PMP 2021 Glossary Flashcards
(372 cards)
1
Q
80/20 rule
A
A general guideline with many applications; in terms of
controlling processes, it contends that a relatively
large number of problems or defects, typically 80%,
are commonly due to a relatively small number of
causes, typically 20%.
2
Q
AB testing
A
A marketing approach used to determine user preferences
by showing different sets of users similar services
with one independent variable.
3
Q
AC (Actual Cost)
A
The realized cost incurred for the work performed on an activity during a specific time.
4
Q
accept
A
A strategy for managing negative risks or opportunities
that involves acknowledging a risk and not taking any
action until the risk occurs.
5
Q
acceptance criteria
A
A set of conditions that is required to be met before
deliverables are accepted.
6
Q
active listening
A
A communication technique that involves acknowledging what you hear and clarifying the message to confirm that what you heard matches the message that the sender intended.
7
Q
activity attributes
A
Multiple attributes associated with each schedule
activity that can be included within the activity
list.
8
Q
activity dependency
A
A logical relationship that exists between two project
activities. The relationship indicates whether the
start of an activity is contingent upon an event or
input from outside the activity.
9
Q
activity duration estimates
A
The quantitative assessments of the likely number of
time periods that are required to complete an activity.
10
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.
11
Q
activity
A
A distinct, scheduled portion of work performed during
the course of a project.
12
Q
administrative closure
A
Involves verifying and documenting project results to
formalize project or phase completion.
13
Q
Affinity diagram
A
A technique that allows large numbers of ideas to be
classified into groups for review and analysis.
14
Q
agile life cycles
A
A project life cycle that is iterative or incremental.
Also referred to as change- driven or adaptive, they
work well in environments with high levels of change
and ongoing stakeholder involvement in a project.
15
Q
Agile project management
A
A project management methodology that uses an iterative and incremental approach that focuses on customer value and team empowerment. In agile project management, the product is developed in iterations by small and integrated teams.
16
Q
Agile release planning
A
A process in which you determine the number of
iterations or Sprints that are needed to complete each
release, the features that each iteration will
contain, and the target dates of each release.
17
Q
agreements
A
Any documents or communication that defines the initial intentions of a project. Examples include contracts, memorandums of understanding (MOUs), service level agreements (SLAs), letters of agreement, letters of intent, verbal agreements, email, or other written agreements.
18
Q
analogous estimating
A
A technique for estimating the duration or cost of an
activity on a project using historical data from a
similar activity or project.
19
Q
approved change requests
A
Change requests that have been reviewed and approved by the change control board (CCB) and are ready to be scheduled for implementation.
20
Q
assumption and constraint analysis
A
A process that explores the validity of the project
assumptions within the constraints and identifies risks from any incompleteness or inaccuracy of these project
assumptions.
21
Q
attribute sampling data
A
Data that is counted such as the number of product
defects or customer complaints.
22
Q
auditing
A
An examination of a project’s goals and achievements, including adequacy, accuracy, efficiency,
effectiveness, and the project’s compliance with
applicable methodologies and regulations. It tends to
be a formal, one-sided process that can be extremely
demoralizing to team members.
23
Q
autocratic
A
Using this group decision-making method,
one member of the group makes the decision. In most
cases, this person will consider the larger group’s
ideas and decisions and will then make a decision
based on that input.
24
Q
avoid
A
A strategy for managing negative risks or threats that
involves changing the project management plan to
remove the risk entirely by extending the schedule,
changing the strategy, increasing the funding, or
reducing the scope.
25
BAC
(Budget at Completion) The sum of all budgets established for the work to be performed.
26
bar chart
A graphic display of schedule-related information. In the typical bar chart, schedule activities or WBS 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”.
27
benchmarking
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.
28
benefit cost analysis
A financial analysis tool used to determine the
| benefits provided by a project against its costs.
29
benefits management plan
The documented explanation defining the processes for creating, maximizing, and sustaining the benefits
provided by a project or program.
30
bidder conferences
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 called vendor
conferences, pre-bid conferences, or contractor
conferences.
31
bottom-up estimating
A method of estimating project duration or cost by
aggregating the estimates of the lower- level
components of the WBS.
32
brainstorming
A technique that involves a facilitator to help a group
identify project risks in a free-form session where
ideas are generated, built on, and recorded.
33
breach of contract
The failure to meet some or all the obligations of a
| contract.
34
burndown chart
A tool that is used to track the progress of the
project by plotting the number of days of Sprint
against the number of hours of work remaining.
35
business case
A documented economic feasibility study used to
establish the 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.
36
business risk
The inherent risk in any business endeavor that carries
the potential for either profit or loss. Types of
business risks are competitive, legislative, monetary,
and operational.
37
business value
The net quantifiable benefit derived from a business
endeavor. The benefit may be tangible, intangible, or
both.
38
CCB
(Change Control Board) A formally chartered group
responsible for reviewing, evaluating, approving,
delaying, or rejecting changes to the project, and for
recording and communicating such decisions.
39
cease and desist letter
A document sent to an individual or a business to stop
(cease) allegedly illegal activities and to not
undertake them again (desist).
40
change control form
A document used to request a project change. They can also be recommendations for taking corrective or
preventive actions. See also “change request”.
41
change control system
A set of procedures that describes how modifications
to the project deliverables and documentation are
managed and controlled.
42
change management
The process of managing project changes in a structured and standardized manner.
43
change management plan
A component of the project management plan that
establishes the Change Control Board, documents that
extent of its authority, and describes how the change
control system will be implemented.
44
change request
Request for change sent to the upper management or the Change Control Board (CCB) for its evaluation and
approval. See also “change control form”
45
checklist analysis
A technique for systematically reviewing materials
| using a list for accuracy and completeness.
46
CI
(Continuous Improvement) The ongoing effort to improve products, services, or processes.
47
Close Project or Phase process
The process of finalizing all activities for the
| project, phase, or contract.
48
close-out meetings
Sessions held at the end of a project or phase; they
involve discussing the work and capturing lessons
learned.
49
co-location
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.
50
coaching
The act of giving guidance and direction to another
| person so that they can make better decisions.
51
code of accounts
A numbering system used to uniquely identify each
| component of the WBS.
52
Code of Ethics and Professional Conduct
A PMI® publication that describes the ethical and
professional behavior expectations of an individual
working as a project management professional.
53
communication methods
A systematic procedure, technique, or process used to
| transfer information among project stakeholders.
54
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.
55
communication styles assessment
A technique to identify the preferred communication
| method, format, and content for stakeholders for planned communication activities.
56
communication technology
Specific tools, systems, computer programs, etc., used
| to transfer information among project stakeholders.
57
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.
58
completion contract
A type of contract that is completed when the vendor
delivers the product to the buyer and the buyer
accepts the product.
59
configuration management
A tool used to manage changes to a product or service
being produced as well as changes to any of the
project documents such as schedule updates.
60
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.
61
configuration management system
A collection of procedures used to track project
artifacts and monitor and control changes to these
artifacts.
62
conflict management
The application of one or more strategies for dealing
with disagreements that may be detrimental to team
performance.
63
context diagram
```
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.
```
64
contingency plan
A risk response strategy developed in advance, before
risks occur; it is meant to be used if and when
identified risks become reality.
65
Project Resource Management
includes the processes to identify, acquire, and manage the human resources needed to successfully complete a project.
66
contingency reserves
Time or money allocated in the schedule or cost baseline for known risks with active response strategies.
67
contract change control system
The system used to collect, track, adjudicate, and communicate changes to a contract.
68
contract
A mutually binding agreement that obligates the seller to provide the specified project or service or result
and obligates the buyer to pay for it.
69
control account
A management control point where scope, budget, actual cost, and schedule are integrated and compared to earned value for performance measurement.
70
Control Procurements process
The process of managing procurement relationships, monitoring contract performance, making changes and
corrections as appropriate, and closing out contracts.
71
controlling PMO
A type of PMO that provides support and requires compliance through various means. Compliance may involve adopting project management frameworks or
methodologies; using specific templates, forms, and tools; or conformance to governance.
72
CoQ
(Cost of Quality) 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.
73
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.
74
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.
75
cost management plan
A component of a project or program management plan that describes how costs will be planned, structured, and controlled.
76
cost of conformance
The money spent during a project to avoid failures. This includes prevention costs that build a quality product and appraisal costs that assess the quality.
77
cost of non-conformance
The money spent after a project is complete because of failures. This includes internal and external failure
costs.
78
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.
79
CPAF contract
(Cost Plus Award Fee contract) 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.
80
CPFF contract
(Cost Plus Fixed Fee contract) 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).
81
CPI
(Cost Performance Index) A measure of the cost efficiency of budgeted resources expressed as the ratio of earned value to actual cost.
82
CPIF contract
(Cost Plus Incentive Fee contract) 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.
83
critical path activity
Any activity on the critical path in a project
| schedule.
84
critical path
The sequence of activities that represents the longest path through a project, which determines the shortest possible duration.
85
cultural awareness
Understanding the cultural differences of the individuals, groups, and organizations in the project stakeholder community so you can adapt communication strategies to avoid or reduce miscommunication and
misunderstandings.
86
CV
(Cost Variance) 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.
87
daily standup
A short, 15-minute meeting in which the complete team gets together for a quick status update while standing in a circle. Also referred to as a daily scrum.
88
de facto regulations
Regulations that are widely accepted and adopted through use.
89
de jure regulations
Regulations that are mandated by law or have been approved by a recognized body of experts.
90
debriefing
A less formal, more cooperative means of discussing the positives and the negatives of the project, what worked, and what will be done differently next time.
This discussion includes technology issues, people issues, vendor relationships, and organizational
culture.
91
decision making
The process of selecting a course of action from among multiple options.
92
decision tree analysis
A diagramming and calculation technique for evaluating the implications of a chain of multiple options in the presence of uncertainty.
93
decomposition
A technique used for dividing and subdividing the project scope and project deliverables into smaller, more manageable parts.
94
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 projects.
95
directions of influence
A classification model that groups stakeholders based on how they influence the project: upwards (senior
management), downwards (team or specialists), outwards (external), sidewards (project manager’s peers), and
prioritization.
96
directive PMO
A type of PMO that takes control of projects by directly managing the projects.
97
discretionary dependency
A relationship that is established based on knowledge of best practices within a particular application area or an aspect of the project where a specific sequence
is desired.
98
document analysis
A technique used to gain project requirements from current documentation evaluation.
99
DoD
(Definition of Done) A team’s checklist of all the criteria required to be met so that a deliverable can be considered ready for customer use.
100
DoR
(Definition of Ready) A team’s checklist for a user-centric requirement that has all the information the team needs to be able to begin working on it.
101
EAC
(Estimate at Completion) The expected total cost of completing all work expressed as the sum of the actual cost to date and the estimate to complete.
102
EEF
(Enterprise Environmental Factors) Conditions that are not under the immediate control of the team, and that
influence, constrain, or direct the project, program, or portfolio.
103
effect-based risk classification
A way of analyzing the major risks inherent to a project that could have an impact on its success. These major risks include time, cost, quality, and
scope.
104
effort
The number of labor units required to complete a scheduled activity or WBS component, often expressed in hours, days, or weeks. Contrast with duration.
105
EI
(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. EQ is also a commonly used
abbreviation.
106
elapsed time
The actual calendar time required for an activity from start to finish.
107
EMV
(Expected Monetary Value) A method of calculating the average outcome when the future is uncertain.
108
enhance
A strategy for managing positive risks or
opportunities that involves increasing the probability that the opportunity will happen, or the impact it will have by identifying and maximizing enablers of
these opportunities.
109
escalate
The strategy in which you determine that a threat is outside the scope of the project or beyond the project manager’s authority. You then forward the threat to a person or part of the organization at a higher level.
110
ETC
(Estimate to Complete) The expected cost of finishing all the remaining project work.
111
EV
(Earned Value) A measure of work performed expressed in terms of the budget authorized for that work.
112
EVM
(Earned Value Management) A methodology that combines
scope, schedule, and resource measurements to assess
project performance and progress.
113
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.
114
explicit knowledge
Knowledge that can be codified using symbols such as words, numbers, and pictures. This type of knowledge can be documented and shared with others.
115
exploit
A strategy for managing positive risks or
| opportunities that involves attempting to make sure that the opportunity happens.
116
external dependency
Types of activity dependencies that exist between project activities and non-project activities and can be out of the project’s control.
117
facilitated workshops
Organized working sessions held by project managers to determine a project’s requirements and to get all stakeholders together to agree on the project’s
outcomes.
118
facilitation
A skill used to lead or guide an assembled group toward a successful conclusion such as making a decision or finding a solution.
119
FF
(Finish-to-Finish) A logical relationship in which a successor activity cannot finish until a predecessor activity has finished.
120
FFP contract
(Firm Fixed Price contract) 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.
121
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.
122
float
Also called slack. See also “total float” and “free float”.
123
focus groups
An elicitation technique that brings together pre-qualified stakeholders and subject matter experts to learn about their expectations and attitudes about a
proposed product, service, or result.
124
FPEPA contract
(Fixed Price with Economic Price Adjustment contract) A fixed-price contract, but with a special provision
allowing for pre-defined final adjustments to the contract price due to changed conditions, such as inflation changes, or cost increases (or decreases) for specific commodities.
125
FPIF contract
(Fixed Price Incentive Fee contract) 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.
126
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.
127
FS
(Finish-to-Start) A logical relationship in which a successor activity cannot start until a predecessor activity has finished.
128
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.
129
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.
130
Gantt chart
A bar chart of schedule information where activities are listed on the vertical axis, dates are shown on the horizontal axis, and the activity durations are shown
as horizontal bars placed according to start and finish dates.
131
IFB
(Invitation for Bid) Generally, this term is equivalent to request for proposal. However, in some application areas,
it may be a narrower or more specific meaning. A type of procurement document that is most commonly used when
deliverables are commodities for which there are clear specifications and when the quantities are very large. The
invitation is usually advertised, and any seller may submit a bid. Negotiation is typically not anticipated. These are sometimes used interchangeably with RFPs.
132
impediment
An obstacle that prevents the team from achieving its objectives.
133
increment
A functional, tested, and accepted deliverable that is a subset of the overall project outcome.
134
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.
135
Influence/impact grid
A classification model that groups stakeholders on the basis of their involvement in and impact on the project.
136
influencing
The act of presenting a good case to explain why an idea, decision, or problem should be handled a certain way, without resistance from other individuals.
137
information radiator
The generic term for visual displays placed in a visible location so everyone can quickly see the latest information. In agile practice, also known as “Big Visible Chart”.
138
insurable risk
A risk that has only the potential for loss and no potential for profit or gain. An insurable risk is one for which insurance may be purchased to reduce or offset the possible loss. Types of insurable risks are
direct property, indirect property, liability, and personnel- related.
139
interactive communication
An exchange of information between two or more people that ensures common understanding for everyone participating in that exchange.
140
internal dependency
A type of activity dependency that exists between project activities and is usually under the project’s control.
141
interpersonal skills
Skills used to establish and maintain relationships with other people.
142
interview
A formal or informal approach to elicit information from stakeholders by talking with them directly.
143
IRR
(Internal Rate of Return) The interest rate that makes the net present value of all cash flow equal to zero.
144
issue
A current condition or situation that may have an impact on the project objectives.
145
issue log
A document where information about issues is recorded and monitored.
146
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.
147
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.
148
JAD
(Joint Application Design) Specialized workshops that include both SMEs and the development team together to discuss and improve on the software development
process.
149
job shadowing
See “observations”.
150
Kanban board
A visualization tool that enables improvements to the flow of work by making bottlenecks and work quantities
visible.
151
knowledge management
Connecting individuals, in person or virtually, to share knowledge and collaborate together.
152
KPI
(Key Performance Indicator) A set metric used to evaluate a team’s performance against the project vision and objectives.
153
lag
The amount of time whereby a successor activity will be delayed with respect to a preceding activity.
154
lead
The amount of time whereby a successor activity can be advanced with respect to predecessor activity.
155
leadership
The ability to step up and guide others to achieve results. Leadership abilities are gained through experience, building relationships, and taking on initiatives.
156
lean
An agile method used primarily in manufacturing that focuses on achieving outcomes with little or no waste.
157
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.
158
lessons-learned repository
A store of historical information about lessons learned in projects.
159
majority
A group decision-making method in which a majority of group members agree on the course of action to take.
160
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 project.
161
make-or-buy decisions
Decisions made regarding the external purchase or internal manufacture of a product.
162
management reserves
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 the scope of the project.
163
mandatory dependency
A relationship that is contractually required or inherent in the nature of the work.
164
matrix organization
An 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.
165
MBI
(Minimum Business Increment) The smallest amount of value that can be added to a product or service that
benefits the business.
166
milestone
A significant point or event in a project, program, or portfolio.
167
milestone charts
A type of project schedule bar chart that only includes milestone or major deliverables as points in time.
168
milestone list
A document that contains the significant points or events in a project.
169
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.
170
mitigate
A strategy for managing negative risks or threats that involves taking action to reduce the probability of occurrence or the impact of a risk.
171
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.
172
motivation
The inner drive that keeps people involved and wanting to complete work of high quality in a timely fashion.
173
multi-criteria decision analysis
This technique utilizes a decision matrix to provide a systematic analytical approach for establishing criteria, such as risk levels, uncertainty, and valuation, to evaluate and rank many ideas.
174
MVP
(Minimum Viable Product) The smallest collection of features that can be included in a product for customers to consider it functional. In Lean methodologies, it can be referred to as “bare bones” or “no frills” functionality.
175
negotiated settlements
Are undertaken to arrive at a final equitable settlement of all outstanding issues, claims, and disputes by negotiation.
176
negotiation
An approach used by more than one individual to come to an agreement or resolution.
177
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.
178
NPS
(Net Promoter Score) Measures a customer’s willingness to recommend a provider’s products or services to
another on a scale of -100 to 100.
179
Kano Model
Used as a prioritization technique identifying certain features or
capabilities as Basic, Performance, or Excitement helps in the prioritization of which capabilities are truly must-have, what features may create meaningful
competitive differentiators, etc.
180
MoSCoW (MSCW) analysis
Used as a prioritization technique categorize features as Must Have, Should Have, Could Have, and Won’t Have (for now). This helps customers organize their thinking about what are truly must- have capabilities and enables identification of a Minimum Viable Product (MVP).
181
Product backlog
Used as a prioritization technique In agile approaches, you maintain and manage a product backlog. The product backlog
is owned by the customer—or the product owner in Scrum—and reflects a list of desired capabilities, written as User Stories, and a prioritized list, with the
items that have the highest business value and highest business risk listed first.
182
100 Points Method
Used as a prioritization technique where each stakeholder is given 100
points and can multi-vote their points across all the stories, which then give a weighted priority when combined.
183
Paired Comparison Analysis
Used as a prioritization technique Looking at each pair of stories and prioritizing one over the others.
184
NPV
(Net Present Value) The present value of all cash outflows minus the present value of all cash inflows.
185
observations
The techniques used to gain knowledge of a specific job role, task, or function in order to understand and determine project requirements. This is also known as job shadowing.
186
OPA
(organizational process assets) Plans, processes, policies, procedures, and knowledge bases that are specific to and used by the performing organization.
187
opportunity
A risk that would have a positive effect on one or more project objectives.
188
organizational theory
The study of how people, teams, and organizations behave to look for common themes for the purpose of maximizing efficiency and productivity, problem
solving, and meeting the stakeholder requirements of a project.
189
outsourcing
Moving beyond the organization to secure services and expertise from an outside source on a contract or short-term basis.
190
overlapping relationships
A type of phase-to-phase relationship that contains phases that start prior to the previous phase ending.
191
parametric estimating
An estimating technique in which an algorithm is used to calculate cost or duration based on historical data and
project parameters.
192
Pareto chart
A histogram that is used to rank causes of problems in a hierarchical format.
193
PDM
(Precedence Diagramming Method) 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.
194
phase gate
A point 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.
195
planning package
A WBS component below the control account with known work content but without detailed schedule activities.
196
plurality
Decisions made by the largest block in a group, even if a majority is not achieved.
197
PMIS
(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.
198
PMO
(Project Management Office) A management structure that standardizes the project-related governance processes
and facilitates the sharing of resources,
methodologies, tools, and techniques. PMOs are more common in larger organizations because of the number
of projects that can be in process all at the same time.
199
political awareness
The ability to recognize the power structure internal to the organization, and the ability to navigate the relationships.
200
portfolio management
The centralized management of one or more portfolios to achieve strategic objectives.
201
portfolio
Projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives.
202
Power/influence grid
A classification model that groups stakeholders on the basis of their levels of authority and involvement in the project.
203
Power/interest grid
A classification model that groups stakeholders on the basis of their levels of authority and interest in the project.
204
precedence relationship
A logical dependency used in the precedence diagramming methods.
205
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.
206
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.
207
probability distribution
The scattering of values assigned to likelihood in a sample population. It can be visually depicted in the form of a probability density function (PDF).
208
procurement
The acquisition of goods and services from an external organization, vendor, or supplier to enable the deliverables of the project.
209
procurement audit
The review of contracts and contracting processes for completeness, accuracy, and effectiveness.
210
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 settler’s responses.
211
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.
212
procurement SOW
Describes the procurement item in sufficient detail to allow prospective sellers to determine if they are
capable of providing the products, services, or results.
213
product analysis
For projects that have a product as the 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.
214
product backlog
A prioritized list of customer requirements and the first step of Scrum in which priority is based on the riskiness and business value of the user story.
215
product box exercise
A technique used to explain an overarching solution wherein stakeholders try to describe aspects of a solution in the same way a marketer might describe
product features and benefits on a box.
216
product owner
An individual or an organization who is responsible for gathering inputs about a product from the customer and
translating the requirements into the product vision for the team and stakeholders.
217
product roadmap
A high-level visual summary of the product or products of the project that includes goals, milestones, and potential deliverables.
218
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.
219
program
Related projects, subsidiary programs, and program activities that are managed in a coordinated manner to obtain benefits not available from managing them individually. A project may or may not be part of a program, but a program will always have projects.
220
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.
221
project artifact
Any document related to the management of a project.
222
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.
223
project governance
The framework, functions, and processes that guide project management activities to create a unique product, service, or result to meet organizational, strategic, and operational goals.
224
ELMO
(enough, let's move on) continue with what the team is doing and move forward. Topic can be moved to the parking lot.
225
project life cycle
A series of phases that a project passes through from its start to its completion.
226
project management plan
The document that describes how the project will be executed, monitored and controlled, and closed.
227
project management software
A computer application that helps plan, organize, and manage project resources and develop resource estimates for activities.
228
project management
The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.
229
project manager
The person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.
230
project phase
A collection of logically related project activities that culminates in the completion of one or more deliverables.
231
project requirements
For a project, these are the agreed-upon conditions or capabilities of a product, service, or outcome that a project is designed to satisfy.
232
project schedule network diagram
A graphical representation of the logical relationships among the project schedule activities. project schedule. An output of a schedule model that presents linked
activities with planned dates, durations, milestones, and resources.
233
project scope statement
The description of the project scope, major deliverables, assumptions, and constraints.
234
project scope
The features and functions that characterize a product, service, or result.
235
project team
A set of individuals who support the project manager in performing the work of the project to achieve its objectives.
236
project
A temporary endeavor undertaken to create a unique product, service, or result.
237
projectized organization
A structure where a project manager and a core project team operate as a separate organizational unit within the parent organization.
238
prototypes
A method of obtaining early feedback on requirements by providing a working model of the expected product before
actually building it.
239
pull communications
Messages that require the interested people to access the information based on their own initiative.
240
push communications
Messages that are sent out to people who need to receive the information.
241
PV
(Present Value) The current value of a future sum of money or stream of cash flows given a specific rate of return.
242
PV
(Planned Value) The authorized budget assigned to scheduled work.
243
QFD
(Quality function deployment) Workshops that are commonly used in the manufacturing field to determine
new product development requirements.
244
qualified vendors
The vendors who are approved to deliver the products, services, or results based on the procurement requirements identified for a project.
245
qualified vendors list
Contains details regarding vendors who meet the organization’s requirements and to whom requests can be sent.
246
qualitative risk analysis
A technique used to determine the probability of occurrence and the impact of identified risk.
247
quality audit
A structured, independent process to determine if project activities comply with organizational and project policies, processes, and procedures.
248
quality gate
A special type of gate located before a phase that is strongly dependent upon the outcome of a previous phase. The quality gate process is a formal way of specifying and recording the transition between stages in the project life cycle.
249
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.
250
quality metric
A description of a project or product attribute and how to measure it.
251
quality
The degree to which a set of inherent characteristics fulfills requirements.
252
quantitative risk analysis
Technique used to assess the risk exposure events to overall project objectives and determine the confidence levels of achieving the project objectives.
253
questionnaires
Written sets of questions designed to quickly accumulate information from a large number of respondents.
254
RACI chart
(Responsible, Accountable, Consulted, and Informed) A common type of Responsibility Assignment Matrix (RAM) that uses responsible, accountable, consult, and inform statuses to define the involvement of stakeholders in project activities.
255
RAM
(Responsibility Assignment Matrix) A grid that shows the project resources assigned to each work package.
256
RBS
(risk breakdown structure) A hierarchical
| representation of potential sources of risk.
257
recognition
A more personalized, intangible, and experiential event that focuses on behavior rather than outcome.
258
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.
259
relative authority
The project manager’s authority relative to the functional manager’s authority over the project and the project team.
260
requirements documentation
A description of how individual requirements meet the business need for the project.
261
requirements management plan
A component of the project or program management plan that describes how requirements will be analyzed, documented, and managed.
262
requirements traceability matrix
A grid that links product requirements from their origin to the deliverables that satisfy them.
263
resource calendar
A calendar that identifies the working days and shifts upon which each specific resource is available.
264
resource levelling
A resource optimization technique in which adjustments are made to the project schedule to optimize the allocation of resources and which may affect the
critical path.
265
resource management plan
A component of the project management plan that describes how project resources are acquired, allocated, monitored, and controlled.
266
resource requirements
The types and quantities of resources required for each activity in a work package.
267
reward
A tangible, consumable item that is given to a person based on a specific outcome or an achievement.
268
reward and recognition plan
A formalized way to reinforce performance or behavior.
269
RFI
(Request for Information) 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.
270
RFP
(Request for Proposal) 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.
271
RFQ
(Request for Quotation) 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.
272
risk appetite
The degree of uncertainty an organization or individual is willing to accept in anticipation of a reward.
273
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.
274
risk impact
The likely effect on project objectives if a risk event occurs.
275
risk management plan
A component of the project, program, or portfolio management plan that describes how risk management activities will be structured and performed.
276
resource requirements
The types and quantities of resources required for each activity in a work package.
277
reward
A tangible, consumable item that is given to a person based on a specific outcome or an achievement.
278
reward and recognition plan
A formalized way to reinforce performance or behavior.
279
RFI
(Request for Information) 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.
280
RFP
(Request for Proposal) 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.
281
RFQ
(Request for Quotation) 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.
282
risk appetite
The degree of uncertainty an organization or individual is willing to accept in anticipation of a reward.
283
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.
284
risk impact
The likely effect on project objectives if a risk event occurs.
285
risk management plan
A component of the project, program, or portfolio management plan that describes how risk management activities will be structured and performed.
286
risk probability
The likelihood that a risk event will occur or prove true during the project.
287
risk register
A repository in which outputs of risk management processes are recorded.
288
risk threshold
The level of risk exposure above which risks are addressed and below which risks may be accepted.
289
risk tolerance
The maximum amount of risk, and the potential impact of that risk occurring, that a project manager or key stakeholder is willing to accept.
290
risk workshop
A technique that uses a special meeting conducted for the purpose of identifying project risks. In addition to the
project team members, this workshop might also include the project sponsor, SMEs, customer representatives, and
other stakeholders, depending on the size of the project.
291
risk
An uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives.
292
ROI
(Return on Investment) A financial metric of
| profitability that measures the gain or loss from an investment relative to the amount of money invested.
293
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.
294
SAFe
(Scaled Agile Framework) A knowledge base of integrated patterns for enterprise-scale lean- agile development.
295
salience model
A classification model that groups stakeholders on the basis of their level of authority, their immediate needs, and how appropriate their involvement is in
terms of the project.
296
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.
297
scope baseline
The approved version of a scope statement, 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.
298
scope creep
The uncontrolled expansion to product or project scope without adjustments to time, cost, and resources.
299
scope management plan
A component of the project management plan or program management plan that describes how the scope will be defined, developed, monitored, controlled, and validated.
300
Scrum master
The coach of the development team and process owner in the Scrum framework. Removes obstacles, facilitates productive events, and defends the team from
disruptions.
301
Scrum team
Dedicated, self-managing, cross-functional, fully empowered individuals who deliver the finished work required by the customer.
302
Scrum
An agile framework for developing and sustaining complex products, with specific roles, events, and artifacts.
303
sequential relationships
A type of phase-to-phase relationship that contains consecutive phases that only start when the previous phase is complete.
304
servant leadership
A type of leadership style used in agile and other types of projects which encourages the self-definition, self-
discovery, and self-awareness of team members by listening, coaching, and providing an environment which
allows them to grow.
305
SF
(Start-to-Finish) A logical relationship in which a predecessor activity cannot finish until a successor activity has started.
306
share
A strategy for managing positive risks or opportunities that involves allocating some or all of the ownership of the opportunity to a third party.
307
simulation
An analytical technique that models the combined effect of uncertainties to evaluate their potential impact on
objectives.
308
SLA
(Service Level Agreement) 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.
309
SoS
(Scrum of Scrums) A technique to operate Scrum at scale for multiple teams working on the same product, coordinating discussions of progress on their
interdependencies, and focusing on how to integrate the delivery of software, especially in areas of overlap.
310
source selection criteria
A set of attributes desired by the buyer which a seller is required to meet or exceed to be selected for a contract.
311
source-based risk classification
A method of analyzing risk in terms of its origins.
312
SPI
(Schedule Performance Index) A measure of schedule efficiency expressed as the ratio of earned value to planned value.
313
Sprint backlog
A list of work items identified by the Scrum team to be completed during the Scrum sprint.
314
Sprint planning
A collaborative event in Scrum in which the Scrum team plans the work for the current sprint.
315
Sprint retrospective
This critical part of the Scrum process is attended by the Product Owner, Scrum Master, and the Scrum team to analyze
from a process perspective what is working well and what is not and to agree upon changes to implement.
316
Sprint review
A review at the end of each iteration with the Product Owner and other customer stakeholders to review the progress of the product, get early feedback, and review an
acceptance from Product Owner of the stories delivered in the iteration. Also referred to as a Demo.
317
Sprint
A timeboxed iteration in Scrum.
318
SS
(Start-to-Start) A logical relationship in which a successor activity cannot start until a predecessor activity has started.
319
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.
320
stakeholder cube
A three-dimensional classification model that builds on the previous two-dimensional grids to group stakeholders.
321
Stakeholder Engagement Assessment Matrix
A matrix that compares current and desired stakeholder engagement levels.
322
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.
323
stakeholder register
A project document including the identification, assessment, and classification of project stakeholders.
324
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.
325
standard
A document established by an authority, custom, or general consent as a model for example.
326
statistical sampling process
A process that involves dividing sampling data into two categories—attribute and variable— each of which is gathered according to sampling plans. As corrective actions are taken in response to analysis of statistical sampling and other quality control activities, and as trend analysis is performed, defects and process
variability should be reduced.
327
statistical sampling
Choosing part of a population of interest for inspection.
328
storyboarding
The prototyping method that uses visuals or images to illustrate a process or represent a project outcome.
Storyboards are useful to illustrate how a product, service, or application will function or operate when it is complete.
329
supportive PMO
The type of PMO that provides a consultative role to projects by supplying templates, best practices, training, access to information, and lessons learned
from other projects.
330
SV
(Schedule Variance) A measure of schedule performance expressed as the difference between the earned value
and the planned value.
331
SWOT analysis
An analysis of strengths, weaknesses, opportunities, and threats of an organization, project, or option.
332
T&M contract
(Time and Material contract) A type of contract that is a hybrid contractual arrangement containing aspects of
both cost- reimbursable and fixed-price contracts.
333
T-shaped
Refers to a person with one deep area of specialization and broad ability in the rest of the skills required by the team.
334
tacit knowledge
Personal knowledge that can be difficult to articulate and share such as beliefs, experience, and insights.
335
task board
Used to visualize the work and enable the team and stakeholders to track their progress as work is performed during an iteration. Examples of task boards
include Kanban boards, to-do lists, procedure
checklists, and Scrum boards.
336
team building
The process of continually supporting and working collaboratively with team members in order to enable a team to work together to solve problems, diffuse
interpersonal issues, share information, and tackle project objectives as a unified force.
337
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.
338
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.
339
team resource management
The processes necessary to organize, manage, and lead the people on the project team as well as the
processes needed to procure and manage physical resources for a project.
340
team-building activities
The specific functions or actions taken to help the team to develop into a mature, productive team. They can be formal or informal, brief or extended, and facilitated by the project manager or a group facilitator.
341
teaming agreement
A legal contractual agreement between two or more parties to form a joint venture or any other arrangement as defined by the parties to meet the requirements of a business opportunity. The parties
can be internal or external to the organization executing the project.
342
term contract
A type of contract that engages the vendor to deliver a set amount of service—measured in staff-hours or a similar unit—over a set period of time.
343
threat
A risk that would have a negative effect on one or more project objectives.
344
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.
345
timebox
A fixed period of time; for example, 1 week, 2 weeks, 3 weeks, or 1 month.
346
tolerance
The quantified description of acceptable variation for a quality requirement.
347
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.
348
TQM
(Total Quality Management) An approach to improve business results through an emphasis on customer satisfaction, employee development, and processes
rather than on functions.
349
training
An activity in which team members acquire new or enhanced skills, knowledge, or attitudes.
350
transfer
A strategy for managing negative risks or threats that involves shifting the impact and ownership of the risk to a third party and paying a risk premium to the party taking on the liability of the risk.
351
trend analysis
An analytical technique that uses mathematical models to forecast future outcomes based on historical results.
352
trigger condition
An event or situation that indicates that a risk is about to occur.
353
unanimity
Agreement by everyone in the group on a single course of action.
354
unique identification code
A specific configuration of a code of accounts that assigns a particular alphanumeric sequence of characters
to each element of a WBS.
355
user story
A brief description of deliverable value for a specific user. It is a promise for a conversation to clarify details.
356
Validate Scope
The process of formalizing acceptance of the completed project deliverables.
357
value stream mapping
A lean enterprise technique used to document, analyze, and improve the flow of information or materials required to produce a product or service for a
customer.
358
value stream
An organizational construct that focuses on the flow of value to customers through the delivery of specific products or services.
359
variable sampling data
Data from a sample that is measured on a continuous scale such as time, temperature, or weight.
360
variance
A quantifiable deviation, departure, or divergence away from a known baseline or expected value.
361
variance analysis
A technique for determining the cause and degree of difference between the baseline and the actual performance.
362
version control
A system that records changes to a file, in a way that allows you to retrieve previous changes made to it.
363
virtual team
A group of people with a shared goal who fulfill their roles with little or no time spent meeting face-to-face.
364
waiver
The giving up of a contract right, even inadvertently.
365
warranty
A promise, explicit or implied, that goods or services will meet a predetermined standard.
366
WBS dictionary
A document that provides detailed deliverable, activity, and scheduling information about each component in the work breakdown structure.
367
WBS
(work breakdown structure) 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.
368
work package
The work defined at the lowest level of the work breakdown structure for which cost, and duration are estimated and managed.
369
work performance data
The raw observations and measurements identified during activities being performed to carry out the project
work. They can be recorded in the PMIS and project documents.
370
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.
371
work performance report
The physical or electronic representation of work performance information compiled in project documents, intended to generate decisions, actions, or awareness
372
work shadowing
An on-the-job technique that enables someone to learn about and perform a job while observing and working with another more experienced person, or mentor
