Glossary Pt. 1 Flashcards
1
Q
Acceptance Criteria
A
A set of conditions that is required to be met before deliverables are created.
2
Q
Accepted Deliverables
A
Products; results; or capabilities produced by a project and validated by the project customer or sponsors as meeting their specified acceptance criteria.
3
Q
Accuracy
A
Within the quality management system; accuracy is an assessment of correctness
4
Q
Acquire Project Team
A
The process of confirming human resource availability and obtaining the team necessary to complete project activities.
5
Q
Acquisition
A
Obtaining human and material resources necessary to perform project activities. Acquisition implies a cost of resources; and is not necessarily financial
6
Q
Activity Attributes
A
Multiple attributes associated with each schedule activity that can be included within the activity list. Activity attributes include activity codes; predecessor activities; successor activities; logical relationships; leads and lags; resource requirements; imposed dates; constraints; and assumptions.
7
Q
Activity Code
A
One or more numerical or text values that identify characteristics of the work or in some way categorize the schedule activity that allows filtering and ordering of activities within reports
8
Q
Activity Cost Estimates
A
The projected cost of the schedule activity that includes the cost for all resources required to perform and complete the activity; including all cost types and cost components
9
Q
Activity Duration Estimate
A
A quantitative assessment of the likely amount or outcome for the duration of an activity.
10
Q
Activity Duration
A
The time in calendar units between the start and finish of a schedule activity. See also duration.
11
Q
Activity Identifier
A
A short; unique numeric or text identification assigned to each schedule activity to differentiate that project activity from other activities. Typically unique within any one project schedule network diagram
12
Q
Activity List
A
A documented tabulation of schedule activities that shows the activity description; activity identifier; and a sufficiently detailed scope of work description so project team members understand what work is to be performed.
13
Q
Activity Network Diagrams
A
See project schedule network diagram.
14
Q
Activity Resource Requirements
A
The types and quantities of resources required for each activity in a work package.
15
Q
Activity
A
A distinct; scheduled portion of work performed during the course of a project
16
Q
Activity-on-Node (AON)
A
See precedence diagramming method (PDM).
17
Q
Actual Cost (AC)
A
The realized cost incurred for the work performed on an activity during a specific time period.
18
Q
Actual Duration
A
The time in calendar units between the actual start date of the schedule activity and either the data date of the project schedule if the schedule activity is in progress or the actual finish date if the schedule activity is complete.
19
Q
Adaptive Life Cycle
A
A project life cycle; also known as change-driven or agile methods; that is intended to facilitate change and require a high degree of ongoing stakeholder involvement. Adaptive life cycles are also iterative and incremental; but differ in that iterations are very rapid (usually 2-4 weeks in length) and are fixed in time and resources. ;
20
Q
Additional Quality Planning Tools
A
A set of tools used to define the quality requirements and to plan effective quality management activities. They include; but are not limited to: brainstorming; force field analysis; nominal group techniques and quality management and control tools. ;
21
Q
Adjusting Leads and Lags
A
A technique used to find ways to bring project activities that are behind into alignment with plan during project execution.
22
Q
Advertising
A
The process of calling public attention to a project or effort.
23
Q
Affinity Diagram
A
A group creativity technique that allows large numbers of ideas to be classified into groups for review and analysis.
24
Q
Agreements
A
Any document or communication that defines the initial intentions of a project. This can take the form of a contract; memorandum of understanding (MOU); letters of agreement; verbal agreements; email; etc. ;
25
Alternative Analysis
A technique used to evaluate identified options in order to select which options or approaches to use to execute and perform the work of the project.
26
Alternatives Generation
A technique used to develop as many potential options as possible in order to identify different approaches to execute and perform the work of the project.
27
Analogous Estimating
A technique for estimating the duration or cost of an activity or a project using historical data from a similar activity or project.
28
Analytical Techniques
Various techniques used to evaluate; analyze; or forecast potential outcomes based on possible variations of project or environmental variables and their relationships with other variables.
29
Application Area
A category of projects that have common components significant in such projects; but are not needed or present in all projects. Application areas are usually defined in terms of either the product (i.e by similar technologies or production methods) or the type of customer (i.e internal versus external; government versus commercial) or industry sector (i.e utilities; automotive; aerospace; information technologies; etc.). Application areas can overlap. ;
30
Applying Leads and Lags
A technique that is used to adjust the amount of time between predecessor and successor activities.
31
Apportioned Effort
An activity where effort is allotted proportionately across certain discrete efforts and not divisible into discrete efforts. [Note: Apportioned effort is one of three earned value management (EVM) types of activities used to measure work performance.]
32
Approved Change Request
A change request that has been processed through the integrated change control process and approved.
33
Approved Change Requests Review
A review of the change requests to verify that these were implemented as approved.
34
Assumption
A factor in the planning process that is considered to be true; real; or certain; without proof or demonstration. ;
35
Assumptions Analysis
A technique that explores the accuracy of assumptions and identifies risks to the project from inaccuracy; inconsistency; or incompleteness of assumptions.
36
Attribute Sampling
Method of measuring quality that consists of noting the presence (or absence) of some characteristic (attribute) in each of the units under consideration. After each unit is inspected; the decision is made to accept a lot; reject it; or inspect another unit. ;
37
Authority
The right to apply project resources; expend funds; make decisions; or give approvals. ;
38
Backlog
A listing of product requirements and deliverables to be completed; written as stories; and prioritized by the business to manage and organize the project's work.
39
Backward Pass
A critical path method technique for calculating the late start and late finish dates by working backward through the schedule model from the project end date.
40
Bar Chart
A graphic display of schedule-related information. In the typical bar chart; schedule activities or work breakdown structure components are listed down the left side of the chart; dates are shown across the top; and activity durations are shown as date-placed horizontal bars. See also Gantt chart. ;
41
Baseline
The approved version of a work product that can be changed only through formal change control procedures and is used as a basis for comparison.
42
Basis of Estimates
Supporting documentation outlining the details used in establishing project estimates such as assumptions; constraints; level of detail; ranges; and confidence levels.
43
Benchmarking
Benchmarking is the comparison of actual or planned practices; such as processes and operations; to those of comparable organizations to identify best practices; generate ideas for improvement; and provide a basis for measuring performance.
44
Bidder Conference
The meetings with prospective sellers prior to the preparation of a bid or proposal to ensure all prospective vendors have a clear and common understanding of the procurement. Also known as contractor conferences; vendor conferences; or pre-bid conferences.
45
Bottom-Up Estimating
A method of estimating project duration or cost by aggregating the estimates of the lower-level components of the work breakdown structure (WBS).
46
Brainstorming
A general data gathering and creativity technique that can be used to identify risks; ideas; or solutions to issues by using a group of team members or subject matter experts.
47
Budget at Completion (BAC)
The sum of all budgets established for the work to be performed.
48
Budget
The approved estimate for the project or any work breakdown structure component or any schedule activity.
49
Buffer
See reserve.
50
Business Case
A documented economic feasibility study used to establish validity of the benefits of a selected component lacking sufficient definition and that is used as a basis for the authorization of further project management activities.
51
Business Value
A concept that is unique to each organization and includes tangible and intangible elements. Through the effective use of project; program; and portfolio management disciplines; organizations will possess the ability to employ reliable; established processes to meet enterprise objectives and obtain greater business value from their investments.
52
Buyer
The acquirer of products; services; or results for an organization.
53
Cause and Effect Diagram
A decomposition technique that helps trace an undesirable effect back to its root cause.
54
Central Tendency
A property of the central limit theorem predicting that the data observations in a distribution will tend to group around a central location. The three typical measures of central tendency are the mean; median; and mode.
55
Change Control Board (CCB)
A formally chartered group responsible for reviewing; evaluating; approving; delaying; or rejecting changes to the project; and for recording and communicating such decisions. ;
56
Change Control System
A set of procedures that describes how modifications to the project deliverables and documentation are managed and controlled.
57
Change Control Tools
Manual or automated tools to assist with change and/or configuration management. At a minimum; the tools should support the activities of the CCB
58
Change Control
A process whereby modifications to documents; deliverables; or baselines associated with the project are identified; documented; approved; or rejected. ;
59
Change Log
A comprehensive list of changes made during the project. This typically includes dates of the change and impacts in terms of time; cost; and risk.
60
Change Request
A formal proposal to modify any document; deliverable; or baseline.
61
Charter
See project charter.
62
Checklist Analysis
A technique for systematically reviewing materials using a list for accuracy and completeness.
63
Checksheets
A tally sheet that can be used as a checklist when gathering data.
64
Claim
A request; demand; or assertion of rights by a seller against a buyer; or vice versa; for consideration; compensation; or payment under the terms of a legally binding contract; such as for a disputed change. ;
65
Claims Administration
The process of processing; adjudicating; and communicating contract claims.
66
Close Procurements
The process of completing each project procurement.
67
Close Project or Phase
The process of finalizing all activities across all of the Project Management Process Groups to formally complete a project or phase.
68
Closed Procurements
Project contracts or other procurement agreements that have been formally acknowledged by the proper authorizing agent as being finalized and signed off.
69
Closing Process Group
Those processes performed to finalize all activities across all Process Groups to formally close a project or phase.
70
Code of Accounts
A numbering system used to uniquely identify each component of the work breakdown structure (WBS).
71
Collect Requirements
The process of determining; documenting; and managing stakeholder needs and requirements to meet project objectives.
72
Colocation
An organizational placement strategy where the project team members are physically located close to one another in order to improve communication; working relationships; and productivity.
73
Communication Constraints
Restrictions on the content; timing; audience; or individual who will deliver a communication usually stemming from specific legislation or regulation; technology; or organizational policies. ;
74
Communication Methods
A systematic procedure; technique; or process used to transfer information among project stakeholders.
75
Communication Models
A description; analogy or schematic used to represent how the communication process will be performed for the project
76
Communication Requirements Analysis
An analytical technique to determine the information needs of the project stakeholders through interviews; workshops; study of lessons learned from previous projects; etc. ;
77
Communication Technology
Specific tools; systems; computer programs; etc used to transfer information among project stakeholders.
78
Communications Management Plan
A component of the project; program; or portfolio management plan that describes how; when; and by whom information about the project will be administered and disseminated.
79
Compliance
A general concept of conforming to a rule; standard; law; or requirement such that the assessment of compliance results in a binomial result stated as "compliant" or "noncompliant." ;
80
Conduct Procurements
The process of obtaining seller responses; selecting a seller; and awarding a contract.
81
Configuration Management System
A subsystem of the overall project management system. It is a collection of formal documented procedures used to apply technical and administrative direction and surveillance to: identify and document the functional and physical characteristics of a product; result; service; or component; control any changes to such characteristics; record and report each change and its implementation status; and support the audit of the products; results; or components to verify conformance to requirements. It includes the documentation; tracking systems; and defined approval levels necessary for authorizing and controlling changes. ;
82
Conflict Management
Handling; controlling; and guiding a conflictual situation to achieve a resolution.
83
Conformance Work
In the cost of quality framework; conformance work is done to compensate for imperfections that prevent organizations from completing planned activities correctly as essential first-time work. Conformance work consists of actions that are related to prevention and inspection
84
Conformance
Within the quality management system; conformance is a general concept of delivering results that fall within the limits that define acceptable variation for a quality requirement
85
Constraint
A limiting factor that affects the execution of a project; program; portfolio; or process. ;
86
Context Diagrams
A visual depiction of the product scope showing a business system (process; equipment; computer system; etc.); and how people and other systems (actors) interact with it.
87
Contingency Allowance
See reserve.
88
Contingency Reserve
Budget within the cost baseline or performance measurement baseline that is allocated for identified risks that are accepted and for which contingent or mitigating responses are developed.
89
Contingency
An event or occurrence that could affect the execution of the project that may be accounted for with a reserve.
90
Contingent Response Strategies
Responses provided which may be used in the event that a specific trigger occurs.
91
Contract Change Control System
The system used to collect; track; adjudicate; and communicate changes to a contract. ;
92
Contract
A contract is a mutually binding agreement that obligates the seller to provide the specified product or service or result and obligates the buyer to pay for it.
93
Control Account
A management control point where scope; budget; actual cost; and schedule are integrated and compared to earned value for performance measurement. ;
94
Control Chart
A graphic display of process data over time and against established control limits; which has a centerline that assists in detecting a trend of plotted values toward either control limit
95
Control Communications
The process of monitoring and controlling communications throughout the entire project life cycle to ensure the information needs of the project stakeholders are met.
96
Control Costs
The process of monitoring the status of the project to update the project costs and managing changes to the cost baseline.
97
Control Limits
The area composed of three standard deviations on either side of the centerline or mean of a normal distribution of data plotted on a control chart; which reflects the expected variation in the data. See also specification limits
98
Control Procurements
The process of managing procurement relationships; monitoring contract performance; and making changes and corrections as appropriate.
99
Control Quality
The process of monitoring and recording results of executing the quality activities to assess performance and recommend necessary changes.
100
Control Risks
The process of implementing risk response plans; tracking identified risks; monitoring residual risks; identifying new risks; and evaluating risk process effectiveness throughout the project.
101
Control Schedule
The process of monitoring the status of project activities to update project progress and manage changes to the schedule baseline to achieve the plan.
102
Control Scope
The process of monitoring the status of the project and product scope and managing changes to the scope baseline.
103
Control Stakeholder Engagement
The process of monitoring overall project stakeholder relationships and adjusting strategies and plans for engaging stakeholders.
104
Control
Comparing actual performance with planned performance; analyzing variances; assessing trends to effect process improvements; evaluating possible alternatives; and recommending appropriate corrective action as needed.
105
Corrective Action
An intentional activity that realigns the performance of the project work with the project management plan.
106
Cost Aggregation
Summing the lower-level cost estimates associated with the various work packages for a given level within the project's WBS or for a given cost control account.
107
Cost Baseline
The approved version of the time-phased project budget; excluding any management reserves; which can be changed only through formal change control procedures and is used as a basis for comparison to actual results.
108
Cost Management Plan
A component of a project or program management plan that describes how costs will be planned; structured; and controlled.
109
Cost of Quality
A method of determining the costs incurred to ensure quality. Prevention and appraisal costs (cost of conformance) include costs for quality planning; quality control (QC); and quality assurance to ensure compliance to requirements (i.e training; QC systems; etc.). Failure costs (cost of nonconformance) include costs to rework products; components; or processes that are non-compliant; costs of warranty work and waste; and loss of reputation. ;
110
Cost Performance Index (CPI)
A measure of the cost efficiency of budgeted resources expressed as the ratio of earned value to actual cost.
111
Cost Plus Award Fee Contracts (CPAF)
A category of contract that involves payments to the seller for all legitimate actual costs incurred for completed work; plus an award fee representing seller profit
112
Cost Plus Fixed Fee Contract (CPFF)
A type of cost-reimbursable contract where the buyer reimburses the seller for the seller's allowable costs (allowable costs are defined by the contract) plus a fixed amount of profit (fee).
113
Cost Plus Incentive Fee Contract (CPIF)
A type of cost-reimbursable contract where the buyer reimburses the seller for the seller's allowable costs (allowable costs are defined by the contract); and the seller earns its profit if it meets defined performance criteria
114
Cost Variance (CV)
The amount of budget deficit or surplus at a given point in time; expressed as the difference between the earned value and the actual cost
115
Cost-Benefit Analysis
A financial analysis tool used to determine the benefits provided by a project against its costs.
116
Cost-Reimbursable Contract
A type of contract involving payment to the seller for the seller's actual costs; plus a fee typically representing seller's profit. Cost-reimbursable contracts often include incentive clauses where; if the seller meets or exceeds selected project objectives; such as schedule targets or total cost; then the seller receives from the buyer an incentive or bonus payment.
117
Crashing
A technique used to shorten the schedule duration for the least incremental cost by adding resources.
118
Create WBS
The process of subdividing project deliverables and project work into smaller; more manageable components
119
Criteria
Standards; rules; or tests on which a judgment or decision can be based or by which a product; service; result; or process can be evaluated. ;
120
Critical Chain Method
A schedule method that allows the project team to place buffers on any project schedule path to account for limited resources and project uncertainties.
121
Critical Path Activity
Any activity on the critical path in a project schedule.
122
Critical Path Method
A method used to estimate the minimum project duration and determine the amount of scheduling flexibility on the logical network paths within the schedule model.
123
Critical Path
The sequence of activities that represents the longest path through a project; which determines the shortest possible duration
124
Customer Satisfaction
Within the quality management system; a state of fulfillment in which the needs of a customer are met or exceeded for the customer's expected experiences as assessed by the customer at the moment of evaluation
125
Customer
Customer is the person(s) or organization(s) that will pay for the project's product; service; or result. Customers can be internal or external to the performing organization.
126
Data Date
A point in time when the status of the project is recorded.
127
Data Gathering and Representation Techniques
Techniques used to collect; organize; and present data and information.
128
Decision Tree Analysis
A diagramming and calculation technique for evaluating the implications of a chain of multiple options in the presence of uncertainty.
129
Decomposition
A technique used for dividing and subdividing the project scope and project deliverables into smaller; more manageable parts
130
Defect Repair
An intentional activity to modify a nonconforming product or product component.
131
Defect
An imperfection or deficiency in a project component where that component does not meet its requirements or specifications and needs to be either repaired or replaced.
132
Define Activities
The process of identifying and documenting the specific actions to be performed to produce the project deliverables.
133
Define Scope
The process of developing a detailed description of the project and product.
134
Deliverable
Any unique and verifiable product; result; or capability to perform a service that is required to be produced to complete a process; phase; or project.
135
Delphi Technique
An information gathering technique used as a way to reach a consensus of experts on a subject. Experts on the subject participate in this technique anonymously. A facilitator uses a questionnaire to solicit ideas about the important project points related to the subject. The responses are summarized and are then recirculated to the experts for further comment. Consensus may be reached in a few rounds of this process. The Delphi technique helps reduce bias in the data and keeps any one person from having undue influence on the outcome.
136
Dependency Determination
A technique used to identify the type of dependency that is used to create the logical relationships between predecessor and successor activities.
137
Dependency
See logical relationship.
138
Design of Experiments
A statistical method for identifying which factors may influence specific variables of a product or process under development or in production.
139
Determine Budget
The process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline.
140
Develop Project Charter
The process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.
141
Develop Project Management Plan
The process of defining; preparing; and coordinating all subsidiary plans and integrating them into a comprehensive project management plan.
142
Develop Project Team
The process of improving competencies; team member interaction; and overall team environment to enhance project performance.
143
Develop Schedule
The process of analyzing activity sequences; durations; resource requirements; and schedule constraints to create the project schedule model. ;
144
Diagramming Techniques
Approaches to presenting information with logical linkages that aid in understanding.
145
Dictatorship
A group decision-making technique in which one individual makes the decision for the group.
146
Direct and Manage Project Work
The process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project's objectives.
147
Discrete Effort
An activity that can be planned and measured and that yields a specific output. [Note: Discrete effort is one of three earned value management (EVM) types of activities used to measure work performance.]
148
Discretionary Dependency
A relationship that is established based on knowledge of best practices within a particular application area or an aspect of the project where a specific sequence is desired
149
Document Analysis
An elicitation technique that analyzes existing documentation and identifies information relevant to the requirements.
150
Documentation Reviews
The process of gathering a corpus of information and reviewing it to determine accuracy and completeness.
151
Duration (DU or DUR)
The total number of work periods (not including holidays or other nonworking periods) required to complete a schedule activity or work breakdown structure component. Usually expressed as workdays or workweeks. Sometimes incorrectly equated with elapsed time. Contrast with effort.
152
Early Finish Date (EF)
In the critical path method; the earliest possible point in time when the uncompleted portions of a schedule activity can finish based on the schedule network logic; the data date; and any schedule constraints. ;
153
Early Start Date (ES)
In the critical path method; the earliest possible point in time when the uncompleted portions of a schedule activity can start based on the schedule network logic; the data date; and any schedule constraints. ;
154
Earned Value (EV)
The measure of work performed expressed in terms of the budget authorized for that work.
155
Earned Value Management
A methodology that combines scope; schedule; and resource measurements to assess project performance and progress.
156
Effort
The number of labor units required to complete a schedule activity or work breakdown structure component; often expressed in hours; days; or weeks. ;
157
Emotional Intelligence
The capability to identify; assess; and manage the personal emotions of oneself and other people; as well as the collective emotions of groups of people. ;
158
Enterprise Environmental Factors
Conditions; not under the immediate control of the team; that influence; constrain; or direct the project; program; or portfolio.
159
Estimate Activity Durations
The process of estimating the number of work periods needed to complete individual activities with estimated resources.
160
Estimate Activity Resources
The process of estimating the type and quantities of material; human resources; equipment; or supplies required to perform each activity. ;
161
Estimate at Completion (EAC)
The expected total cost of completing all work expressed as the sum of the actual cost to date and the estimate to complete.
162
Estimate Costs
The process of developing an approximation of the monetary resources needed to complete project activities.
163
Estimate to Complete (ETC)
The expected cost to finish all the remaining project work.
164
Estimate
A quantitative assessment of the likely amount or outcome. Usually applied to project costs; resources; effort; and durations and is usually preceded by a modifier (i.e preliminary; conceptual; feasibility; order-of-magnitude; definitive). It should always include some indication of accuracy (e.g ? x percent). See also budget and cost. ;
165
Execute
Directing; managing; performing; and accomplishing the project work; providing the deliverables; and providing work performance information. ;
166
Executing Process Group
Those processes performed to complete the work defined in the project management plan to satisfy the project specifications.
167
Expected Monetary Value (EMV) Analysis
A statistical technique that calculates the average outcome when the future includes scenarios that may or may not happen. A common use of this technique is within decision tree analysis.
168
Expert Judgment
Judgment provided based upon expertise in an application area; knowledge area; discipline; industry; etc as appropriate for the activity being performed. Such expertise may be provided by any group or person with specialized education; knowledge; skill; experience; or training. ;
169
External Dependency
A relationship between project activities and non-project activities.
170
Facilitated Workshops
An elicitation technique using focused sessions that bring key cross-functional stakeholders together to define product requirements.
171
Failure Mode and Effect Analysis (FMEA)
An analytical procedure in which each potential failure mode in every component of a product is analyzed to determine its effect on the reliability of that component and; by itself or in combination with other possible failure modes; on the reliability of the product or system and on the required function of the component; or the examination of a product (at the system and/or lower levels) for all ways that a failure may occur. For each potential failure; an estimate is made of its effect on the total system and of its impact. In addition; a review is undertaken of the action planned to minimize the probability of failure and to minimize its effects.
172
Fallback Plan
Fallback plans include an alternative set of actions and tasks available in the event that the primary plan needs to be abandoned because of issues; risks; or other causes.
173
Fast Tracking
A schedule compression technique in which activities or phases normally done in sequence are performed in parallel for at least a portion of their duration.
174
Fee
Represents profit as a component of compensation to a seller.
175
Finish Date
A point in time associated with a schedule activity's completion. Usually qualified by one of the following: actual; planned; estimated; scheduled; early; late; baseline; target; or current.
176
Finish-to-Finish (FF)
A logical relationship in which a successor activity cannot finish until a predecessor activity has finished.
177
Finish-to-Start (FS)
A logical relationship in which a successor activity cannot start until a predecessor activity has finished.
178
Firm-Fixed-Price Contract (FFP)
A type of fixed price contract where the buyer pays the seller a set amount (as defined by the contract); regardless of the seller's costs
179
Fishbone diagram
See Cause and Effect Diagram.
180
Fixed Formula Method
An earned value method for assigning a specified percentage of budget value for a work package to the start milestone of the work package with the remaining budget value percentage assigned when the work package is complete.
181
Fixed Price Incentive Fee Contract (FPIF)
A type of contract where the buyer pays the seller a set amount (as defined by the contract); and the seller can earn an additional amount if the seller meets defined performance criteria
182
Fixed Price with Economic Price Adjustment Contracts (FP-EPA)
A fixed-price contract; but with a special provision allowing for predefined final adjustments to the contract price due to changed conditions; such as inflation changes; or cost increases (or decreases) for specific commodities. ;
183
Fixed-Price Contracts
An agreement that sets the fee that will be paid for a defined scope of work regardless of the cost or effort to deliver it.
184
Float Also called slack
See total float and free float.
185
Flowchart
The depiction in a diagram format of the inputs; process actions; and outputs of one or more processes within a system.
186
Focus Groups
An elicitation technique that brings together prequalified stakeholders and subject matter experts to learn about their expectations and attitudes about a proposed product; service; or result.
187
Forecast
An estimate or prediction of conditions and events in the project's future based on information and knowledge available at the time of the forecast. The information is based on the project's past performance and expected future performance; and includes information that could impact the project in the future; such as estimate at completion and estimate to complete.
188
Forward Pass
A critical path method technique for calculating the early start and early finish dates by working forward through the schedule model from the project start date or a given point in time.
189
Free Float
The amount of time that a schedule activity can be delayed without delaying the early start date of any successor or violating a schedule constraint.
190
Functional Manager
Someone with management authority over an organizational unit within a functional organization. The manager of any group that actually makes a product or performs a service. Sometimes called a line manager.
191
Functional Organization
A hierarchical organization where each employee has one clear superior; and staff are grouped by areas of specialization and managed by a person with expertise in that area
192
Funding Limit Reconciliation
The process of comparing the planned expenditure of project funds against any limits on the commitment of funds for the project to identify any variances between the funding limits and the planned expenditures.
193
Gantt Chart
A bar chart of schedule information where activities are listed on the vertical axis; dates are shown on the horizontal axis; and activity durations are shown as horizontal bars placed according to start and finish dates.
194
Grade
A category or rank used to distinguish items that have the same functional use (e.g "hammer") but do not share the same requirements for quality (e.g different hammers may need to withstand different amounts of force).
195
Ground Rules
Expectations regarding acceptable behavior by project team members.
196
Group Creativity Techniques
Techniques that are used to generate ideas within a group of stakeholders.
197
Group Decision-Making Techniques
Techniques to assess multiple alternatives that will be used to generate; classify; and prioritize product requirements.
198
Guideline
An official recommendation or advice that indicates policies; standards; or procedures for how something should be accomplished.
199
Hammock Activity
See summary activity.
200
Hard Logic
See mandatory dependency.
201
Histogram
A special form of bar chart used to describe the central tendency; dispersion; and shape of a statistical distribution.
202
Historical Information
Documents and data on prior projects including project files; records; correspondence; closed contracts; and closed projects.
203
Human Resource Management Plan
A component of the project management plan that describes how the roles and responsibilities; reporting relationships; and staff management will be addressed and structured.
204
Idea/Mind Mapping
Technique used to consolidate ideas created through individual brainstorming sessions into a single map to reflect commonality and differences in understanding and to generate new ideas.
205
Identify Risks
The process of determining which risks may affect the project and documenting their characteristics.
206
Identify Stakeholders
The process of identifying the people; groups; or organizations that could impact or be impacted by a decision; activity; or outcome of the project; and analyzing and documenting relevant information regarding their interests; involvement; interdependencies; influence; and potential impact on project success.
207
Imposed Date
A fixed date imposed on a schedule activity or schedule milestone; usually in the form of a "start no earlier than" and "finish no later than" date
208
Incentive Fee
A set of financial incentives related to cost; schedule; or technical performance of the seller.
209
Incremental Life Cycle
A project life cycle where the project scope is generally determined early in the project life cycle; but time and cost estimates are routinely modified as the project team's understanding of the product increases. Iterations develop the product through a series of repeated cycles; while increments successively add to the functionality of the product.
210
Independent Estimates
A process of using a third party to obtain and analyze information to support prediction of cost; schedule; or other items.
211
Influence Diagram
A graphical representation of situations showing causal influences; time ordering of events; and other relationships among variables and outcomes.
212
Information Gathering Techniques
Repeatable processes used to assemble and organize data across a spectrum of sources.
213
Information Management Systems
Facilities; processes; and procedures used to collect; store; and distribute information between producers and consumers of information in physical or electronic format.
214
Initiating Process Group
Those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase.
215
Input
Any item; whether internal or external to the project that is required by a process before that process proceeds. May be an output from a predecessor process
216
Inspection
Examining or measuring to verify whether an activity; component; product; result; or service conforms to specified requirements.
217
Inspections and Audits
A process to observe performance of contracted work or a promised product against agreed-upon requirements.
218
Interpersonal Skills
Ability to establish and maintain relationships with other people.
219
Interrelationship Digraphs
A quality management planning tool; the interrelationship digraphs provide a process for creative problem-solving in moderately complex scenarios that possess intertwined logical relationships
220
Interviews
A formal or informal approach to elicit information from stakeholders by talking to them directly.
221
Invitation for Bid (IFB)
Generally; this term is equivalent to request for proposal. However; in some application areas; it may have a narrower or more specific meaning. ;
222
Issue Log
A project document used to document and monitor elements under discussion or in dispute between project stakeholders.
223
Issue
A point or matter in question or in dispute; or a point or matter that is not settled and is under discussion or over which there are opposing views or disagreements
224
Iterative Life Cycle
A project life cycle where the project scope is generally determined early in the project life cycle; but time and cost estimates are routinely modified as the project team's understanding of the product increases. Iterations develop the product through a series of repeated cycles; while increments successively add to the functionality of the product.
225
Lag
The amount of time whereby a successor activity is required to be delayed with respect to a predecessor activity.
226
Late Finish Date (LF)
In the critical path method; the latest possible point in time when the uncompleted portions of a schedule activity can finish based on the schedule network logic; the project completion date; and any schedule constraints. ;
227
Late Start Date (LS)
In the critical path method; the latest possible point in time when the uncompleted portions of a schedule activity can start based on the schedule network logic; the project completion date; and any schedule constraints. ;
228
Lead
The amount of time whereby a successor activity can be advanced with respect to a predecessor activity.
229
Lessons Learned Knowledge Base
A store of historical information and lessons learned about both the outcomes of previous project selection decisions and previous project performance.
230
Lessons Learned
The knowledge gained during a project which shows how project events were addressed or should be addressed in the future with the purpose of improving future performance.
231
Level of Effort (LOE)
An activity that does not produce definitive end products and is measured by the passage of time. [Note: Level of effort is one of three earned valued management (EVM) types of activities used to measure work performance.]
232
Leveling
See resource leveling.
233
Life Cycle
See project life cycle.
234
Log
A document used to record and describe or denote selected items identified during execution of a process or activity. Usually used with a modifier; such as issue; quality control; action; or defect.
235
Logical Relationship
A dependency between two activities; or between an activity and a milestone
236
Majority
Support from more than 50 percent of the members of the group.
237
Make-or-Buy Analysis
The process of gathering and organizing data about product requirements and analyzing them against available alternatives including the purchase or internal manufacture of the product.
238
Make-or-Buy Decisions
Decisions made regarding the external purchase or internal manufacture of a product.
239
Manage Communications
The process of creating; collecting; distributing; storing; retrieving; and the ultimate disposition of project information in accordance with the communications management plan. ;
240
Manage Project Team
The process of tracking team member performance; providing feedback; resolving issues; and managing team changes to optimize project performance. ;
241
Manage Stakeholder Engagement
The process of communicating and working with stakeholders to meet their needs/expectations; address issues as they occur; and foster appropriate stakeholder engagement in project activities throughout the project life cycle.
242
Management Reserve
An amount of the project budget withheld for management control purposes. These are budgets reserved for unforeseen work that is within scope of the project. The management reserve is not included in the performance measurement baseline (PMB).
243
Management Skills
The ability to plan; organize; direct; and control individuals or groups of people to achieve specific goals. ;
244
Mandatory Dependency
A relationship that is contractually required or inherent in the nature of the work.
245
Market Research
The process of gathering information at conferences; online reviews; and a variety of sources to identify market capabilities.
246
Master Schedule
A summary-level project schedule that identifies the major deliverables and work breakdown structure components and key schedule milestones. See also milestone schedule.
247
Material
The aggregate of things used by an organization in any undertaking; such as equipment; apparatus; tools; machinery; gear; material; and supplies. ;
248
Matrix Diagrams
A quality management and control tool used to perform data analysis within the organizational structure created in the matrix. The matrix diagram seeks to show the strength of relationships between factors; causes; and objectives that exist between the rows and columns that form the matrix.
249
Matrix Organization
Any organizational structure in which the project manager shares responsibility with the functional managers for assigning priorities and for directing the work of persons assigned to the project.
250
Methodology
A system of practices; techniques; procedures; and rules used by those who work in a discipline. ;
251
Milestone List
A list identifying all project milestones and normally indicates whether the milestone is mandatory or optional.
252
Milestone Schedule
A summary-level schedule that identifies the major schedule milestones. See also master schedule.
253
Milestone
A significant point or event in a project; program; or portfolio.
254
Monitor and Control Project Work
The process of tracking; reviewing; and reporting the progress to meet the performance objectives defined in the project management plan.
255
Monitor
Collect project performance data with respect to a plan; produce performance measures; and report and disseminate performance information.
256
Monitoring and Controlling Process Group
Those processes required to track; review; and regulate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes.
257
Monte Carlo Simulation
A process which generates hundreds or thousands of probable performance outcomes based on probability distributions for cost and schedule on individual tasks. The outcomes are then used to generate a probability distribution for the project as a whole.
258
Most Likely Duration
An estimate of the most probable activity duration that takes into account all of the known variables that could affect performance.
259
Multi-Criteria Decision Analysis
This technique utilizes a decision matrix to provide a systematic analytical approach for establishing criteria; such as risk levels; uncertainty; and valuation; to evaluate and rank many ideas.
260
Near-Critical Activity
A schedule activity that has low total float. The concept of near-critical is equally applicable to a schedule activity or schedule network path. The limit below which total float is considered near critical is subject to expert judgment and varies from project to project.
261
Negotiated Settlements
The process of reaching final equitable settlement of all outstanding issues; claims; and disputes through negotiation.
262
Negotiation
The process and activities to resolving disputes through consultations between involved parties.
263
Network Analysis
See schedule network analysis.
264
Network Logic
The collection of schedule activity dependencies that makes up a project schedule network diagram.
265
Network Path
Any continuous series of schedule activities connected with logical relationships in a project schedule network diagram.
266
Network
See project schedule network diagram.
267
Networking
Establishing connections and relationships with other people from the same or other organizations.
268
Node
One of the defining points of a schedule network; a junction point joined to some or all of the other dependency lines.
269
Nominal Group Technique
A technique that enhances brainstorming with a voting process used to rank the most useful ideas for further brainstorming or for prioritization.
270
Nonconformance Work
In the cost of quality framework; nonconformance work is done to deal with the consequences of errors and failures in doing activities correctly on the first attempt. In efficient quality management systems; the amount of nonconformance work will approach zero.
271
Objective
Something toward which work is to be directed; a strategic position to be attained; a purpose to be achieved; a result to be obtained; a product to be produced; or a service to be performed. ;
272
Observations
A technique that provides a direct way of viewing individuals in their environment performing their jobs or tasks and carrying out processes.
273
Opportunity
A risk that would have a positive effect on one or more project objectives.
274
Optimistic Duration
An estimate of the shortest activity duration that takes into account all of the known variables that could affect performance.
275
Organizational Breakdown Structure (OBS)
A hierarchical representation of the project organization that illustrates the relationship between project activities and the organizational units that will perform those activities.
276
Organizational Process Assets
Plans; processes; policies; procedures; and knowledge bases that are specific to and used by the performing organization.
277
Organizational Project Management Maturity
The level of an organization's ability to deliver the desired strategic outcomes in a predictable; controllable; and reliable manner.
278
Output
A product; result; or service generated by a process. May be an input to a successor process.
279
Parametric Estimating
An estimating technique in which an algorithm is used to calculate cost or duration based on historical data and project parameters.
280
Pareto Diagram
A histogram; ordered by frequency of occurrence; that shows how many results were generated by each identified cause
281
Path Convergence
A relationship in which a schedule activity has more than one predecessor.
282
Path Divergence
A relationship in which a schedule activity has more than one successor.
283
Payment Systems
The system used to provide and track supplier's invoices and payments for services and products.
284
Percent Complete
An estimate expressed as a percent of the amount of work that has been completed on an activity or a work breakdown structure component.
285
Perform Integrated Change Control
The process of reviewing all change requests; approving changes and managing changes to deliverables; organizational process assets; project documents; and the project management plan; and communicating their disposition. ;
286
Perform Qualitative Risk Analysis
The process of prioritizing risks for further analysis or action by assessing and combining their probability of occurrence and impact.
287
Perform Quality Assurance
The process of auditing the quality requirements and the results from quality control measurements to ensure that appropriate quality standards and operational definitions are used.
288
Perform Quantitative Risk Analysis
The process of numerically analyzing the effect of identified risks on overall project objectives.
289
Performance Measurement Baseline
An approved; integrated scope-schedule-cost plan for the project work against which project execution is compared to measure and manage performance. The PMB includes contingency reserve; but excludes management reserve.
290
Performance Reporting
See work performance reports.
291
Performance Reports
See work performance reports.
292
Performance Reviews
A technique that is used to measure; compare; and analyze actual performance of work in progress on the project against the baseline.
293
Performing Organization
An enterprise whose personnel are most directly involved in doing the work of the project or program.
294
Pessimistic Duration
Estimate of the longest activity duration that takes into account all of the known variables that could affect performance.
295
Phase Gate
A review at the end of a phase in which a decision is made to continue to the next phase; to continue with modification; or to end a project or program.
296
Phase
See project phase.
297
Plan Communications Management
The process of developing an appropriate approach and plan for project communications based on stakeholder's information needs and requirements and available organizational assets.
298
Plan Cost Management
The process that establishes the policies; procedures; and documentation for planning; managing; expending; and controlling project costs. ;
299
Plan Human Resource Management
The process of identifying and documenting project roles; responsibilities; required skills; reporting relationships; and creating a staffing management plan.
300
Plan Procurement Management
The process of documenting project procurement decisions; specifying the approach; and identifying potential sellers.
301
Plan Quality Management
The process of identifying quality requirements and/or standards for the project and its deliverables; and documenting how the project will demonstrate compliance with quality requirements
302
Plan Risk Management
The process of defining how to conduct risk management activities for a project.
303
Plan Risk Responses
The process of developing options and actions to enhance opportunities and to reduce threats to project objectives.
304
Plan Schedule Management
The process of establishing the policies; procedures; and documentation for planning; developing; managing; executing; and controlling the project schedule.
305
Plan Scope Management
The process of creating a scope management plan that documents how the project scope will be defined; validated; and controlled.
306
Plan Stakeholder Management
The process of developing appropriate management strategies to effectively engage stakeholders throughout the project life cycle; based on the analysis of their needs; interests; and potential impact on project success. ;
307
Planned Value (PV)
The authorized budget assigned to scheduled work.
308
Planning Package
A work breakdown structure component below the control account with known work content but without detailed schedule activities. See also control account.
309
Planning Process Group
Those processes required to establish the scope of the project; refine the objectives; and define the course of action required to attain the objectives that the project was undertaken to achieve.
310
Plurality
Decisions made by the largest block in a group; even if a majority is not achieved
311
Policy
A structured pattern of actions adopted by an organization such that the organization's policy can be explained as a set of basic principles that govern the organization's conduct.
312
Portfolio Management
The centralized management of one or more portfolios to achieve strategic objectives.
313
Portfolio
Projects; programs; subportfolios; and operations managed as a group to achieve strategic objectives. ;
314
Practice
A specific type of professional or management activity that contributes to the execution of a process and that may employ one or more techniques and tools.
315
Precedence Diagramming Method (PDM)
A technique used for constructing a schedule model in which activities are represented by nodes and are graphically linked by one or more logical relationships to show the sequence in which the activities are to be performed.
316
Precedence Relationship
The term used in the precedence diagramming method for a logical relationship. In current usage; however; precedence relationship; logical relationship; and dependency are widely used interchangeably; regardless of the diagramming method used. See also logical relationship. ;
317
Precision
Within the quality management system; precision is a measure of exactness
318
Predecessor Activity
An activity that logically comes before a dependent activity in a schedule.
319
Predictive Life Cycle
A form of project life cycle in which the project scope; and the time and cost required to deliver that scope; are determined as early in the life cycle as possible.
320
Preferential Logic
See discretionary dependency.
321
Preferred Logic
See discretionary dependency.
322
Preventive Action
An intentional activity that ensures the future performance of the project work is aligned with the project management plan.
323
Prioritization Matrices
A quality management planning tool used to identify key issues and evaluate suitable alternatives to define a set of implementation priorities.
324
Probability and Impact Matrix
A grid for mapping the probability of each risk occurrence and its impact on project objectives if that risk occurs.
325
Procedure
An established method of accomplishing a consistent performance or result; a procedure typically can be described as the sequence of steps that will be used to execute a process
326
Process Analysis
A process analysis follows the steps outlined in the process improvement plan to identify needed improvements.
327
Process Decision Program Charts (PDPC)
The PDPC is used to understand a goal in relation to the steps for getting to the goal.
328
Process Improvement Plan
A subsidiary plan of the project management plan. It details the steps for analyzing processes to identify activities that enhance their value.
329
Process
A systematic series of activities directed towards causing an end result such that one or more inputs will be acted upon to create one or more outputs.
330
Procurement Audits
The review of contracts and contracting processes for completeness; accuracy; and effectiveness.
331
Procurement Documents
The documents utilized in bid and proposal activities; which include the buyer's Invitation for Bid; Invitation for Negotiations; Request for Information; Request for Quotation; Request for Proposal; and seller's responses.
332
Procurement Management Plan
A component of the project or program management plan that describes how a project team will acquire goods and services from outside the performing organization.
333
Procurement Performance Reviews
A structured review of the seller's progress to deliver project scope and quality; within cost and on schedule; as compared to the contract.
334
Procurement Statement of Work
Describes the procurement item in sufficient detail to allow prospective sellers to determine if they are capable of providing the products; services; or results.
335
Product Analysis
For projects that have a product as a deliverable; it is a tool to define scope that generally means asking questions about a product and forming answers to describe the use; characteristics; and other the relevant aspects of what is going to be manufactured. ;
336
Product Life Cycle
The series of phases that represent the evolution of a product; from concept through delivery; growth; maturity; and to retirement.
337
Product Scope Description
The documented narrative description of the product scope.
338
Product Scope
The features and functions that characterize a product; service; or result.
339
Product
An artifact that is produced; is quantifiable; and can be either an end item in itself or a component item. Additional words for products are material and goods. Contrast with result. See also deliverable.
340
Program Evaluation and Review Technique (PERT)
A technique for estimating that applies a weighted average of optimistic; pessimistic; and most likely estimates when there is uncertainty with the individual activity estimates.
341
Program Management
The application of knowledge; skills; tools; and techniques to a program to meet the program requirements and to obtain benefits and control not available by managing projects individually. ;
342
Program
A group of related projects; subprograms; and program activities managed in a coordinated way to obtain benefits not available from managing them individually.
343
Progressive Elaboration
The iterative process of increasing the level of detail in a project management plan as greater amounts of information and more accurate estimates become available.
344
Project Calendar
A calendar that identifies working days and shifts that are available for scheduled activities.
345
Project Charter
A document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.
346
Project Communications Management
Project Communications Management includes the processes that are required to ensure timely and appropriate planning; collection; creation; distribution; storage; retrieval; management; control; monitoring; and the ultimate disposition of project information. ;
347
Project Cost Management
Project Cost Management includes the processes involved in planning; estimating; budgeting; financing; funding; managing; and controlling costs so that the project can be completed within the approved budget.
348
Project Funding Requirements
Forecast project costs to be paid that are derived from the cost baseline for total or periodic requirements; including projected expenditures plus anticipated liabilities
349
Project Governance
The alignment of project objectives with the strategy of the larger organization by the project sponsor and project team. A project's governance is defined by and is required to fit within the larger context of the program or organization sponsoring it; but is separate from organizational governance
350
Project Human Resource Management
Project Human Resource Management includes the processes that organize; manage; and lead the project team.
351
Project Initiation
Launching a process that can result in the authorization of a new project.
352
Project Integration Management
Project Integration Management includes the processes and activities to identify; define; combine; unify; and coordinate the various processes and project management activities within the Project Management Process Groups.
353
Project Life Cycle
The series of phases that a project passes through from its initiation to its closure.
354
Project Management Body of Knowledge
An inclusive term that describes the sum of knowledge within the profession of project management. As with other professions; such as law; medicine; and accounting; the body of knowledge rests with the practitioners and academics that apply and advance it. The complete project management body of knowledge includes proven traditional practices that are widely applied and innovative practices that are emerging in the profession. The body of knowledge includes both published and unpublished materials. This body of knowledge is constantly evolving. PMI's PMBOK« Guide identifies a subset of the project management body of knowledge that is generally recognized as good practice.
355
Project Management Information System
An information system consisting of the tools and techniques used to gather; integrate; and disseminate the outputs of project management processes. It is used to support all aspects of the project from initiating through closing; and can include both manual and automated systems. ;
356
Project Management Knowledge Area
An identified area of project management defined by its knowledge requirements and described in terms of its component processes; practices; inputs; outputs; tools; and techniques. ;
357
Project Management Office (PMO)
An organizational structure that standardizes the project-related governance processes and facilitates the sharing of resources; methodologies; tools; and techniques. ;
358
Project Management Plan
The document that describes how the project will be executed monitored; and controlled
359
Project Management Process Group
A logical grouping of project management inputs; tools and techniques; and outputs. The Project Management Process Groups include initiating processes; planning processes; executing processes; monitoring and controlling processes; and closing processes. Project Management Process Groups are not project phases.
360
Project Management Staff
The members of the project team who perform project management activities such as schedule; communications; risk management; etc. ;
361
Project Management System
The aggregation of the processes; tools; techniques; methodologies; resources; and procedures to manage a project. ;
362
Project Management Team
The members of the project team who are directly involved in project management activities. On some smaller projects; the project management team may include virtually all of the project team members
363
Project Management
The application of knowledge; skills; tools; and techniques to project activities to meet the project requirements. ;
364
Project Manager (PM)
The person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.
365
Project Organization Chart
A document that graphically depicts the project team members and their interrelationships for a specific project.
366
Project Phase
A collection of logically related project activities that culminates in the completion of one or more deliverables.
367
Project Procurement Management
Project Procurement Management includes the processes necessary to purchase or acquire products; services; or results needed from outside the project team.
368
Project Quality Management
Project Quality Management includes the processes and activities of the performing organization that determine quality policies; objectives; and responsibilities so that the project will satisfy the needs for which it was undertaken.
369
Project Risk Management
Project Risk Management includes the processes of conducting risk management planning; identification; analysis; response planning; and controlling risk on a project.
370
Project Schedule Network Diagram
A graphical representation of the logical relationships among the project schedule activities.
371
Project Schedule
An output of a schedule model that presents linked activities with planned dates; durations; milestones; and resources. ;
372
Project Scope Management
Project Scope Management includes the processes required to ensure that the project includes all the work required; and only the work required; to complete the project successfully.
373
Project Scope Statement
The description of the project scope; major deliverables; assumptions; and constraints. ;
374
Project Scope
The work performed to deliver a product; service; or result with the specified features and functions.
375
Project Stakeholder Management
Project Stakeholder Management includes the processes required to identify the people; groups; or organizations that could impact or be impacted by the project; to analyze stakeholder expectations and their impact on the project; and to develop appropriate management strategies for effectively engaging stakeholders in project decisions and execution.
376
Project Statement of Work
See statement of work.
377
Project Team Directory
A documented list of project team members; their project roles; and communication information.
378
Project Team
A set of individuals who support the project manager in performing the work of the project to achieve its objectives.
379
Project Time Management
Project Time Management includes the processes required to manage the timely completion of the project.
380
Project
A temporary endeavor undertaken to create a unique product; service; or result.
381
Project-Based Organizations (PBOs)
A variety of organizational forms that involve the creation of temporary systems for the performance of projects. PBOs conduct the majority of their activities as projects and/or provide project over functional approaches.
382
Projectized Organization
Any organizational structure in which the project manager has full authority to assign priorities; apply resources; and direct the work of persons assigned to the project.
383
Proposal Evaluation Techniques
The process of reviewing proposals provided by suppliers to support contract award decisions.
384
Prototypes
A method of obtaining early feedback on requirements by providing a working model of the expected product before actually building it.
385
Quality Audits
A quality audit is a structured; independent process to determine if project activities comply with organizational and project policies; processes; and procedures. ;
386
Quality Checklists
A structured tool used to verify that a set of required steps has been performed.
387
Quality Control Measurements
The documented results of control quality activities.
388
Quality Function Deployment (QFD)
A facilitated workshop technique that helps to determine critical characteristics for new product development.
389
Quality Management and Control Tools
They are a type of quality planning tools used to link and sequence the activities identified.
390
Quality Management Plan
A component of the project or program management plan that describes how an organization's quality policies will be implemented.
391
Quality Management System
The organizational framework whose structure provides the policies; processes; procedures; and resources required to implement the quality management plan. The typical project quality management plan should be compatible to the organization's quality management system. ;
392
Quality Metrics
A description of a project or product attribute and how to measure it.
393
Quality Policy
A policy specific to the Project Quality Management Knowledge Area; it establishes the basic principles that should govern the organization's actions as it implements its system for quality management
394
Quality Requirement
A condition or capability that will be used to assess conformance by validating the acceptability of an attribute for the quality of a result.
395
Quality
The degree to which a set of inherent characteristics fulfills requirements.
396
Quantitative Risk Analysis and Modeling Techniques
Commonly used techniques for both event-oriented and project-oriented analysis approaches.
397
Questionnaires and Surveys
Written sets of questions designed to quickly accumulate information from a large number of respondents.
398
RACI
A common type of responsibility assignment matrix that uses responsible; accountable; consult; and inform statuses to define the involvement of stakeholders in project activities. ;
399
Records Management System
A specific set of processes; related control functions; and tools that are consolidated and combined to record and retain information about the project.
400
Regression Analysis
An analytic technique where a series of input variables are examined in relation to their corresponding output results in order to develop a mathematical or statistical relationship.
401
Regulation
Requirements imposed by a governmental body. These requirements can establish product; process; or service characteristics; including applicable administrative provisions that have government-mandated compliance. ;
402
Reporting Systems
Facilities; processes; and procedures used to generate or consolidate reports from one or more information management systems and facilitate report distribution to the project stakeholders.
403
Request for Information (RFI)
A type of procurement document whereby the buyer requests a potential seller to provide various pieces of information related to a product or service or seller capability.
404
Request for Proposal (RFP)
A type of procurement document used to request proposals from prospective sellers of products or services. In some application areas; it may have a narrower or more specific meaning
405
Request for Quotation (RFQ)
A type of procurement document used to request price quotations from prospective sellers of common or standard products or services. Sometimes used in place of request for proposal and; in some application areas; it may have a narrower or more specific meaning.
406
Requested Change
A formally documented change request that is submitted for approval to the integrated change control process.
407
Requirement
A condition or capability that is required to be present in a product; service; or result to satisfy a contract or other formally imposed specification.
408
Requirements Documentation
A description of how individual requirements meet the business need for the project.
409
Requirements Management Plan
A component of the project or program management plan that describes how requirements will be analyzed; documented; and managed.
410
Requirements Traceability Matrix
A grid that links product requirements from their origin to the deliverables that satisfy them.
411
Reserve Analysis
An analytical technique to determine the essential features and relationships of components in the project management plan to establish a reserve for the schedule duration; budget; estimated cost; or funds for a project. ;
412
Reserve
A provision in the project management plan to mitigate cost and/or schedule risk. Often used with a modifier (e.g management reserve; contingency reserve) to provide further detail on what types of risk are meant to be mitigated.
413
Residual Risk
A risk that remains after risk responses have been implemented.
414
Resource Breakdown Structure
A hierarchical representation of resources by category and type.
415
Resource Calendar
A calendar that identifies the working days and shifts on which each specific resource is available.
416
Resource Histogram
A bar chart showing the amount of time that a resource is scheduled to work over a series of time periods. Resource availability may be depicted as a line for comparison purposes. Contrasting bars may show actual amounts of resources used as the project progresses.
417
Resource Leveling
A technique in which start and finish dates are adjusted based on resource constraints with the goal of balancing demand for resources with the available supply.
418
Resource Optimization Techniques
A technique that is used to adjust the start and finish dates of activities that adjust planned resource use to be equal to or less than resource availability.
419
Resource Smoothing
A technique which adjusts the activities of a schedule model such that the requirement for resources on the project do not exceed certain predefined resource limits.
420
Resource
Skilled human resources (specific disciplines either individually or in crews or teams); equipment; services; supplies; commodities; material; budgets; or funds. ;
421
Responsibility Assignment Matrix (RAM)
A grid that shows the project resources assigned to each work package.
422
Responsibility
An assignment that can be delegated within a project management plan such that the assigned resource incurs a duty to perform the requirements of the assignment.
423
Result
An output from performing project management processes and activities. Results include outcomes (e.g integrated systems; revised process; restructured organization; tests; trained personnel; etc.) and documents (e.g policies; plans; studies; procedures; specifications; reports; etc.). Contrast with product. See also deliverable
424
Rework
Action taken to bring a defective or nonconforming component into compliance with requirements or specifications.
425
Risk Acceptance
A risk response strategy whereby the project team decides to acknowledge the risk and not take any action unless the risk occurs.
426
Risk Appetite
The degree of uncertainty an entity is willing to take on; in anticipation of a reward
427
Risk Audits
Examination and documentation of the effectiveness of risk responses in dealing with identified risks and their root causes; as well as the effectiveness of the risk management process
428
Risk Avoidance
A risk response strategy whereby the project team acts to eliminate the threat or protect the project from its impact.
429
Risk Breakdown Structure (RBS)
A hierarchical representation of risks according to their risk categories.
430
Risk Categorization
Organization by sources of risk (e.g using the RBS); the area of the project affected (e.g using the WBS); or other useful category (e.g project phase) to determine the areas of the project most exposed to the effects of uncertainty. ;
431
Risk Category
A group of potential causes of risk.
432
Risk Data Quality Assessment
Technique to evaluate the degree to which the data about risks is useful for risk management.
433
Risk Management Plan
A component of the project; program; or portfolio management plan that describes how risk management activities will be structured and performed.
434
Risk Mitigation
A risk response strategy whereby the project team acts to reduce the probability of occurrence or impact of a risk.
435
Risk Reassessment
Risk reassessment is the identification of new risks; reassessment of current risks; and the closing of risks that are outdated.
436
Risk Register
A document in which the results of risk analysis and risk response planning are recorded.
437
Risk Threshold
Measure of the level of uncertainty or the level of impact at which a stakeholder may have a specific interest. Below that risk threshold; the organization will accept the risk. Above that risk threshold; the organization will not tolerate the risk.
438
Risk Tolerance
The degree; amount; or volume of risk that an organization or individual will withstand.
439
Risk Transference
A risk response strategy whereby the project team shifts the impact of a threat to a third party; together with ownership of the response
440
Risk Urgency Assessment
Review and determination of the timing of actions that may need to occur sooner than other risk items.
441
Risk
An uncertain event or condition that; if it occurs; has a positive or negative effect on one or more project objectives.
442
Role
A defined function to be performed by a project team member; such as testing; filing; inspecting; or coding.
443
Rolling Wave Planning
An iterative planning technique in which the work to be accomplished in the near term is planned in detail; while the work in the future is planned at a higher level
444
Root Cause Analysis
An analytical technique used to determine the basic underlying reason that causes a variance or a defect or a risk. A root cause may underlie more than one variance or defect or risk.
445
Scatter Diagram
A correlation chart that uses a regression line to explain or to predict how the change in an independent variable will change a dependent variable.
446
Schedule Baseline
The approved version of a schedule model that can be changed only through formal change control procedures and is used as a basis for comparison to actual results.
447
Schedule Compression
Techniques used to shorten the schedule duration without reducing the project scope.
448
Schedule Data
The collection of information for describing and controlling the schedule.
449
Schedule Forecasts
Estimates or predictions of conditions and events in the project's future based on information and knowledge available at the time the schedule is calculated.
450
Schedule Management Plan
A component of the project management plan that establishes the criteria and the activities for developing; monitoring; and controlling the schedule.
451
Schedule Model
A representation of the plan for executing the project's activities including durations; dependencies; and other planning information; used to produce a project schedule along with other scheduling artifacts. ;
452
Schedule Network Analysis
The technique of identifying early and late start dates; as well as early and late finish dates; for the uncompleted portions of project schedule activities. See also backward pass; critical path method; critical chain method; and resource leveling. ;
453
Schedule Network Templates
A set of activities and relationships that have been established that can be used repeatedly for a particular application area or an aspect of the project where a prescribed sequence is desired.
454
Schedule Performance Index (SPI)
A measure of schedule efficiency expressed as the ratio of earned value to planned value.
455
Schedule Variance (SV)
A measure of schedule performance expressed as the difference between the earned value and the planned value.
456
Schedule
See project schedule and see also schedule model.
457
Scheduling Tool
A tool that provides schedule component names; definitions; structural relationships; and formats that support the application of a scheduling method. ;
458
Scope Baseline
The approved version of a scope statement; work breakdown structure (WBS); and its associated WBS dictionary; that can be changed only through formal change control procedures and is used as a basis for comparison. ;
459
Scope Change
Any change to the project scope. A scope change almost always requires an adjustment to the project cost or schedule.
460
Scope Creep
The uncontrolled expansion to product or project scope without adjustments to time; cost; and resources.
461
Scope Management Plan
A component of the project or program management plan that describes how the scope will be defined; developed; monitored; controlled; and verified.
462
Scope
The sum of the products; services; and results to be provided as a project. See also project scope and product scope.
463
Secondary Risk
A risk that arises as a direct result of implementing a risk response.
464
Selected Sellers
The sellers which have been selected to provide a contracted set of services or products.
465
Seller Proposals
Formal responses from sellers to a request for proposal or other procurement document specifying the price; commercial terms of sale; and technical specifications or capabilities the seller will do for the requesting organization that; if accepted; would bind the seller to perform the resulting agreement.
466
Seller
A provider or supplier of products; services; or results to an organization.
467
Sensitivity Analysis
A quantitative risk analysis and modeling technique used to help determine which risks have the most potential impact on the project. It examines the extent to which the uncertainty of each project element affects the objective being examined when all other uncertain elements are held at their baseline values. The typical display of results is in the form of a tornado diagram.
468
Sequence Activities
The process of identifying and documenting relationships among the project activities.
469
Seven Basic Quality Tools
A standard toolkit used by quality management professionals who are responsible for planning; monitoring; and controlling the issues related to quality in an organization.
470
Simulation
A simulation uses a project model that translates the uncertainties specified at a detailed level into their potential impact on objectives that are expressed at the level of the total project. Project simulations use computer models and estimates of risk; usually expressed as a probability distribution of possible costs or durations at a detailed work level; and are typically performed using Monte Carlo analysis.
471
Soft Logic
See discretionary dependency.
472
Source Selection Criteria
A set of attributes desired by the buyer which a seller is required to meet or exceed to be selected for a contract.
473
Specification Limits
The area; on either side of the centerline; or mean; of data plotted on a control chart that meets the customer's requirements for a product or service. This area may be greater than or less than the area defined by the control limits. See also control limits. ;
474
Specification
A document that specifies; in a complete; precise; verifiable manner; the requirements; design; behavior; or other characteristics of a system; component; product; result; or service and the procedures for determining whether these provisions have been satisfied. Examples are: requirement specification; design specification; product specification; and test specification.
475
Sponsor
A person or group who provides resources and support for the project; program; or portfolio and is accountable for enabling success.
476
Sponsoring Organization
The entity responsible for providing the project's sponsor and a conduit for project funding or other project resources.
477
Staffing Management Plan
A component of the human resource plan that describes when and how project team members will be acquired and how long they will be needed.
478
Stakeholder Analysis
A technique of systematically gathering and analyzing quantitative and qualitative information to determine whose interests should be taken into account throughout the project.
479
Stakeholder Management Plan
The stakeholder management plan is a subsidiary plan of the project management plan that defines the processes; procedures; tools; and techniques to effectively engage stakeholders in project decisions and execution based on the analysis of their needs; interests; and potential impact. ;
480
Stakeholder Register
A project document including the identification; assessment; and classification of project stakeholders.
481
Stakeholder
An individual; group; or organization who may affect; be affected by; or perceive itself to be affected by a decision; activity; or outcome of a project.
482
Standard
A document that provides; for common and repeated use; rules; guidelines; or characteristics for activities or their results; aimed at the achievement of the optimum degree of order in a given context. ;
483
Start Date
A point in time associated with a schedule activity's start; usually qualified by one of the following: actual; planned; estimated; scheduled; early; late; target; baseline; or current. ;
484
Start-to-Finish (SF)
A logical relationship in which a successor activity cannot finish until a predecessor activity has started.
485
Start-to-Start (SS)
A logical relationship in which a successor activity cannot start until a predecessor activity has started.
486
Statement of Work (SOW)
A narrative description of products; services; or results to be delivered by the project.
487
Statistical Sampling
Choosing part of a population of interest for inspection.
488
Subnetwork
A subdivision (fragment) of a project schedule network diagram; usually representing a subproject or a work package. Often used to illustrate or study some potential or proposed schedule condition; such as changes in preferential schedule logic or project scope.
489
Subproject
A smaller portion of the overall project created when a project is subdivided into more manageable components or pieces.
490
Successor Activity
A dependent activity that logically comes after another activity in a schedule.
491
Summary Activity
A group of related schedule activities aggregated and displayed as a single activity.
492
SWOT Analysis
Analysis of strengths; weaknesses; opportunities; and threats of an organization; project; or option. ;
493
Tailor
The act of carefully selecting process and related inputs and outputs contained within the PMBOK« Guide to determine a subset of specific processes that will be included within a project's overall management approach.
494
Team Members
See project team members.
495
Technique
A defined systematic procedure employed by a human resource to perform an activity to produce a product or result or deliver a service; and that may employ one or more tools
496
Templates
A partially complete document in a predefined format that provides a defined structure for collecting; organizing; and presenting information and data.
497
Threat
A risk that would have a negative effect on one or more project objectives.
498
Three-Point Estimate
A technique used to estimate cost or duration by applying an average of optimistic; pessimistic; and most likely estimates when there is uncertainty with the individual activity estimates.
499
Threshold
A cost; time; quality; technical; or resource value used as a parameter; and which may be included in product specifications. Crossing the threshold should trigger some action; such as generating an exception report.
