Key Definitions Flashcards
(463 cards)
1
Q
Acceptance Criteria
A
A set of conditions that is required to be met before deliverables are accepted
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 Resources
A
The process of obtaining team members, facilities, equipment, materials, supplies, and other resources necessary to complete project work
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
A
A distinct, scheduled portion of work performed during the course of a project
7
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
8
Q
Activity Duration
A
The time in calendar units between the start and finish of a schedule activity
9
Q
Activity Duration Estimates
A
The quantitative assessments of the likely number of time periods that are required to complete and activity
10
Q
Activity List
A
A document 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
11
Q
Activity-on-Node (AON)
A
See: Precedence Diagramming Method (PDM)
12
Q
Actual Cost (AC)
A
The realized cost incurred for the work performed on an activity during a specific time period
13
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 is the schedule activity is in progress or the actual finish date if the schedule activity is complete
14
Q
Adaptive Life Cycle
A
A project life cycle that is iterative or incremental
15
Q
Affinity Diagrams
A
A technique that allows large numbers of ideas to be classified into groups for review and analysis
16
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.
17
Q
Alternative Analysis
A
A technique used to evaluate identified options in order to select the options or approaches to use
to execute and perform the work of the project
18
Q
Analogous Estimating
A
A technique for estimating the duration or cost of an activity or a project using historical data
from a similar activity or project.
19
Q
Analytical Techniques
A
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.
20
Q
Assumption
A
A factor in the planning process that is considered to be true, real, or certain, without proof or demonstration.
21
Q
Assumption Log
A
A project document used to record all assumptions and constraints throughout the project life cycle.
22
Q
Attribute Spending
A
Method of measuring quality that consists of noting the presence (or absence) of some characteristic
(attribute) in each of the units under consideration.
23
Q
Authority
A
The right to apply project resources, expend funds, make decisions, or give approvals.
24
Q
Backward Pass
A
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.
25
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.
26
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 to actual results.
27
Basis of Estimates
Supporting documentation outlining the details used in establishing project estimates such as
assumptions, constraints, level of detail, ranges, and confidence levels.
28
Benchmarking
Benchmarking is the comparison of actual or planned products, processes, and practices to those
of comparable organizations to identify best practices, generate ideas for improvement, and provide a basis for
measuring performance.
29
Benefits Management Plan
The documented explanation defining the processes for creating, maximizing, and
sustaining the benefits provided by a project or program.
30
Bid Documents
All documents used to solicit information, quotations, or proposals from prospective sellers.
31
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.
32
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).
33
Budget
The approved estimate for the project or any work breakdown structure component or any schedule activity.
34
Budget at Completion (BAC)
The sum of all budgets established for the work to be performed.
35
Buffer
See "Reserve" Definition
36
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.
37
Business Value
The net quantifiable benefit derived from a business endeavor. The benefit may be tangible,
intangible, or both.
38
Cause and Effect Diagram
A decomposition technique that helps trace an undesirable effect back to its root cause.
39
Change
A modification to any formally controlled deliverable, project management plan component, or project document
40
Change Control
process whereby modifications to documents, deliverables, or baselines associated with the project
are identified, documented, approved, or rejected
41
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.
42
Change Control System
A set of procedures that describes how modifications to the project deliverables and
documentation are managed and controlled
43
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
44
Change Log
A comprehensive list of changes submitted during the project and their current status.
45
Change Management Plan
A component of the project management plan that establishes the change control board,
documents the extent of its authority, and describes how the change control system will be implemented
46
Change Request
A formal proposal to modify a document, deliverable, or baseline.
47
Checklist Analysis
A technique for systematically reviewing materials using a list for accuracy and completeness
48
Checksheets
A tally sheet that can be used as a checklist when gathering data.
49
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
50
Claims Administration
The process of processing, adjudicating, and communicating contract claims
51
Close Project or Phase
The process of finalizing all activities for the project, phase, or contract
52
Closing Process Group
The process(es) performed to formally complete or close a project, phase, or contract
53
Code of Accounts
A numbering system used to uniquely identify each component of the work breakdown
structure (WBS).
54
Collect Requirements
The process of determining, documenting, and managing stakeholder needs and requirements
to meet project objectives.
55
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
56
Communication Methods
A systematic procedure, technique, or process used to transfer information among project
stakeholders.
57
Communication Models
A description, analogy, or schematic used to represent how the communication process will
be performed for the project.
58
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.
59
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
60
Communication Styles Assessment
technique to identify the preferred communication method, format, and content
for stakeholders for planned communication activities.
61
Communication Technology
Specific tools, systems, computer programs, etc., used to transfer information among
project stakeholders
62
Conduct Procurements
The process of obtaining seller responses, selecting a seller, and awarding a contract
63
Configuration Management Plan
A component of the project management plan that describes how to identify and
account for project artifacts under configuration control, and how to record and report changes to them.
64
Configuration Management System
A collection of procedures used to track project artifacts and monitor and control
changes to these artifacts.
65
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
66
Constraint
A limiting factor that affects the execution of a project, program, portfolio, or process
67
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
68
Contingency
An event or occurrence that could affect the execution of the project that may be accounted for with
a reserve.
69
Contingency Reserve
Time or money allocated in the schedule or cost baseline for known risks with active
response strategies.
70
Contingent Response Strategies
Responses provided which may be used in the event that a specific trigger occurs.
71
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
72
Contract Change Control System
he system used to collect, track, adjudicate, and communicate changes to
a contract
73
Control
Comparing actual performance with planned performance, analyzing variances, assessing trends to effect
process improvements, evaluating possible alternatives, and recommending appropriate corrective action as ne
74
Control Account
A management control point where scope, budget, actual cost, and schedule are integrated and
compared to earned value for performance measurement
75
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.
76
Control Costs
The process of monitoring the status of the project to update the project costs and manage changes to
the cost baseline.
77
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.
78
Control Procurements
The process of managing procurement relationships, monitoring contract performance, making
changes and corrections as appropriate, and closing out contracts.
79
Control Quality
The process of monitoring and recording results of executing the quality management activities to
assess performance and ensure the project outputs are complete, correct, and meet customer expectations.
80
Control Resources
The process of ensuring that the physical resources assigned and allocated to the project are
available as planned, as well as monitoring the planned versus actual utilization of resources and performing corrective
action as necessary.
81
Control Schedule
The process of monitoring the status of the project to update the project schedule and manage
changes to the schedule baseline.
82
Control Scope
The process of monitoring the status of the project and product scope and managing changes to the
scope baseline.
83
Corrective Action
An intentional activity that realigns the performance of the project work with the project
management plan.
84
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.
85
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
86
Cost-Benefit Analysis
A financial analysis tool used to determine the benefits provided by a project against its costs
87
Cost Management Plan
A component of a project or program management plan that describes how costs will be
planned, structured, and controlled.
88
Cost of Quality (CoQ)
All costs incurred over the life of the product by investment in preventing nonconformance to
requirements, appraisal of the product or service for conformance to requirements, and failure to meet requirements
89
Cost Performance Index (CPI)
A measure of the cost efficiency of budgeted resources expressed as the ratio of earned
value to actual cost
90
Cost Plus Award Fee Contract (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
91
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).
92
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.
93
Cost-Reimbursable Contract
A type of contract involving payment to the seller for the seller’s actual costs, plus a fee
typically representing the seller’s profit.
94
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.
95
Crashing
A technique used to shorten the schedule duration for the least incremental cost by adding resources
96
Create WBS
The process of subdividing project deliverables and project work into smaller, more manageable
components.
97
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
98
Critical Path
The sequence of activities that represents the longest path through a project, which determines the
shortest possible duration.
99
Critical Path Activity
Any activity on the critical path in a project schedule.
100
Critical Path Method (CPM)
A method used to estimate the minimum project duration and determine the amount
of schedule flexibility on the logical network paths within the schedule model
101
Data
Discrete, unorganized, unprocessed measurements or raw observations
102
Data Analysis Techniques
Techniques used to organize, assess, and evaluate data and information
103
Data Date
A point in time when the status of the project is recorded
104
Data Gathering Techniques
Techniques used to collect data and information from a variety of sources.
105
Data Representation Techniques
Graphic representations or other methods used to convey data and information
106
Decision-Making Techniques
Techniques used to select a course of action from different alternatives
107
Decision Tree Analysis
A diagramming and calculation technique for evaluating the implications of a chain of multiple
options in the presence of uncertainty
108
Decomposition
A technique used for dividing and subdividing the project scope and project deliverables into smaller,
more manageable parts
109
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
110
Defect Repair
An intentional activity to modify a nonconforming product or product component
111
Define Activities
The process of identifying and documenting the specific actions to be performed to produce the
project deliverables.
112
Define Scope
The process of developing a detailed description of the project and product
113
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.
114
Dependency
See definition of "Logical Relationship"
115
Determine Budget
The process of aggregating the estimated costs of individual activities or work packages to establish
an authorized cost baseline
116
Development Approach
The method used to create and evolve the product, service, or result during the project life
cycle, such as predictive, iterative, incremental, agile, or a hybrid method
117
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
118
Develop Project Management Plan
The process of defining, preparing, and coordinating all plan components and
consolidating them into an integrated project management plan.
119
Develop Schedule
The process of analyzing activity sequences, durations, resource requirements, and schedule
constraints to create the project schedule model for project execution and monitoring and controlling
120
Develop Team
The process of improving competences, team member interaction, and overall team environment to
enhance project performance
121
Diagramming Techniques
Approaches to presenting information with logical linkages that aid in understanding
122
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
123
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.]
124
Discretionary Dependency
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
125
Documentation Reviews
The process of gathering a corpus of information and reviewing it to determine accuracy
and completeness.
126
Duration
The total number of work periods required to complete an activity or work breakdown structure component,
expressed in hours, days, or weeks. Contrast with effort.
127
Early Finish Date (EF)
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.
128
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
129
Earned Value (EV)
The measure of work performed expressed in terms of the budget authorized for that work.
130
Earned Value Management (EVM)
A methodology that combines scope, schedule, and resource measurements to assess
project performance and progress.
131
Effort
The number of labor units required to complete a schedule activity or work breakdown structure component,
often expressed in hours, days, or weeks. Contrast with duration
132
Emotional Intelligence
The ability to identify, assess, and manage the personal emotions of oneself and other people,
as well as the collective emotions of groups of people
133
Enterprise Environmental Factors
Conditions, not under the immediate control of the team, that influence, constrain,
or direct the project, program, or portfolio.
134
Estimate
A quantitative assessment of the likely amount or outcome of a variable, such as project costs, resources,
effort, or durations.
135
Estimate Activity Durations
The process of estimating the number of work periods needed to complete individual
activities with the estimated resources
136
Estimate Activity Resources
The process of estimating team resources and the type and quantities of material,
equipment, and supplies necessary to perform project work
137
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.
138
Estimate Costs
The process of developing an approximation of the monetary resources needed to complete
project work.
139
Estimate to Complete (ETC)
The expected cost to finish all the remaining project work
140
Execute
Directing, managing, performing, and accomplishing the project work; providing the deliverables; and providing
work performance information
141
Executing Process Group
Those processes performed to complete the work defined in the project management plan
to satisfy the project requirements
142
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
143
Explicit Knowledge
Knowledge that can be codified using symbols such as words, numbers, and pictures.
144
External Dependency
A relationship between project activities and non-project activities.
145
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
146
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
147
Fee
Represents profit as a component of compensation to a seller
148
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.
149
Finish-to-Finish (FF)
A logical relationship in which a successor activity cannot finish until a predecessor activity
has finished.
150
Finish-to-Start (FS)
A logical relationship in which a successor activity cannot start until a predecessor activity
has finished.
151
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.
152
Fixed Price Contract
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.
153
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
154
Fixed Price with Economic Price Adjustment Contract (FPEPA)
```
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
```
155
Flowchart
The depiction in a diagram format of the inputs, process actions, and outputs of one or more processes
within a system
156
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.
157
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
158
Forward Pass
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
159
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
160
Functional Organization
An organizational structure in which staff is grouped by areas of specialization and the project
manager has limited authority to assign work and apply resources
161
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
162
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.
163
Grade
A category or rank used to distinguish items that have the same functional use but do not share the same
requirements for quality
164
Ground Rules
Expectations regarding acceptable behavior by project team members
165
Histogram
A bar chart that shows the graphical representation of numerical data
166
Historical Information
Documents and data on prior projects including project files, records, correspondence, closed
contracts, and closed projects.
167
Identify Risks
The process of identifying individual risks as well as sources of overall risk and documenting their
characteristics.
168
Identify Stakeholders
The process of identifying project stakeholders regularly and analyzing and documenting
relevant information regarding their interests, involvement, interdependencies, influence, and potential impact on
project success.
169
Implement Risk Responses
The process of implementing agreed-upon risk response plans
170
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
171
Incentive Fee
A set of financial incentives related to cost, schedule, or technical performance of the seller
172
Incremental Life Cycle
An adaptive project life cycle in which the deliverable is produced through a series of iterations
that successively add functionality within a predetermined time frame. The deliverable contains the necessary and
sufficient capability to be considered complete only after the final iteration
173
Independent Estimates
A process of using a third party to obtain and analyze information to support prediction of cost,
schedule, or other items.
174
Influence Diagram
A graphical representation of situations showing causal influences, time ordering of events, and
other relationships among variables and outcomes.
175
Information
Organized or structured data, processed for a specific purpose to make it meaningful, valuable, and useful
in specific contexts.
176
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
177
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
178
Input
Any item, whether internal or external to the project, which is required by a process before that process proceeds.
May be an output from a predecessor process
179
Inspection
Examination of a work product to determine whether it conforms to documented standards
180
Interpersonal and Team Skills
Skills used to effectively lead and interact with team members and other stakeholders
181
Interpersonal Skills
Skills used to establish and maintain relationships with other people
182
Interviews
A formal or informal approach to elicit information from stakeholders by talking to them directly.
183
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
184
Issue
current condition or situation that may have an impact on the project objectives
185
Issue Log
A project document where information about issues is recorded and monitored
186
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.
187
Knowledge
A mixture of experience, values and beliefs, contextual information, intuition, and insight that people use to
make sense of new experiences and information
188
Lag
The amount of time whereby a successor activity will be delayed with respect to a predecessor activity
189
Late Finish Date (LF)
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.
190
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
191
Lead
The amount of time whereby a successor activity can be advanced with respect to a predecessor activity
192
Lessons Learned
The knowledge gained during a project which shows how project events were addressed or should
be addressed in the future for the purpose of improving future performance.
193
Lessons Learned Register
A project document used to record knowledge gained during a project so that it can be used
in the current project and entered into the lessons learned repository
194
Lessons Learned Repository
A store of historical information about lessons learned in projects
195
Level of Effort (LOE)
An activity that does not produce definitive end products and is measured by the passage of time
196
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, change, issue, or assumption
197
Logical Relationship
dependency between two activities, or between an activity and a milestone
198
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
199
Make-or-Buy Decisions
Decisions made regarding the external purchase or internal manufacture of a product.
200
Manage Communications
Manage Communications is the process of ensuring timely and appropriate collection,
creation, distribution, storage, retrieval, management, monitoring, and the ultimate disposition of project information
201
Management Reserve
An amount of the project budget or project schedule held outside of the performance
measurement baseline (PMB) for management control purposes, that is reserved for unforeseen work that is within
scope of the project.
202
Management Skills
The ability to plan, organize, direct, and control individuals or groups of people to achieve
specific goals.
203
Manage Project Knowledge
The process of using existing knowledge and creating new knowledge to achieve the
project’s objectives and contribute to organizational learning
204
Manage Quality
The process of translating the quality management plan into executable quality activities that
incorporate the organization’s quality policies into the project.
205
Manage Stakeholder Engagement
The process of communicating and working with stakeholders to meet their needs
and expectations, address issues, and foster appropriate stakeholder involvement
206
Manage Team
The process of tracking team member performance, providing feedback, resolving issues, and managing
team changes to optimize project performance
207
Mandatory Dependency
A relationship that is contractually required or inherent in the nature of the work.
208
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
209
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
210
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
211
Methodology
A system of practices, techniques, procedures, and rules used by those who work in a discipline.
212
Milestone
A significant point or event in a project, program, or portfolio.
213
Milestone Schedule
A type of schedule that presents milestones with planned dates. See also master schedule.
214
Mind-Mapping
A 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.
215
Monitor
Collect project performance data, produce performance measures, and report and disseminate
performance information
216
Monitor and Control Project Work
The process of tracking, reviewing, and reporting overall progress to meet the
performance objectives defined in the project management plan.
217
Monitor Communications
The process of ensuring that the information needs of the project and its stakeholders
are met.
218
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
219
Monitor Risks
The process of monitoring the implementation of agreed-upon risk response plans, tracking identified
risks, identifying and analyzing new risks, and evaluating risk process effectiveness throughout the project
220
Monitor Stakeholder Engagement
The process of monitoring project stakeholder relationships, and tailoring strategies
for engaging stakeholders through the modification of engagement strategies and plans.
221
Monte Carlo Simulation
An analysis technique where a computer model is iterated many times, with the input
values chosen at random for each iteration driven by the input data, including probability distributions and probabilistic
branches. Outputs are generated to represent the range of possible outcomes for the project.
222
Multicriteria 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
223
Network Logic
All activity dependencies in a project schedule network diagram.
224
Network Path
A sequence of activities connected by logical relationships in a project schedule network diagram
225
Networking
Establishing connections and relationships with other people from the same or other organizations
226
Node
A point at which dependency lines connect on a schedule network diagram.
227
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
228
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
229
Opportunity
A risk that would have a positive effect on one or more project objectives
230
Organizational Breakdown Structure (OBS)
A hierarchical representation of the project organization, which illustrates
the relationship between project activities and the organizational units that will perform those activities
231
Organizational Learning
A discipline concerned with the way individuals, groups, and organizations develop knowledge
232
Organizational Process Assets
Plans, processes, policies, procedures, and knowledge bases that are specific to and
used by the performing organization.
233
Output
A product, result, or service generated by a process. May be an input to a successor process
234
Overall Project Risk
The effect of uncertainty on the project as a whole, arising from all sources of uncertainty
including individual risks, representing the exposure of stakeholders to the implications of variations in project
outcome, both positive and negative
235
Parametric Estimating
An estimating technique in which an algorithm is used to calculate cost or duration based on
historical data and project parameters.
236
Path Convergence
A relationship in which a schedule activity has more than one predecessor
237
Path Divergence
A relationship in which a schedule activity has more than one successor
238
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.
239
Performance Measurement Baseline (PMB)
Integrated scope, schedule, and cost baselines used for comparison to
manage, measure, and control project execution.
240
Performance Reviews
A technique that is used to measure, compare, and analyze actual performance of work in
progress on the project against the baseline
241
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 the decisions.
242
Perform Qualitative Risk Analysis
The process of prioritizing individual project risks for further analysis or action by
assessing their probability of occurrence and impact as well as other characteristics
243
Perform Quantitative Risk Analysis
The process of numerically analyzing the combined effect of identified individual
project risks and other sources of uncertainty on overall project objectives.
244
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
245
Plan Communications Management
The process of developing an appropriate approach and plan for project
communication activities based on the information needs of each stakeholder or group, available organizational assets,
and the needs of the project.
246
Plan Cost Management
The process of defining how the project costs will be estimated, budgeted, managed,
monitored, and controlled
247
Planned Value (PV)
The authorized budget assigned to scheduled work.
248
Planning Package
A work breakdown structure component below the control account with known work content but
without detailed schedule activities. See also control account
249
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
250
Plan Procurement Management
The process of documenting project procurement decisions, specifying the approach,
and identifying potential sellers.
251
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 and/or standards
252
Plan Resource Management
The process of defining how to estimate, acquire, manage, and utilize physical and
team resources.
253
Plan Risk Management
The process of defining how to conduct risk management activities for a project.
254
Plan Risk Responses
The process of developing options, selecting strategies, and agreeing on actions to address
overall project risk exposure, as well as to treat individual project risks.
255
Plan Schedule Management
The process of establishing the policies, procedures, and documentation for planning,
developing, managing, executing, and controlling the project schedule
256
Plan Scope Management
The process of creating a scope management plan that documents how the project and
product scope will be defined, validated, and controlled
257
Plan Stakeholder Engagement
The process of developing approaches to involve project stakeholders, based on their
needs, expectations, interests, and potential impact on the project
258
Plurality
Decisions made by the largest block in a group, even if a majority is not achieved.
259
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
260
Portfolio
Projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives
261
Portfolio Management
The centralized management of one or more portfolios to achieve strategic objectives
262
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
263
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.
264
Precedence Relationship
A logical dependency used in the precedence diagramming method
265
Predecessor Activity
An activity that logically comes before a dependent activity in a schedule
266
Predictive Life Cycle
A form of project life cycle in which the project scope, time, and cost are determined in the early
phases of the life cycle.
267
Preventive Action
An intentional activity that ensures the future performance of the project work is aligned with the
project management plan.
268
Probability and Impact Matrix
A grid for mapping the probability of occurrence of each risk and its impact on project
objectives if that risk occurs.
269
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.
270
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.
271
Procurement Audits
The review of contracts and contracting processes for completeness, accuracy, and effectiveness
272
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.
273
Procurement Documentation
All documents used in signing, executing, and closing an agreement. Procurement
documentation may include documents predating the project.
274
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 of the performing organization
275
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.
276
Procurement Strategy
```
The approach by the buyer to determine the project delivery method and the type of legally
binding agreement(s) that should be used to deliver the desired results
```
277
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. See also deliverable.
278
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 relevant aspects
of what is going to be manufactured.
279
Product Life Cycle
The series of phases that represent the evolution of a product, from concept through delivery,
growth, maturity, and to retirement
280
Product Scope
The features and functions that characterize a product, service, or result
281
Product Scope Description
The documented narrative description of the product scope.
282
Program
Related projects, subsidiary programs, and program activities that are managed in a coordinated manner to
obtain benefits not available from managing them individually
283
Program Management
The application of knowledge, skills, and principles to a program to achieve the program
objectives and obtain benefits and control not available by managing program components individually
284
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.
285
Project
A temporary endeavor undertaken to create a unique product, service, or result
286
Project Calendar
A calendar that identifies working days and shifts that are available for scheduled activities
287
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
288
Project Communications Management
Project Communications Management includes the processes required
to ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control,
monitoring, and ultimate disposition of project information
289
Project Cost Management
Project Cost Management includes the processes involved in planning, estimating,
budgeting, financing, funding, managing, and controlling costs so the project can be completed within the
approved budget.
290
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
291
Project Governance
The framework, functions, and processes that guide project management activities in order to
create a unique product, service, or result to meet organizational, strategic, and operational goals
292
Project Initiation
Launching a process that can result in the authorization of a new project
293
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.
294
Project Life Cycle
The series of phases that a project passes through from its start to its completion
295
Project Management
The application of knowledge, skills, tools, and techniques to project activities to meet the
project requirements.
296
Project Management Body of Knowledge
A term that describes the knowledge within the profession of project
management. The project management body of knowledge includes proven traditional practices that are widely applied
as well as innovative practices that are emerging in the profession
297
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.
298
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
299
Project Management Office (PMO)
A management structure that standardizes the project-related governance
processes and facilitates the sharing of resources, methodologies, tools, and techniques.
300
Project Management Plan
The document that describes how the project will be executed, monitored and controlled,
and closed.
301
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.
302
Project Management System
The aggregation of the processes, tools, techniques, methodologies, resources, and
procedures to manage a project.
303
Project Management Team
The members of the project team who are directly involved in project management
activities. See also Project Team.
304
Project Manager (PM)
The person assigned by the performing organization to lead the team that is responsible for
achieving the project objectives
305
Project Organization Chart
A document that graphically depicts the project team members and their interrelationships
for a specific project
306
Project Phase
A collection of logically related project activities that culminates in the completion of one or
more deliverables.
307
Project Procurement Management
Project Procurement Management includes the processes necessary to purchase
or acquire products, services, or results needed from outside the project team
308
Project Quality Management
Project Quality Management includes the processes for incorporating the organization’s
quality policy regarding planning, managing, and controlling project and product quality requirements, in order to meet
stakeholders’ expectations
309
Project Resource Management
Project Resource Management includes the processes to identify, acquire, and
manage the resources needed for the successful completion of the project
310
Project Risk Management
Project Risk Management includes the processes of conducting risk management planning,
identification, analysis, response planning, response implementation, and monitoring risk on a project
311
Project Schedule
An output of a schedule model that presents linked activities with planned dates, durations,
milestones, and resources
312
Project Schedule Management
Project Schedule Management includes the processes required to manage the timely
completion of the project.
313
Project Schedule Network Diagram
graphical representation of the logical relationships among the project
schedule activities
314
Project Scope
The work performed to deliver a product, service, or result with the specified features and functions
315
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
316
Project Scope Statement
The description of the project scope, major deliverables, assumptions, and constraints
317
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
318
Project Team
A set of individuals who support the project manager in performing the work of the project to achieve its
objectives. See also Project Management Team
319
Project Team Directory
A documented list of project team members, their project roles, and communication information
320
Proposal Evaluation Techniques
The process of reviewing proposals provided by suppliers to support contract
award decisions.
321
Prototypes
A method of obtaining early feedback on requirements by providing a working model of the expected
product before actually building it.
322
Quality
The degree to which a set of inherent characteristics fulfills requirements
323
Quality Audits
A quality audit is a structured, independent process to determine if project activities comply with
organizational and project policies, processes, and procedures
324
Quality Checklists
A structured tool used to verify that a set of required steps has been performed
325
Quality Control Measurements
The documented results of control quality activities.
326
Quality Management Plan
A component of the project or program management plan that describes how applicable
policies, procedures, and guidelines will be implemented to achieve the quality objectives
327
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
328
Quality Metrics
A description of a project or product attribute and how to measure it.
329
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
330
Quality Report
A project document that includes quality management issues, recommendations for corrective actions,
and a summary of findings from quality control activities and may include recommendations for process, project, and
product improvements
331
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.
332
Questionnaires
Written sets of questions designed to quickly accumulate information from a large number
of respondents.
333
RACI Chart
A common type of responsibility assignment matrix that uses responsible, accountable, consult, and inform
statuses to define the involvement of stakeholders in project activities
334
Regression Analysis
An analytical 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
335
Regulations
Requirements imposed by a governmental body. These requirements can establish product, process,
or service characteristics, including applicable administrative provisions that have government-mandated compliance
336
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
337
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
338
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
339
Requirement
A condition or capability that is necessary to be present in a product, service, or result to satisfy a
business need.
340
Requirements Documentation
A description of how individual requirements meet the business need for the project
341
Requirements Management Plan
A component of the project or program management plan that describes how
requirements will be analyzed, documented, and managed
342
Requirements Traceability Matrix
A grid that links product requirements from their origin to the deliverables that
satisfy them.
343
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.
344
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
345
Residual Risk
The risk that remains after risk responses have been implemented.
346
Resource
A team member or any physical item needed to complete the project.
347
Resource Breakdown Structure
A hierarchical representation of resources by category and type.
348
Resource Calendar
A calendar that identifies the working days and shifts upon which each specific resource is
available.
349
Resource Histogram
A bar chart showing the amount of time that a resource is scheduled to work over a series of
time periods.
350
Resource Leveling
A resource optimization technique in which adjustments are made to the project schedule to
optimize the allocation of resources and which may affect critical path. See also resource optimization technique and
resource smoothing.
351
Resource Management Plan
A component of the project management plan that describes how project resources are
acquired, allocated, monitored, and controlled.
352
Resource Manager
An individual with management authority over one or more resources.
353
Resource Optimization Technique
A technique in which activity start and finish dates are adjusted to balance demand
for resources with the available supply. See also resource leveling and resource smoothing.
354
Resource Requirements
The types and quantities of resources required for each activity in a work package
355
Resource Smoothing
A resource optimization technique in which free and total float are used without affecting the
critical path. See also resource leveling and resource optimization technique
356
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
357
Responsibility Assignment Matrix (RAM)
A grid that shows the project resources assigned to each work package.
358
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.). See also deliverable.
359
Rework
Action taken to bring a defective or nonconforming component into compliance with requirements
or specifications.
360
Risk
An uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives.
361
Risk Acceptance
A risk response strategy whereby the project team decides to acknowledge the risk and not take any
action unless the risk occurs.
362
Risk Appetite
The degree of uncertainty an organization or individual is willing to accept in anticipation of a reward.
363
Risk Audit
A type of audit used to consider the effectiveness of the risk management process.
364
Risk Avoidance
A risk response strategy whereby the project team acts to eliminate the threat or protect the project
from its impact.
365
Risk Breakdown Structure (RBS)
A hierarchical representation of potential sources of risks.
366
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.
367
Risk Category
A group of potential causes of risk.
368
Risk Data Quality Assessment
Technique to evaluate the degree to which the data about risks is useful for
risk management
369
Risk Enhancement
A risk response strategy whereby the project team acts to increase the probability of occurrence
or impact of an opportunity
370
Risk Escalation
risk response strategy whereby the team acknowledges that a risk is outside of its sphere of
influence and shifts the ownership of the risk to a higher level of the organization where it is more effectively managed
371
Risk Exploiting
A risk response strategy whereby the project team acts to ensure that an opportunity occurs
372
Risk Exposure
An aggregate measure of the potential impact of all risks at any given point in time in a project,
program, or portfolio.
373
Risk Management Plan
A component of the project, program, or portfolio management plan that describes how risk
management activities will be structured and performed
374
Risk Mitigation
A risk response strategy whereby the project team acts to decrease the probability of occurrence or
impact of a threat.
375
Risk Owner
The person responsible for monitoring the risks and for selecting and implementing an appropriate risk
response strategy
376
Risk Register
A repository in which outputs of risk management processes are recorded
377
Risk Report
A project document developed progressively throughout the Project Risk Management processes, which
summarizes information on individual project risks and the level of overall project risk
378
Risk Review
A meeting to examine and document the effectiveness of risk responses in dealing with overall project
risk and with identified individual project risks
379
Risk Sharing
A risk response strategy whereby the project team allocates ownership of an opportunity to a third party
who is best able to capture the benefit of that opportunity.
380
Risk Threshold
The level of risk exposure above which risks are addressed and below which risks may be accepted
381
Risk Transference
risk response strategy whereby the project team shifts the impact of a threat to a third party,
together with ownership of the response
382
Role
A defined function to be performed by a project team member, such as testing, filing, inspecting, or coding
383
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.
384
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.
385
Schedule Baseline
The approved version of a schedule model that can be changed using formal change control
procedures and is used as the basis for comparison to actual results
386
Schedule Compression
A technique used to shorten the schedule duration without reducing the project scope
387
Schedule Data
The collection of information for describing and controlling the schedule.
388
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
389
Schedule Management Plan
A component of the project or program management plan that establishes the criteria
and the activities for developing, monitoring, and controlling the schedule.
390
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
391
Schedule Network Analysis
A technique to identify early and late start dates, as well as early and late finish dates, for
the uncompleted portions of project activities
392
Schedule Performance Index (SPI)
A measure of schedule efficiency expressed as the ratio of earned value to
planned value.
393
Schedule Variance (SV)
A measure of schedule performance expressed as the difference between the earned value
and the planned value.
394
Scheduling Tool
A tool that provides schedule component names, definitions, structural relationships, and formats that
support the application of a scheduling method.
395
Scope
The sum of the products, services, and results to be provided as a project. See also project scope and
product scope.
396
Scope Baseline
The approved version of a scope statement, work breakdown structure (WBS), and its associated
WBS dictionary, that can be changed using formal change control procedures and is used as a basis for comparison
to actual results
397
Scope Creep
The uncontrolled expansion to product or project scope without adjustments to time, cost, and resources
398
Scope Management Plan
A component of the project or program management plan that describes how the scope will
be defined, developed, monitored, controlled, and validated.
399
Secondary Risk
A risk that arises as a direct result of implementing a risk response.
400
Self-Organizing Teams
A team formation where the team functions with an absence of centralized control
401
Seller
A provider or supplier of products, services, or results to an organization.
402
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.
403
Sensitivity Analysis
An analysis technique to determine which individual project risks or other sources of uncertainty
have the most potential impact on project outcomes, by correlating variations in project outcomes with variations in
elements of a quantitative risk analysis model
404
Sequence Activities
The process of identifying and documenting relationships among the project activities.
405
Service Level Agreement (SLA)
A contract between a service provider (either internal or external) and the end user
that defines the level of service expected from the service provider
406
Simulation
An analytical technique that models the combined effect of uncertainties to evaluate their potential impact
on objectives.
407
Source Selection Criteria
set of attributes desired by the buyer which a seller is required to meet or exceed to be
selected for a contract.
408
Specification
A precise statement of the needs to be satisfied and the essential characteristics that are required
409
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.
410
Sponsor
A person or group who provides resources and support for the project, program, or portfolio and is accountable
for enabling success.
411
Sponsoring Organization
The entity responsible for providing the project’s sponsor and a conduit for project funding
or other project resources
412
Stakeholder
An individual, group, or organization that may affect, be affected by, or perceive itself to be affected by a
decision, activity, or outcome of a project, program, or portfolio
413
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.
414
Stakeholder Engagement Assessment Matrix
A matrix that compares current and desired stakeholder
| engagement levels.
415
Stakeholder Engagement Plan
A component of the project management plan that identifies the strategies and actions
required to promote productive involvement of stakeholders in project or program decision making and execution
416
Stakeholder Register
A project document including the identification, assessment, and classification of project
stakeholders.
417
Standard
A document established by an authority, custom, or general consent as a model or example
418
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.
419
Start-to-Finish (SF)
A logical relationship in which a successor activity cannot finish until a predecessor activity
has started.
420
Start-to-Start (SS)
A logical relationship in which a successor activity cannot start until a predecessor activity
has started.
421
Statement of Work (SOW)
A narrative description of products, services, or results to be delivered by the project.
422
Statistical Sampling
Choosing part of a population of interest for inspection
423
Successor Activity
dependent activity that logically comes after another activity in a schedule.
424
Summary Activity
A group of related schedule activities aggregated and displayed as a single activity
425
SWOT Analysis
Analysis of strengths, weaknesses, opportunities, and threats of an organization, project, or option.
426
Tacit Knowledge
knowledge that can be difficult to articulate and share such as beliefs, experience,
and insights.
427
Tailoring
Determining the appropriate combination of processes, inputs, tools, techniques, outputs, and life cycle
phases to manage a project
428
Team Charter
A document that records the team values, agreements, and operating guidelines, as well as establishing
clear expectations regarding acceptable behavior by project team members
429
Team Management Plan
A component of the resource management plan that describes when and how team members
will be acquired and how long they will be needed
430
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
431
Templates
A partially complete document in a predefined format that provides a defined structure for collecting,
organizing, and presenting information and data
432
Test and Evaluation Documents
Project documents that describe the activities used to determine if the product meets
the quality objectives stated in the quality management plan
433
Threat
A risk that would have a negative effect on one or more project objectives.
434
Three-Point Estimating
A technique used to estimate cost or duration by applying an average or weighted average of
optimistic, pessimistic, and most likely estimates when there is uncertainty with the individual activity estimates
435
Threshold
A predetermined value of a measurable project variable that represents a limit that requires action to be
taken if it is reached
436
Time and Material Contract (T&M)
A type of contract that is a hybrid contractual arrangement containing aspects of
both cost-reimbursable and fixed-price contracts.
437
To-Complete Performance Index (TCPI)
A measure of the cost performance that is required to be achieved with the
remaining resources in order to meet a specified management goal, expressed as the ratio of the cost to finish the
outstanding work to the remaining budget
438
Tolerance
The quantified description of acceptable variation for a quality requirement
439
Tool
Something tangible, such as a template or software program, used in performing an activity to produce a product
or result.
440
Tornado Diagram
A special type of bar chart used in sensitivity analysis for comparing the relative importance of the variables.
441
Total Float
The amount of time that a schedule activity can be delayed or extended from its early start date without
delaying the project finish date or violating a schedule constraint
442
Trend Analysis
An analytical technique that uses mathematical models to forecast future outcomes based on
historical results
443
Trigger Condition
An event or situation that indicates that a risk is about to occur
444
Unanimity
Agreement by everyone in the group on a single course of action.
445
Update
A modification to any deliverable, project management plan component, or project document that is not under
formal change control
446
Validate Scope
The process of formalizing acceptance of the completed project deliverables.
447
Validation
The assurance that a product, service, or result meets the needs of the customer and other identified
stakeholders. Contrast with verification
448
Variance
A quantifiable deviation, departure, or divergence away from a known baseline or expected value.
449
Variance Analysis
A technique for determining the cause and degree of difference between the baseline and actual
performance.
450
Variance at Completion (VAC)
A projection of the amount of budget deficit or surplus, expressed as the difference
between the budget at completion and the estimate at completion.
451
Variation
An actual condition that is different from the expected condition that is contained in the baseline plan.
452
Verification
The evaluation of whether or not a product, service, or result complies with a regulation, requirement,
specification, or imposed condition. Contrast with validation
453
Verified Deliverables
Completed project deliverables that have been checked and confirmed for correctness through
the Control Quality process.
454
Virtual Teams
Groups of people with a shared goal who fulfill their roles with little or no time spent meeting face to face
455
Voice of the Customer
A planning technique used to provide products, services, and results that truly reflect customer
requirements by translating those customer requirements into the appropriate technical requirements for each phase
of project product development
456
WBS Dictionary
A document that provides detailed deliverable, activity, and scheduling information about each
component in the work breakdown structure
457
What-If Scenario
The process of evaluating scenarios in order to predict their effect on project objectives
458
Work Breakdown Structure (WBS)
A hierarchical decomposition of the total scope of work to be carried out by the
project team to accomplish the project objectives and create the required deliverables
459
Work Breakdown Structure Component
An entry in the work breakdown structure that can be at any level.
460
Work Package
The work defined at the lowest level of the work breakdown structure for which cost and duration are
estimated and managed.
461
Work Performance Data
The raw observations and measurements identified during activities being performed to carry
out the project work
462
Work Performance Information
The performance data collected from controlling processes, analyzed in comparison
with project management plan components, project documents, and other work performance information
463
Work Performance Reports
The physical or electronic representation of work performance information compiled
in project documents, intended to generate decisions, actions, or awareness
