.

Answer 18

Affinity Diagrams

Question 19

[Project Procurement Management] a written or verbal communication (e.g. contract, memo, email, verbal arrangement…) to indicate preliminary intentions of a project/work.

Answer 19

Agreements

Question 20

[Project Schedule Management] a technique to identify and analyze the different options to perform the project work most efficiently.

Answer 20

Alternative Analysis

Question 21

[Project Scope Management] a technique to generate and analyze different options for carrying out the project work for greatest efficiency.

Answer 21

Alternatives Generation

Question 22

[Project Schedule/Cost Management] a method to estimate the activity/project durations and costs based on available information from similar project performed before. Great for the initial phase of the project but estimates are not very accurate.

Answer 22

Analogous Estimating

Question 23

[Project Risk/Procurement/Stakeholder Management] methods used to identify possible risks / consequences based on project variables and interactions.

Answer 23

Analytical Techniques

Question 24

[Project Schedule/Cost Management] used in earned value management (EVM) to measure schedule/cost performances calculated in direct proportion to the progress of another discrete effort(s).
⇔ see also Discrete Efforts and Level of Efforts

Answer 24

Apportioned Effort

Question 25

[Project Integration Management] a change request that has been submitted through Perform Integrated Change Control process and approved for implementation.

Answer 25

Approved Change Request

Question 26

[Project Procurement Management] when there is a dispute between the vendor and the client, an effective way for problem resolution by involving a neutral third-party.

Answer 26

Arbitration

Question 27

[Project Quality Management] is an identifiable and specific cause for the variation in the control chart. Must be investigated and remedied.

Answer 27

Assignable Cause

Question 28

[Project Quality Management] is a process for internal control by checking for a particular attribute (i.e. either pass or fail)

Answer 28

Attribute Sampling

Question 29

[Project Risk Management] Use for negative risks (i.e. threats) by incorporating plans to stay clear of / eliminate the risk events and impacts. ⇔ see also Transfer, Mitigate and Accept

Answer 29

Avoid

Question 30

[Project Scope Management] both sides of a conflicting situation ignore the conflict, which is not considered a good conflict resolution technique ⇔ see also Accommodation, Compromise, Forcing, Collaboration and Confrontation

Answer 30

Avoidance

Question 31

[Project Scope Management] a documented list of prioritized project tasks, often used in Agile project methodologies.

Answer 31

Backlog

Question 32

[Project Scope Management] a method for calculating the late start and late finish dates for each activity of the activity schedule diagram from end to start. ⇔ see also Critical Path Method (CPM)

Answer 32

Backward Pass

Question 33

a type of matrix organization where the project manager has as much control over the budget and resources compared to a functional manager.

Answer 33

Balanced Matrix

Question 34

[Project Schedule/Cost Management] is the approved version of project plan (scope, cost, schedule) used to compare with actual work performance.

Answer 34

Baseline

Question 35

additional information outlining the basis for the project estimates.

Answer 35

Basis of Estimates

Question 36

[Project Quality Management] the practice of measuring existing processes and procedures with similar orgnaizations to establish a basis for comparison for performance improvements.

Answer 36

Benchmarking

Question 37

[Project Procurement Management] a conference with all bidders for clarification on the contract requirements to ensure all bidders share the same understanding.

Answer 37

Bidder Conference

Question 38

[Project Schedule/Cost Management] an accurate but time-consuming estimating method by adding up the estimates for individual activity costs/durations.

Answer 38

Bottom-up Estimating

Question 39

[Project Cost Management] the estimated expenditures for the project for a specific period.

Answer 39

Budget

Question 40

[Project Cost Management] often used in earned value management (EVM), it is the total expenditure for the project on finish.

Answer 40

Budget at Completion (BAC)

Question 41

[Project Schedule Management] reserve time added to activity durations to reduce the likelihood of missing activity finish dates

Answer 41

Buffer

Question 42

[Project Integration Management] used to judge whether a project is feasible and viable, often includes a financial feasibility study, rough budget and justifications for the project

Answer 42

Business Case

Question 43

(also known as a fishbone or Ishikawa diagram) [Project Quality Management] a diagramming technique to identify the origin and effect of an issue.

Answer 43

Cause and Effect Diagram

Question 44

[Project Integration Management] a group of people responsible for approving / rejecting major change requests (as defined in the Project Management Plan).

Answer 44

Change Control Board (CCB)

Question 45

[Project Integration Management] a list consisting of all changes to the project and their impacts.

Answer 45

Change Log

Question 46

[Project Integration Management] a formal document for making change(s) to the project.

Answer 46

Change Request

Question 47

[Project Procurement Management] when a contract is not fully fulfilled, either side may make a request for compensation/ claim.

Answer 47

Claim

Question 48

[Project Scope Management] a numbering system used to identify WBS components.

Answer 48

Code of Accounts

Question 49

[Project Scope Management] team members work together in the same physical space to enhance communication and knowledge sharing.

Answer 49

Colocation

Question 50

[Project Scope Management] both sides of a conflicting situation work together for mutually consented solution, often considered the best conflict resolution technique ⇔ see also Accommodation, Avoidance, Compromise, Forcing and Confrontation

Answer 50

Collaboration

Question 51

[Project Communication Management] the number of lines of communication between individuals involved within a project, calculated by the formula: N (N-1) / 2 where N is the number of people involved.

Answer 51

Communication Channels

Question 52

[Project Quality Management] the control chart indicates that the process is within the control limits but outside specification limits which are often usual and natural variations in the system

Answer 52

Common Cause

Question 53

[Project Communication Management] techniques used for communication, can be Interactive, Push or Pull.

Answer 53

Communication Methods

Question 54

[Project Communication Management] describes how information is exchanged (e.g. Sender-Encode-Message-Decode-Receiver Model).

Answer 54

Communication Models

Question 55

[Project Communication Management] software / hardwares used to assist communication.

Answer 55

Communication Technology

Question 56

[Project Human Resource Management] one of the conflict resolution technique in which disagreements are settled by making concessions on both sides. ⇔ see also Accommodation, Avoidance, Forcing, Confrontation and Collaboration

Answer 56

Compromise

Question 57

[Project Quality Management] manages the assets of the project deliverables by recording the functional or physical characteristics of the deliverables and components; a component of the project management information system.

Answer 57

Configuration Management System

Question 58

[Project Quality Management] indicates that the results comply with the quality requirement.

Answer 58

Conformance

Question 59

[Project Human Resource Management] a conflict resolution technique to determine a collaborative and workable solution by open discussion ⇔ see also Accommodation, Avoidance, Forcing, Confrontation and Collaboration

Answer 59

Confrontation

Question 60

any factors that impose limitations on project.

Answer 60

Constraint

Question 61

[Project Risk Management] a strategy describing the measures to tackle documented risks once they arise.

Answer 61

Contingency Plan

Question 62

[Project Cost/Schedule Management] the budget set aside to fund contingent responses for identified risks (known unknown) once they arise. ⇔ see also Management Reserve

Answer 62

Contingency Reserve

Question 63

[Project Scope Management] strategically placed for grouping work breakdown structure (WBS) components with a view to better managing cost, scope and/or schedule for earned value management measurements.

Answer 63

Control Accounts

Question 64

[Project Quality Management] a statistical process tool to monitor process performance and stability over time (whether the process is within control limits).

Answer 64

Control Chart

Question 65

[Project Quality Management] the upper and lower limit on the control chart used to determine whether a process is under control by taking normal variations into account. ⇔ see also Specification Limits

Answer 65

Control Limits

Question 66

[Project Quality Management] activities performed with a view to realign project performance with what are planned in the project plan.

Answer 66

Corrective actions

Question 67

[Project Cost Management] the accumulated cost estimates for all tasks within a work package.

Answer 67

Cost Aggregation

Question 68

[Project Cost Management] represents the budget of estimated costs to be disbursed over the duration of the project, apart from any management reserves. The cost baseline can be used to compare actual costs for the project.

Answer 68

Cost Baseline

Question 69

[Project Quality Management] includes all costs of conformance (quality assurance/control measures) and costs of non-conformance (rework).

Answer 69

Cost of Quality (COQ)

Question 70

[Project Cost Management] an earned value management (EVM) metric for cost efficiency of the project to date (formula: CPI = EV / AC).

Answer 70

Cost Performance Index (CPI)

Question 71

[Project Procurement Management] a contract type in which the buyer pays the seller all allowable costs plus extra money awarded for meeting the performance targets specified in the contract as determined by the buyer.

Answer 71

Cost Plus Award Fee (CPAF)

Question 72

[Project Procurement Management] a contract type in which the buyer pays the seller all allowable costs plus a fixed amount of money as the seller profit.

Answer 72

Cost Plus Fixed Fee (CPFF)

Question 73

[Project Procurement Management] a contract type in which the buyer pays the seller all allowable costs plus incentives and sharing of unused money if under/over contracted amount.

Answer 73

Cost Plus Incentive Fee (CPIF)

Question 74

[Project Cost Management] an earned value management (EVM) metric for indicating the difference between the earned value and the actual cost (formula: CV = EV – AC).

Answer 74

Cost Variance (CV)

Question 75

a financial analysis tool for determining the costs and benefits of the project and whether the project is worthwhile.

Answer 75

Cost-benefit Analysis

Question 76

[Project Procurement Management] a contract type in which all allowable costs are bore by the buyer with additional money awarded to the seller by completing the contract requirements; most of the risks are on the buyer side.

Answer 76

Cost Reimbursable Contract

Question 77

[Project Schedule Management] a schedule compression technique used to shorten the schedule by adding extra resources.

Answer 77

Crashing

Question 78

[Project Quality Management] factors used to evaluate and decide when the deliverables meet the project requirements.

Answer 78

Criteria

Question 79

[Project Schedule Management] a technique for improving accuracy of project schedule by taking into accounts the limited resource availability and uncertainties.

Answer 79

Critical Chain Method (CCM)

Question 80

[Project Schedule Management] all the activity on the critical path of a project schedule (using Critical Path Method).

Answer 80

Critical Path Activity

Question 81

[Project Schedule Management] a technique for determining the schedule of the project by taking into accounts the sequence of activities for the longest work path.

Answer 81

Critical Path Method (CPM)

Question 82

[Project Stakeholder Management] the ones who request and/or pay for the project / deliverables.

Answer 82

Customer

Question 83

the time the data is recorded.

Answer 83

Data Date

Question 84

[Project Risk Management] a diagramming technique to help visualizing the Expected Monetary Value (EMV) of various options to assist in decision-making.

Answer 84

Decision Tree Analysis

Question 85

[Project Scope Management] the project scope is broken down into smaller segments for better estimation.

Answer 85

Decomposition

Question 86

[Project Cost Management] the correction action required for deliverables not meeting requirements.

Answer 86

Defect Repair

Question 87

[Project Scope Management] the verifiable product, service, result or capability produced by a process, phase or project.

Answer 87

Deliverable

Question 88

questionnaires are circulated among subject matter experts (SME) for anonymous feedback and recirculated until a consensus is reached.

Answer 88

Delphi Technique

Question 89

[Project Schedule Management] an activity may depend on the execution/finish of other activities; can be mandatory, discretional, external or internal.

Answer 89

Dependency

Question 90

[Project Quality Management] a statistical approach allowing simultaneous altering of several variables for comparison in order to find out the lowest cost of quality.

Answer 90

Design of Experiments (DOE)

Question 91

various methods employed for representing information and the relationships in a visual way.

Answer 91

Diagramming Techniques

Question 92

[Project Human Resource Management] a group decision-making technique in which the leader direct the decision making, best on in case when there are a lot of uncertainties.

Answer 92

Dictatorship

Question 93

[Project Cost Management] a technique used to compare the value of the future cash flows of the project with the current value of the dollar by taking inflation into accounts.

Answer 93

Discounted Cash Flow

Question 94

[Project Cost/Schedule Management] used in earned value management (EVM) to measure work performance in relation to explicit work efforts that contribute to the completion of the project. ⇔ see also Apportioned Effort and Level of Efforts

Answer 94

Discrete Effort

Question 95

[Project Schedule Management] (also known as preferred logic) two activities are considered to be best if carried out in sequence; but the sequence can be altered if needed. ⇔ see also Mandatory Dependency

Answer 95

Discretionary Dependency

Question 96

[Project Schedule Management] the amount of time between the start and finish of a schedule activity; often expressed in work days.

Answer 96

Duration