PMBOK 7th Edition Definitions Flashcards
1
Q
Acceptance Criteria.
A
A set of conditions that is required to be met before deliverables are accepted.
2
Q
Accuracy.
A
Within the quality management system, accuracy is an assessment of correctness.
3
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.
4
Q
Actual Cost (AC).
A
The realized cost incurred for the work performed on an activity during a specific time period.
5
Q
Adaptive Approach.
A
A development approach in which the requirements are subject to a high level of uncertainty and volatility and are likely to change throughout the project.
6
Q
Affinity Diagram.
A
A diagram that shows large numbers of ideas classified into groups for review and analysis.
(Post it Notes)
7
Q
Affinity Grouping.
A
The process of classifying items into similar categories or collections on the basis of their likeness.
(Post it Notes)
8
Q
Agile.
A
A term used to describe a mindset of values and principles as set forth in the Agile Manifesto.
9
Q
Alternatives Analysis.
A
A method used to evaluate identified options in order to select the options or approaches to use to perform the work of the project.
10
Q
Ambiguity.
A
A state of being unclear, having difficulty in identifying the cause of events, or having multiple options from which to choose.
11
Q
Analogous Estimating.
A
A method for estimating the duration or cost of an activity or a project using historical data from a similar activity or project.
(Similar historical data)
12
Q
Artifact.
A
A template, document, output, or project deliverable.
13
Q
Assumption.
A
A factor in the planning process that is considered to be true, real, or certain, without proof or demonstration.
14
Q
Assumption and Constraint Analysis.
A
An assessment that ensures assumptions and constraints are integrated into the project plans and documents, and that there is consistency among them.
15
Q
Assumption Log.
A
A project document used to record all assumptions and constraints throughout the project.
16
Q
Authority.
A
The right to apply project resources, expend funds, make decisions, or give approvals.
17
Q
Backlog.
A
An ordered list of work to be done.
18
Q
Backlog Refinement.
A
Progressive elaboration of the content in the backlog and (re)prioritization of it to identify the work that can be accomplished in an upcoming iteration.
19
Q
Baseline.
A
The approved version of a work product, used as a basis for comparison to actual results.
20
Q
Basis of Estimates.
A
Supporting documentation outlining the details used in establishing project estimates such as assumptions, constraints, level of detail, ranges, and confidence levels.
21
Q
Benchmarking.
A
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.
22
Q
Benefits Management Plan.
A
The documented explanation defining the processes for creating, maximizing, and sustaining the benefits provided by a project or program.
23
Q
Bid Documents.
A
All documents used to solicit information, quotations, or proposals from prospective sellers.
24
Q
Bidder Conference.
A
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.
25
Budget.
The approved estimate for the project or any work breakdown structure (WBS) component or any schedule activity.
26
Budget at Completion (BAC).
The sum of all budgets established for the work to be performed.
27
Burn Chart.
A graphical representation of the work remaining in a timebox or the work completed toward the release of a product or project deliverable.
28
Business Case.
A value proposition for a proposed project that may include financial and nonfinancial benefits.
29
Business Model Canvas.
A one-page, visual summary that describes the value proposition, infrastructure, customers, and finances. These are often used in Lean Startup situations.
30
Business Value.
The net quantifiable benefit derived from a business endeavor that may be tangible, intangible, or both.
31
Cadence.
A rhythm of activities conducted throughout the project.
32
Cause-and-Effect Diagram.
A visual representation that helps trace an undesirable effect back to its root cause.
33
Change.
A modification to any formally controlled deliverable, project management plan component, or project document.
34
Change Control.
A process whereby modifications to documents, deliverables, or baselines associated with the project are identified, documented, approved, or rejected.
35
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.
36
Change Control 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.
37
Change Control System.
A set of procedures that describes how modifications to the project deliverables and documentation are managed and controlled.
38
Change Log.
A comprehensive list of changes submitted during the project and their current status.
39
Change Management.
A comprehensive, cyclic, and structured approach for transitioning individuals, groups, and organizations from a current state to a future state with intended business benefits.
40
Change Request.
A formal proposal to modify a document, deliverable, or baseline.
41
Check Sheet.
A tally sheet that can be used as a checklist when gathering data.
42
Closing Process Group.
The process(es) performed to formally complete or close a project, phase, or contract.
43
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.
44
Complexity.
A characteristic of a program or project or its environment that is difficult to manage due to human behavior, system behavior, and ambiguity.
45
Confirmation Bias.
A type of cognitive bias that confirms preexisting beliefs or hypotheses.
46
Conformance.
The degree to which the results meet the set quality requirements.
47
Constraint.
A limiting factor that affects the execution of a project, program, portfolio, or process.
48
Contingency.
An event or occurrence that could affect the execution of the project, which may be accounted for with a reserve.
49
Contingency Reserve.
Time or money allocated in the schedule or cost baseline for known risks with active response strategies.
50
Continuous Delivery.
The practice of delivering feature increments immediately to customers, often through the use of small batches of work and automation technology.
51
Contract.
A mutually binding agreement that obligates the seller to provide the specified product, service, or result and obligates the buyer to pay for it.
52
Control.
The process of comparing actual performance with planned performance, analyzing variances, assessing trends to effect process improvements, evaluating possible alternatives, and recommending appropriate corrective action as needed.
53
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.
54
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.
55
Cost-Benefit Analysis.
A financial analysis method used to determine the benefits provided by a project against its costs.
56
Cost Management Plan.
A component of a project or program management plan that describes how costs will be planned, structured, and controlled.
57
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.
58
Cost Performance Index (CPI).
A measure of the cost efficiency of budgeted resources expressed as the ratio of earned value to actual cost.
59
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.
60
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).
61
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.
62
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.
63
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.
64
Crashing.
A method used to shorten the schedule duration for the least incremental cost by adding resources.
65
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.
66
Critical Path.
The sequence of activities that represents the longest path through a project, which determines the shortest possible duration.
67
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.
68
Cumulative Flow Diagram (CFD).
A chart indicating features completed over time, features in other states of development, and those in the backlog.
69
Cycle Time.
The total elapsed time from the start of a particular activity or work item to its completion.
70
Cycle Time Chart.
A diagram that shows the average cycle time of the work items completed over time.
71
Daily Standup.
A brief, daily collaboration meeting in which the team reviews progress from the previous day, declares intentions for the current day, and highlights any obstacles encountered or anticipated.
72
Dashboard.
A set of charts and graphs showing progress or performance against important measures of the project.
73
Data Gathering and Analysis Methods.
Methods used to collect, assess, and evaluate data and information to gain a deeper understanding of a situation.
74
Decision Tree Analysis.
A diagramming and calculation method for evaluating the implications of a chain of multiple options in the presence of uncertainty.
75
Decomposition.
A method used for dividing and subdividing the project scope and project deliverables into smaller, more manageable parts.
76
Definition of Done (DoD).
A checklist of all the criteria required to be met so that a deliverable can be considered ready for customer use.
77
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.
78
Delivery Performance Domain.
The performance domain that addresses activities and functions associated with delivering the scope and quality that the project was undertaken to achieve.
79
Development Approach.
A method used to create and evolve the product, service, or result during the project life cycle, such as a predictive, iterative, incremental, agile, or hybrid method.
80
Development Approach and Life Cycle Performance Domain.
The performance domain that addresses activities and functions associated with the development approach, cadence, and life cycle phases of the project.
81
DevOps.
A collection of practices for creating a smooth flow of deliveries by improving collaboration between development and operations staff.
82
Digital Product.
A product or service that is delivered, used, and stored in an electronic format.
83
Discretionary Dependency.
A relationship that is based on best practices or project preferences.
84
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.
85
Earned Value (EV).
The measure of work performed expressed in terms of the budget authorized for that work.
86
Earned Value Analysis (EVA).
An analysis method that uses a set of measures associated with scope, schedule, and cost to determine the cost and schedule performance of a project.
87
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.
88
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.
89
Enterprise Environmental Factors (EEF).
Conditions, not under the immediate control of the team, that influence, constrain, or direct the project, program, or portfolio.
90
Epic.
A large, related body of work intended to hierarchically organize a set of requirements and deliver specific business outcomes.
91
Estimate.
A quantitative assessment of the likely amount or outcome of a variable, such as project costs, resources, effort, or durations.
92
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.
93
Estimate to Complete (ETC).
The expected cost to finish all the remaining project work.
94
Estimating Methods.
Methods used to develop an approximation of work, time, or cost on a project.
95
Executing Process Group.
Those processes performed to complete the work defined in the project management plan to satisfy the project requirements.
96
Expected Monetary Value (EMV).
The estimated value of an outcome expressed in monetary terms.
97
Explicit Knowledge.
Knowledge that can be codified using symbols such as words, numbers, and pictures.
98
External Dependency.
A relationship between project activities and non-project activities.
99
Fast Tracking.
A schedule compression method in which activities or phases normally done in sequence are performed in parallel for at least a portion of their duration.
100
Feature.
A set of related requirements or functionalities that provides value to an organization.
101
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.
102
Fixed Duration.
A type of activity where the length of time required to complete the activity remains constant regardless of the number of people or resources assigned to the activity.
103
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.
104
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.
105
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.
106
Flow.
The measure of how efficiently work moves through a given process or framework.
107
Flowchart.
The depiction in a diagram format of the inputs, process actions, and outputs of one or more processes within a system.
108
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.
109
Function Point.
An estimate of the amount of business functionality in an information system, used to calculate the functional size measurement of a software system.
110
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.
111
Governance.
The framework for directing and enabling an organization through its established policies, practices, and other relevant documentation.
112
Grade.
A category or rank used to distinguish items that have the same functional use but do not share the same requirements for quality.
113
Hierarchy Chart.
A chart that begins with high-level information that is progressively decomposed into lower levels of detail.
114
Histogram.
A bar chart that shows the graphical representation of numerical data.
115
Hybrid Approach.
A combination of two or more agile and nonagile elements, having a nonagile end result.
116
Impact Mapping.
A strategic planning method that serves as a visual roadmap for the organization during product development.
117
Impediment (Blocker).
An obstacle that prevents the team from achieving its objectives as a blocker.
118
Incremental Approach.
An adaptive development approach in which the deliverable is produced successively, adding functionality until the deliverable contains the necessary and sufficient capability to be considered complete.
119
Indefinite Delivery Indefinite Quantity (IDIQ).
A contract that provides for an indefinite quantity of goods or services, with a stated lower and upper limit, within a fixed time period.
120
Influence Diagram.
A graphical representation of situations showing causal influences, time ordering of events, and other relationships among variables and outcomes.
121
Information Radiator.
A visible, physical display that provides information to the rest of the organization, enabling timely knowledge sharing.
122
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.
123
Internal Dependency.
A relationship between two or more project activities.
124
Interpersonal Skills.
Skills used to establish and maintain relationships with other people.
125
Issue.
A current condition or situation that may have an impact on the project objectives.
126
Issue Log.
A project document where information about issues is recorded and monitored.
127
Iteration.
A timeboxed cycle of development on a product or deliverable in which all of the work that is needed to deliver value is performed.
128
Iteration Plan.
A detailed plan for the current iteration.
129
Iteration Planning.
A meeting to clarify the details of the backlog items, acceptance criteria, and work effort required to meet an upcoming iteration commitment.
130
Iteration Review.
A meeting held at the end of an iteration to demonstrate the work that was accomplished during the iteration.
131
Iterative Approach.
A development approach that focuses on an initial, simplified implementation then progressively elaborates adding to the feature set until the final deliverable is complete.
132
Kanban Board.
A visualization tool that shows work in progress to help identify bottlenecks and overcommitments, thereby allowing the team to optimize the workflow.
133
Kickoff Meeting.
A gathering of team members and other key stakeholders at the outset of a project to formally set expectations, gain a common understanding, and commence work.
134
Knowledge.
A mixture of experience, values and beliefs, contextual information, intuition, and insight that people use to make sense of new experiences and information.
135
Lag.
The amount of time whereby a successor activity will be delayed with respect to a predecessor activity.
136
Last Responsible Moment.
The concept of deferring a decision to allow the team to consider multiple options until the cost of further delay would exceed the benefit.
137
Lead.
The amount of time whereby a successor activity can be advanced with respect to a predecessor activity.
138
Lead Time.
The time between a customer request and the actual delivery.
139
Lead Time Chart.
A diagram showing the trend over time of the average lead time of the items completed in work.
140
Lean Startup Canvas.
A one-page template designed to communicate a business plan with key stakeholders in an efficient and effective manner.
141
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.
142
Lessons Learned Register.
A project document used to record knowledge gained during a project, phase, or iteration so that it can be used to improve future performance for the team and the organization.
143
Life Cycle Assessment (LCA).
A tool used to evaluate the total environmental impact of a product, process, or system.
144
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, or assumption.
145
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.
146
Management Reserve.
An amount of the project budget or project schedule held outside of the performance measurement baseline for management control purposes that is reserved for unforeseen work that is within the project scope.
147
Mandatory Dependency.
A relationship that is contractually required or inherent in the nature of the work.
148
Measurement Performance Domain.
The performance domain that addresses activities and functions associated with assessing project performance and taking appropriate actions to maintain acceptable performance.
149
Measures of Performance.
Measures that characterize physical or functional attributes relating to system operation.
150
Method.
A means for achieving an outcome, output, result, or project deliverable.
151
Methodology.
A system of practices, techniques, procedures, and rules used by those who work in a discipline.
152
Metric.
A description of a project or product attribute and how to measure it.
153
Milestone.
A significant point or event in a project, program, or portfolio.
154
Milestone Schedule.
A type of schedule that presents milestones with planned dates.
155
Minimum Viable Product (MVP).
A concept used to define the scope of the first release of a solution to customers by identifying the fewest number of features or requirements that would deliver value.
156
Modeling.
Creating simplified representations of systems, solutions, or deliverables, such as prototypes, diagrams, or storyboards.
157
Monitor.
Collect project performance data, produce performance measures, and report and disseminate performance information.
158
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 corresponding changes.
159
Monte Carlo Simulation.
A method of identifying the potential impacts of risk and uncertainty using multiple iterations of a computer model to develop a probability distribution of a range of outcomes that could result from a decision or course of action.
160
Mood Chart.
A visualization chart for tracking moods or reactions to identify areas for improvement.
161
Multipoint Estimating.
A method 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.
162
Net Promoter Score®.
An index that measures the willingness of customers to recommend an organization’s products or services to others.
163
Network Path.
A sequence of activities connected by logical relationships in a project schedule network diagram.
164
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.
165
Opportunity.
A risk that would have a positive effect on one or more project objectives.
166
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.
167
Organizational Process Assets (OPA).
Plans, processes, policies, procedures, and knowledge bases that are specific to and used by the performing organization.
168
Osmotic Communication.
Means of receiving information without direct communication by overhearing and through nonverbal cues.
169
Outcome.
An end result or consequence of a process or project.
170
Parametric Estimating.
An estimating method in which an algorithm is used to calculate cost or duration based on historical data and project parameters.
171
Performance Measurement Baseline (PMB).
Integrated scope, schedule, and cost baselines used for comparison to manage, measure, and control project execution.
172
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.
173
Plan.
A proposed means of accomplishing something.
174
Planned Value (PV).
The authorized budget assigned to scheduled work.
175
Planning Performance Domain.
The performance domain that addresses activities and functions associated with the initial, ongoing, and evolving organization and coordination necessary for delivering project deliverables and results.
176
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.
177
Portfolio.
Projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives.
178
Portfolio Management.
The centralized management of one or more portfolios to achieve strategic objectives.
179
Precision.
Within the quality management system, precision is an assessment of exactness.
180
Predictive Approach.
A development approach in which the project scope, time, and cost are determined in the early phases of the life cycle.
181
Prioritization Matrix.
A scatter diagram that plots effort against value so as to classify items by priority.
182
Prioritization Schema.
Methods used to prioritize portfolio, program, or project components, as well as requirements, risks, features, or other product information.
183
Probabilistic Estimating.
A method used to develop a range of estimates along with the associated probabilities within that range.
184
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.
185
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.
186
Product.
An artifact that is produced, is quantifiable, and can be either an end item in itself or a component item.
187
Product Breakdown Structure.
A hierarchical structure reflecting a product’s components and deliverables.
188
Product Life Cycle.
A series of phases that represent the evolution of a product, from concept through delivery, growth, maturity, and to retirement.
189
Product Management.
The integration of people, data, processes, and business systems to create, maintain, and evolve a product or service throughout its life cycle.
190
Product Owner.
A person responsible for maximizing the value of the product and accountable for the end product.
191
Product Scope.
The features and functions that characterize a product, service, or result.
192
Program.
Related projects, subsidiary programs, and program activities that are managed in a coordinated manner to obtain benefits not available from managing them individually.
193
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.
194
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.
195
Project.
A temporary endeavor undertaken to create a unique product, service, or result.
196
Project Brief.
A calendar that identifies working days and shifts that are ava ilable for scheduled activities. A high-level overview of the goals, deliverables, and processes for the project.
197
Project Calendar.
A calendar that identifies working days and shifts that are ava ilable for scheduled activities.
198
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.
199
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.
200
Project Lead.
A person who helps the project team to achieve the project objectives, typically by orchestrating the work of the project. See also project manager.
201
Project Life Cycle.
The series of phases that a project passes through from its start to its completion.
202
Project Management.
The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.
203
Project Management Body of Knowledge (PMBOK).
A term that describes the knowledge within the profession of project management.
204
Project Management Office (PMO).
A management structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques.
205
Project Management Plan.
The document that describes how the project will be executed, monitored and controlled, and closed.
206
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.
207
Project Management Team.
The members of the project team who are directly involved in project management activities.
208
Project Manager.
The person assigned by the performing organization to lead the team that is responsible for achieving the project objectives. See also project lead.
209
Project Phase.
A collection of logically related project activities that culminates in the completion of one or more deliverables.
210
Project Review.
An event at the end of a phase or project to assess the status, evaluate the value delivered, and determine if the project is ready to move to the next phase or transition to operations.
211
Project Schedule.
An output of a schedule model that presents linked activities with planned dates, durations, milestones, and resources.
212
Project Schedule Network Diagram.
A graphical representation of the logical relationships among the project schedule activities.
213
Project Scope.
The work performed to deliver a product, service, or result with the specified features and functions.
214
Project Scope Statement.
The description of the project scope, major deliverables, and exclusions.
215
Project Team.
A set of individuals performing the work of the project to achieve its objectives.
216
Project Vision Statement.
A concise, high-level description of the project that states the purpose and inspires the team to contribute to the project.
217
Project Work Performance Domain.
The performance domain that addresses activities and functions associated with establishing project processes, managing physical resources, and fostering a learning environment.
218
Prototype.
A working model used to obtain early feedback on the expected product before actually building it.
219
Quality.
The degree to which a set of inherent characteristics fulfills requirements.
220
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.
221
Quality Metrics.
A description of a project or product attribute and how to measure it.
222
Quality Policy.
The basic principles that should govern the organization’s actions as it implements its system for quality management.
223
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.
224
Register.
A written record of regular entries for evolving aspects of a project, such as risks, stakeholders, or defects.
225
Regression Analysis.
An analytical method where a series of input variables are examined in relation to their corresponding output results in order to develop a mathematical or statistical relationship.
226
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.
227
Relative Estimating.
A method for creating estimates that are derived from performing a comparison against a similar body of work, taking effort, complexity, and uncertainty into consideration.
228
Release.
One or more components of one or more products, which are intended to be put into production at the same time.
229
Release Plan.
The plan that sets expectations for the dates, features, and/or outcomes expected to be delivered over the course of multiple iterations.
230
Release Planning.
The process of identifying a high-level plan for releasing or transitioning a product, deliverable, or increment of value A formal record or summary of information.
231
Report.
A formal record or summary of information..
232
Requirement.
A condition or capability that is necessary to be present in a product, service, or result to satisfy a business need.
233
Requirements Documentation.
A record of product requirements and other product information, along with whatever is recorded to manage it.
234
Requirements Management Plan.
A component of the project or program management plan that describes how requirements will be analyzed, documented, and managed.
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Requirements Traceability Matrix.
A grid that links product requirements from their origin to the deliverables that satisfy them.
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Reserve.
A grid that links product requirements from their origin to the deliverables that satisfy them. A grid that links product requirements from their origin to the deliverables that satisfy them.
237
Reserve Analysis.
A method used to evaluate the amount of risk on the project and the amount of schedule and budget reserve to determine whether the reserve is sufficient for the remaining risk.
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Resource Breakdown Structure.
A hierarchical representation of resources by category and type.
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Resource Management Plan.
A component of the project management plan that describes how project resources are acquired, allocated, monitored, and controlled.
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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.
241
Responsibility Assignment Matrix (RAM).
A grid that shows the project resources assigned to each work package.
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Result.
An output from performing project management processes and activities. See also deliverable.
243
Retrospective.
A regularly occurring workshop in which participants explore their work and results in order to improve both the process and product.
244
Rework.
Action taken to bring a defective or nonconforming component into compliance with requirements or specifications.
245
Risk.
An uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives and not take any action unless the risk occurs.
246
Risk Acceptance.
A risk response strategy whereby the project team decides to acknowledge the risk.
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Risk-Adjusted Backlog.
A backlog that includes product work and actions to address threats and opportunities.
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Risk Appetite.
The degree of uncertainty an organization or individual is willing to accept in anticipation of a reward.
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Risk Avoidance.
A risk response strategy whereby the project team acts to eliminate the threat or protect the project from its impact.
250
Risk Breakdown Structure (RBS).
A hierarchical representation of potential sources of risks.
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Risk Enhancement.
A risk response strategy whereby the project team acts to increase the probability of occurrence or impact of an opportunity.
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Risk Escalation.
A 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.
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Risk Exploiting.
A risk response strategy whereby the project team acts to ensure that an opportunity occurs.
254
Risk Exposure.
An aggregate measure of the potential impact of all risks at any given point in time in a project, program, or portfolio.
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Risk Management Plan.
A component of the project, program, or portfolio management plan that describes how risk management activities will be structured and performed.
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Risk Mitigation.
A risk response strategy whereby the project team acts to decrease the probability of occurrence or impact of a threat.
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Risk Register.
A repository in which outputs of risk management processes are recorded.
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Risk Report.
A project document that summarizes information on individual project risks and the level of overall project risk.
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Risk Review.
The process of analyzing the status of existing risks and identifying new risks. May also be known as risk reassessment.
260
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.
261
Risk Threshold of the organization and stakeholders.
The measure of acceptable variation around an objective that reflects the risk appetite.
262
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.
263
Roadmap.
A high-level time line that depicts such things as milestones, significant events, reviews, and decision points.
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Role.
A defined function to be performed by a project team member, such as testing, filing, inspecting, or coding.
265
Rolling Wave Planning.
An iterative planning method 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.
266
Root Cause Analysis.
An analytical method used to determine the basic underlying reason that causes a variance or a defect or a risk.
267
Scatter Diagram.
A graph that shows the relationship between two variables..
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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.
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Schedule Compression.
A method used to shorten the schedule duration without reducing the project scope.
270
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.
271
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.
272
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.
273
Schedule Performance Index (SPI).
A measure of schedule efficiency expressed as the ratio of earned value to planned value.
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Schedule Variance (SV).
A measure of schedule performance expressed as the difference between the earned value and the planned value.
275
Scope.
The sum of the products, services, and results to be provided as a project. See also project scope and product scope.
276
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 the basis for comparison to actual results.
277
Scope Creep.
The uncontrolled expansion to product or project scope without adjustments to time, cost, and resources.
278
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.
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S-Curve.
A graph that displays cumulative costs over a specified period of time.
280
Self-Organizing Team.
A cross-functional team in which people assume leadership as needed to achieve the team’s objectives.
281
Sensitivity Analysis.
An analysis method 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.
282
Servant Leadership.
The practice of leading the team by focusing on understanding and addressing the needs and development of team members in order to enable the highest possible team performance.
283
Simulation.
An analytical method that models the combined effect of uncertainties to evaluate their potential impact on objectives.
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Single-Point Estimating.
An estimating method that involves using data to calculate a single value which reflects a best guess estimate.
285
Specification.
A precise statement of the needs to be satisfied and the essential characteristics that are required.
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Sponsor.
A person or group who provides resources and support for the project, program, or portfolio and is accountable for enabling success.
287
Sprint.
A short time interval within a project during which a usable and potentially releasable increment of the product is created. See also iteration.
288
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.
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Stakeholder Analysis.
A method of systematically gathering and analyzing quantitative and qualitative information to determine whose interests should be taken into account throughout the project.
290
Stakeholder Engagement Assessment Matrix.
A matrix that compares current and desired stakeholder engagement levels.
291
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.
292
Stakeholder Performance Domain.
The performance domain that addresses activities and functions associated with stakeholders.
293
Stakeholder Register.
A project document that includes information about project stakeholders including an assessment and classification of project stakeholders.
294
Standard.
A document established by an authority, custom, or general consent as a model or example.
295
Statement of Work (SOW).
A narrative description of products, services, or results to be delivered by the project.
296
Status Meeting.
A regularly scheduled meeting to exchange and analyze information about the current progress of the project and its performance.
297
Status Report.
A report on the current status of the project.
298
Steering Committee.
An advisory body of senior stakeholders who provide direction and support for the project team and make decisions outside the project team’s authority.
299
Story Map.
A visual model of all the features and functionality desired for a given product, created to give the team a holistic view of what they are building and why.
300
Story Point.
A unit used to estimate the relative level of effort needed to implement a user story.
301
Strategic Plan.
A high-level document that explains an organization’s vision and mission plus the approach that will be adopted to achieve this mission and vision, including the specific goals and objectives to be achieved during the period covered by the document.
302
Strategy Artifacts.
Documents created prior to or at the start of the project that address strategic, business, or high-level information about the project.
303
Swarm.
A method in which multiple team members focus collectively on resolving a specific problem or task.
304
SWOT Analysis.
Analysis of strengths, weaknesses, opportunities, and threats of an organization, project, or option.
305
Tacit Knowledge.
Personal knowledge that can be difficult to articulate and share such as beliefs, experience, and insights.
306
Tailoring.
The deliberate adaptation of approach, governance, and processes to make them more suitable for the given environment and the work at hand.
307
Task Board.
A visual representation of the progress of the planned work that allows everyone to see the status of the tasks.
308
Team Charter.
A document that records the team values, agreements, and operating guidelines, as well as establishes clear expectations regarding acceptable behavior by project team members.
309
Team Performance Domain.
The performance domain that addresses activities and functions associated with the people who are responsible for producing project deliverables that realize business outcomes.
310
Technical Performance Measures.
Quantifiable measures of technical performance that are used to ensure system components meet the technical requirements.
311
Template.
A partially complete document in a predefined format that provides a defined structure for collecting, organizing, and presenting information and data.
312
Test Plan.
A document describing deliverables that will be tested, tests that will be conducted, and the processes that will be used in testing.
313
Threat.
A risk that would have a negative effect on one or more project objectives.
314
Threshold.
A predetermined value of a measurable project variable that represents a limit that requires action to be taken if it is reached.
315
Throughput.
The number of items passing through a process.
316
Throughput Chart.
A diagram that shows the accepted deliverables over time.
317
Time and Materials Contract (T&M).
A type of contract that is a hybrid contractual arrangement containing aspects of both cost-reimbursable and fixed-price contracts.
318
Timebox.
A short, fixed period of time in which work is to be completed.
319
Tolerance.
The quantified description of acceptable variation for a quality requirement.
320
Trend Analysis.
An analytical method that uses mathematical models to forecast future outcomes based on historical results.
321
Triple Bottom Line.
A framework for considering the full cost of doing business by evaluating a company’s bottom line from the perspective of profit, people, and the planet.
322
Uncertainty.
A lack of understanding and awareness of issues, events, path to follow, or solutions to pursue.
323
Uncertainty Domain.
The performance domain that addresses activities and functions associated with risk and uncertainty.
324
Use Case.
An artifact for describing and exploring how a user interacts with a system to achieve a specific goal.
325
User Story.
A brief description of an outcome for a specific user, which is a promise for a conversation to clarify details.
326
Validation.
The assurance that a product, service, or result meets the needs of the customer and other identified stakeholders. See also verification.
327
Value.
The worth, importance, or usefulness of something.
328
Value Delivery Office (VDO).
A project delivery support structure that focuses on coaching teams; building agile skills and capabilities throughout the organization; and mentoring sponsors and product owners to be more effective in those roles.
329
Value Delivery System.
A collection of strategic business activities aimed at building, sustaining, and/or advancing an organization.
330
Value Proposition.
The value of a product or service that an organization communicates to its customers.
331
Value Stream Map.
A display of the critical steps in a process and the time taken in each step used to identify waste.
332
Value Stream Mapping.
A lean enterprise method used to document, analyze, and improve the flow of information or materials required to produce a product or service for a customer.
333
Vanity Metric.
A measure that appears to show some result but does not provide useful information for making decisions.
334
Variance.
A quantifiable deviation, departure, or divergence away from a known baseline or expected value.
335
Variance Analysis.
A method for determining the cause and degree of difference between the baseline and actual performance.
336
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.
337
Velocity.
A measure of a team’s productivity rate at which the deliverables are produced, validated, and accepted within a predefined interval.
338
Velocity Chart.
A chart that tracks the rate at which the deliverables are produced, validated, and accepted within a predefined interval.
339
Verification.
The evaluation of whether or not a product, service, or result complies with a regulation, requirement, specification, or imposed condition. See also validation.
340
Virtual Team.
A group of people with a shared goal who work in different locations and who engage with each other primarily through phone and other electronic communications.
341
Vision Statement.
A summarized, high-level description about the expectations for a product such as target market, users, major benefits, and what differentiates the product from others in the market.
342
Visual Data and Information.
Artifacts that organize and present data and information in a visual format, such as charts, graphs, matrices, and diagrams.
343
Voice of the Customer.
A planning method 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 or product development.
344
Volatility.
The possibility for rapid and unpredictable change.
345
Waste.
Activities that consume resources and/or time without adding value.
346
WBS Dictionary.
A document that provides detailed deliverable, activity, and scheduling information about each component in the work breakdown structure.
347
What-If-Scenario Analysis.
The process of evaluating scenarios in order to predict their effect on project objectives.
348
Wideband Delphi.
An estimating method in which subject matter experts go through multiple rounds of producing estimates individually, with a team discussion after each round, until a consensus is achieved.
349
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.
350
Work Package.
The work defined at the lowest level of the work breakdown structure for which cost and duration are estimated and managed.
