PNBOK Glossary Flashcards
(475 cards)
1
Q
Organizational Process Assets
A
Plans, processes, policies, procedures, and knowledge bases that are specific to and used by the performing organization.
2
Q
Acceptance Criteria
A
A set of conditions that is required to be met before deliverables are accepted.
3
Q
Accepted Deliverables
A
Products, results, or capabilities produced by a project and validated by the project customer or sponsors as meeting their specified acceptance criteria.
4
Q
Accuracy
A
Within the quality management system, accuracy is an assessment of correctness.
5
Q
Acquire Resources
A
The process of obtaining team members, facilities, equipment, materials, supplies, and other resources necessary to complete project work.
6
Q
Acquisition
A
Obtaining human and material resources necessary to perform project activities. Acquisition implies a cost of resources, and is not necessarily financial.
7
Q
Activity
A
A distinct, scheduled portion of work performed during the course of a project.
8
Q
Activity Attributes
A
Multiple attributes associated with each schedule activity that can be included within the activity list. Activity attributes include activity codes, predecessor activities, successor activities, logical relationships, leads and lags, resource requirements, imposed dates, constraints, and assumptions.
9
Q
Activity Duration
A
The time in calendar units between the start and finished of a scheduked activity.
10
Q
Activity Duration Estimates
A
the likely number of time periods that are required to complete The quantitative assessments of an activity.
11
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.
12
Q
Activity-on-Node (AON)
A
See precedence diagramming method (PDM).
13
Q
Actual Cost (AC)
A
The realized cost incurred for the work performed on an activity during a specific time period.
14
Q
Actual Duration
A
The time in calendar units between the actual start date of the schedule activity and either the data date of the project schedule if the schedule activity is in progress or the actual finish date if the schedule activity is complete.
15
Q
Adaptive Life Cycle
A
A project life cycle that is iterative or incremental.
16
Q
Affinity Diagrams
A
A technique that allows large numbers of ideas to be classified into groups for review and analysis.
17
Q
Agreements
A
Any document or communication that defines the initial intentions of a project. This can take the form of a contract, memorandum of understanding (MOU), letters of agreement, verbal agreements, e-mail, etc
18
Q
Alternative Analysis
A
A technique used to evaluate identified options in order to select the options or approaches to use to execute and perform the work of the project.
19
Q
Analogous Estimating
A
A technique for estimating the duration or cost of an activity or a project using historical data from a similar activity or project.
20
Q
Analytical Techniques
A
Various techniques used to evaluate, analyze, or forecast potential outcomes based on possible variations of project or environmental variables and their relationships with other variables.
21
Q
Assumption
A
A factor in the planning process that is considered to be true, real, or certain, without proof or demonstration.
22
Q
Assumption Log
A
A project document used to record all assumptions and constraints throughout the project life cycle.
23
Q
Attribute Sampling
A
Method of measuring quality that consists of noting the presence (or absence) of some characteristic (attribute) in each of the units under consideration.
24
Q
Authority
A
The right to apply project resources, expend funds, make decisions, or give approvals.
25
Backward Pass
A critical path method technique for calculating the late start and late finish dates by working backward through the schedule model from the project end date.
26
Bar Chart
A graphic display of schedule-related information. In the typical bar chart, schedule activities or work breakdown structure components are listed down the left side of the chart, dates are shown across the top, and activity durations are shown as date-placed horizontal bars. See also Gantt chart.
27
Baseline
The approved version of a work product that can be changed only through formal change control procedures and is used as a basis for comparison to actual results.
28
Basis of Estimates
Supporting documentation outlining the details used in establishing project estimates such as assumptions, constraints, level of detail, ranges, and confidence levels.
29
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.
30
Benefits Management Plan
The documented explanation defining the processes for creating, maximizing, and sustaining the benefits provided by a project or program.
31
Bid Documents
All documents used to solicit information, quotations, or proposals from prospective sellers.
32
Bidder Conference
The meetings with prospective sellers prior to the preparation of a bid or proposal to ensure all prospective vendors have a clear and common understanding of the procurement. Also known as contractor conferences, vendor conferences, or pre-bid conferences.
33
Bottom-Up Estimating
A method of estimating project duration or cost by aggregating the estimates of the lower-level components of the work breakdown structure (WBS).
34
Budget
The approved estimate for the project or any work breakdown structure component or any schedule activity.
35
Budget at Completion (BAC)
The sum of all budgets established for the work to be performed.
36
Buffer
See reserve.
37
Business Case
A documented economic feasibility study used to establish validity of the benefits of a selected component lacking sufficient definition and that is used as a basis for the authorization of further project management activities.
38
Business Value
The net quantifiable benefit derived from a business endeavor. The benefit may be tangible, intangible, or both.
39
Cause and Effect Diagram
A decomposition technique that helps trace an undesirable effect back to its root cause.
40
Change
A modification to any formally controlled deliverable, project management plan component, or project document.
41
Change Control
A process whereby modifications to documents, deliverables, or baselines associated with the project are identified, documented, approved, or rejected.
42
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.
43
Change Control System
A set of procedures that describes how modifications to the project deliverables and documentation are managed and controlled.
44
Change Control Tools
Manual or automated tools to assist with change and/or configuration management. At a minimum, the tools should support the activities of the CCB.
45
Change Log
A comprehensive list of changes submitted during the project and their current status.
46
Change Management Plan
A component of the project management plan that establishes the change control board, documents the extent of its authority, and describes how the change control system will be implemented.
47
Change Request
A formal proposal to modify a document, deliverable, or baseline.
48
Checklist Analysis
A technique for systematically reviewing materials using a list for accuracy and completeness.
49
Check Sheet
A tally sheet that can be used as a checklist when gathering data.
50
Claim
A request, demand, or assertion of rights by a seller against a buyer, or vice versa, for consideration, compensation, or payment under the terms of a legally binding contract, such as for a disputed change.
51
Claims Administration
The process of processing, adjudicating, and communicating contract claims.
52
Close Project or Phase
The process of finalizing all activities for the project, phase, or contract.
53
Closing Process Group
The process(es) performed to formally complete or close a project, phase, or contract.
54
Code of Accounts
A numbering system used to uniquely identify each component of the work breakdown structure (WBS).
55
Collect Requirements
The process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives.
56
Colocation
An organizational placement strategy where the project team members are physically located close to one another in order to improve communication, working relationships, and productivity.
57
Communication Methods
A systematic procedure, technique, or process used to transfer information among project stakeholders.
58
Communication Models
A description, analogy, or schematic used to represent how the communication process will be performed for the project.
59
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.
60
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.
61
Communication Styles Assessment
A technique to identify the preferred communication method, format, and content for stakeholders for planned communication activities.
62
Communication Technology
Specific tools, systems, computer programs, etc., used to transfer information among project stakeholders.
63
Conduct Procurements
The process of obtaining seller responses, selecting a seller, and awarding a contract.
64
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.
65
Configuration Management System
A collection of procedures used to track project artifacts and monitor and control changes to these artifacts.
66
Conformance
Within the quality management system, conformance is a general concept of delivering results that fall within the limits that define acceptable variation for a quality requirement.
67
Constraint
A limiting factor that affects the execution of a project, program, portfolio, or process.
68
Context Diagrams
A visual depiction of the product scope showing a business system (process, equipment, computer system, etc.), and how people and other systems (actors) interact with it.
69
Contingency
An event or occurrence that could affect the execution of the project that may be accounted for with a reserve.
70
Contingency Reserve
Time or money allocated in the schedule or cost baseline for known risks with active response strategies.
71
Contingent Response Strategies
Responses provided which may be used in the event that a specific trigger occurs.
72
Contract
a mutually binding agreement that obligates the seller to provide the specified product or service or result and obligates the buyer to pay for it.
73
Contract Change Control System
The system used to collect, track, adjudicate, and communicate changes to a contract.
74
Control
Comparing actual performance with planned performance, analyzing variances, assessing trends to effect process improvements, evaluating possible alternatives, and recommending appropriate corrective action as needed.
75
Control Account
A management control point where scope, budget, actual cost, and schedule are integrated and compared to earned value for performance measurement.
76
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.
77
Control Scope
The process of monitoring the status of the project and product scope and managing changes to the scope baseline.
78
Corrective Action
An intentional activity that realigns the performance of the project work with the project management plan.
79
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.
80
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.
81
Cost-Benefit Analysis
A financial analysis tool used to determine the benefits provided by a project against its costs.
82
Cost Management Plan
A component of a project or program management plan that describes how costs will be planned, structured, and controlled.
83
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.
84
Cost Performance Index (CPI)
A measure of the cost efficiency of budgeted resources expressed as the ratio of earned value to actual cost.
85
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.
86
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).
87
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.
88
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.
89
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.
90
Crashing
A technique used to shorten the schedule duration for the least incremental cost by adding resources.
91
Create WBS
The process of subdividing project deliverables and project work into smaller, more manageable components.
92
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.
93
Critical Path
The sequence of activities that represents the longest path through a project, which determines the shortest possible duration.
94
Critical Path Activity
Any activity on the critical path in a project schedule.
95
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.
96
Data
Discrete, unorganized, unprocessed measurements or raw observations.
97
Data Analysis Techniques
Techniques used to organize, assess, and evaluate data and information.
98
Data Date
A point in time when the status of the project is recorded.
99
Data Gathering Techniques
Techniques used to collect data and information from a variety of sources.
100
Data Representation Techniques
Graphic representations or other methods used to convey data and information.
101
Decision-Making Techniques
Techniques used to select a course of action from different alternatives.
102
Decision Tree Analysis
A diagramming and calculation technique for evaluating the implications of a chain of multiple options in the presence of uncertainty.
103
Decomposition
A technique used for dividing and subdividing the project scope and project deliverables into smaller, more manageable parts.
104
Defect
An imperfection or deficiency in a project component where that component does not meet its requirements or specifications and needs to be either repaired or replaced.
105
Defect Repair
An intentional activity to modify a nonconforming product or product component.
106
Define Activities
The process of identifying and documenting the specific actions to be performed to produce the project deliverables.
107
Define Scope
The process of developing a detailed description of the project and product.
108
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.
109
Dependency
See logical relationship.
110
Determine Budget
The process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline.
111
Development Approach
The method used to create and evolve the product, service, or result during the project life cycle, such as predictive, iterative, incremental, agile, or a hybrid method.
112
Develop Project Charter
The process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.
113
Develop Project Management Plan
The process of defining, preparing, and coordinating all plan components and consolidating them into an integrated project management plan.
114
Develop Schedule
The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model for project execution and monitoring and controlling.
115
Develop Team
The process of improving competences, team member interaction, and overall team environment to enhance project performance.
116
Diagramming Techniques
Approaches to presenting information with logical linkages that aid in understanding.
117
Direct and Manage Project Work
The process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project's objectives.
118
Discrete Effort
An activity that can be planned and measured and that yields a specific output. [Note: Discrete effort is one of three earned value management (EVM) types of activities used to measure work performance.]
119
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.
120
Documentation Reviews
The process of gathering a corpus of information and reviewing it to determine accuracy and completeness.
121
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.
122
Early Finish Date (EF)
In the critical path method, the earliest possible point in time when the uncompleted portions of a schedule activity can finish based on the schedule network logic, the data date, and any schedule constraints.
123
Early Start Date (ES)
In the critical path method, the earliest possible point in time when the uncompleted portions of a schedule activity can start based on the schedule network logic, the data date, and any schedule constraints.
124
Earned Value (EV)
The measure of work performed expressed in terms of the budget authorized for that work.
125
Earned Value Management
A methodology that combines scope, schedule, and resource measurements to assess project performance and progress.
126
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.
127
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.
128
Enterprise Environmental Factors
Conditions, not under the immediate control of the team, that influence, constrain, or direct the project, program, or portfolio.
129
Estimate
A quantitative assessment of the likely amount or outcome of a variable, such as project costs, resources, effort, or durations.
130
Estimate Activity Durations
The process of estimating the number of work periods needed to complete individual activities with the estimated resources.
131
Estimate Activity Resources
The process of estimating team resources and the type and quantities of material, equipment, and supplies necessary to perform project work.
132
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.
133
Estimate Costs
The process of developing an approximation of the monetary resources needed to complete project work.
134
Estimate to Complete (ETC)
The expected cost to finish all the remaining project work.
135
Execute
Directing, managing, performing, and accomplishing the project work; providing the deliverables; and providing work performance information.
136
Executing Process Group
Those processes performed to complete the work defined in the project management plan to satisfy the project requirements.
137
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.
138
Explicit Knowledge
Knowledge that can be codified using symbols such as words, numbers, and pictures.
139
External Dependency
A relationship between project activities and non-project activities.
140
Fallback Plan
An alternative set of actions and tasks available in the event that the primary plan needs to be abandoned because of issues, risks, or other causes.
141
Fast Tracking
A schedule compression technique in which activities or phases normally done in sequence are performed in parallel for at least a portion of their duration.
142
Fee
Represents profit as a component of compensation to a seller.
143
Finish Date
A point in time associated with a schedule activity's completion. Usually qualified by one of the following: actual, planned, estimated, scheduled, early, late, baseline, target, or current.
144
Finish-to-Finish (FF)
A logical relationship in which a successor activity cannot finish until a predecessor activity has finished.
145
Finish-to-Start (FS)
A logical relationship in which a successor activity cannot start until a predecessor activity has finished.
146
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.
147
Fishbone diagram
See Cause and Effect Diagram.
148
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.
149
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.
150
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 in- creases (or decreases) for specific commodities.
151
Float
Also called slack. See total float and free float.
152
Flowchart
The depiction in a diagram format of the inputs, process actions, and outputs of one or more processes within a system.
153
Focus Groups
An elicitation technique that brings together prequalified stakeholders and subject matter experts to learn about their expectations and attitudes about a proposed prod- uct, service, or result.
154
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.
155
Forward Pass
A critical path method technique for calculating the early start and early finish dates by working forward through the schedule model from the project start date or a given point in time.
156
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.
157
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.
158
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.
159
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.
160
Grade
A category or rank used to distinguish items that have the same functional use but do not share the same requirements for quality.
161
Ground Rules
Expectations regarding acceptable behavior by project team members.
162
Histogram
A bar chart that shows the graphical representation of numerical data.
163
Historical Information
Documents and data on prior projects including project files, records, correspondence, closed contracts, and closed projects.
164
Identify Risks
The process of identifying individual risks as well as sources of overall risk and documenting their characteristics.
165
Identify Stakeholders
The process of identifying project stakeholders regularly and analyzing and documenting relevant information regarding their interests, involvement, interdependencies, influence, and potential impact on project success.
166
Implement Risk Responses
The process of implementing agreed-upon risk response plans.
167
Imposed Date
A fixed date imposed on a schedule activity or schedule milestone, usually in the form of a "start no earlier than" and "finish no later than" date.
168
Incentive Fee
A set of financial incentives related to cost, schedule, or technical performance of the seller.
169
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.
170
Independent Estimates
A process of using a third party to obtain and analyze information to support prediction of cost, schedule, or other items.
171
Influence Diagram
A graphical representation of situations showing causal influences, time ordering of events, and other relationships among variables and outcomes.
172
Information
Organized or structured data, processed for a specific purpose to make it meaningful, valuable, and useful in specific contexts.
173
Information Management Systems
Facilities, processes, and procedures used to collect, store, and distribute information between producers and consumers of information in physical or electronic format.
174
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.
175
Input
Any item, whether internal or external to the project, which is required by a process before that process proceeds. May be an output from a predecessor process.
176
Inspection
Examination of a work product to determine whether it conforms to documented standards.
177
Interpersonal and Team Skills
Skills used to effectively lead and interact with team members and other stakeholders.
178
Interpersonal Skills
Skills used to establish and maintain relationships with other people.
179
Interviews
A formal or informal approach to elicit information from stakeholders by talking to them directly.
180
Invitation for Bid (IFB)
Generally, this term is equivalent to request for proposal. However, in some application areas, it may have a narrower or more specific meaning.
181
Issue
A current condition or situation that may have an impact on the project objectives.
182
Issue Log
A project document where information about issues is recorded and monitored.
183
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.
184
Knowledge
A mixture of experience, values and beliefs, contextual information, intuition, and insight that people use to make sense of new experiences and information.
185
Lag
The amount of time whereby a successor activity will be delayed with respect to a predecessor activity.
186
Late Finish Date (LF)
In the critical path method, the latest possible point in time when the uncompleted portions of a schedule activity can finish based on the schedule network, the project completion date, and any schedule constraints.
187
Late Start Date (LS)
In the critical path method, the latest possible point in time when the uncompleted portions of a schedule activity can start based on the schedule network logic, the project completion date, and any schedule constraints.
188
Lead
The amount of time whereby a successor activity can be advanced with respect to a predecessor activity.
189
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.
190
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.
191
Lessons Learned Repository
A store of historical information about lessons learned in projects.
192
Level of Effort (LOE)
An activity that does not produce defini- tive end products and is measured by the passage of time.
193
Log
A document used to record and describe or denote selected items identified during execution of a process or activity. Usu- ally used with a modifier, such as issue, change, or assumption.
194
Logical Relationship
A dependency between two activities, or between an activity and a milestone.
195
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.
196
Make-or-Buy Decisions
Decisions made regarding the external purchase or internal manufacture of a product.
197
Make-or-Buy Decisions
Decisions made regarding the external purchase or internal manufacture of a product. Manage
198
Manage Communications
Manage Communications is the process of ensuring timely and appropriate collection, creation, distribution, storage, retrieval, management, monitoring, and the ultimate disposition of project information.
199
Management Reserve
An amount of the project budget or project schedule held outside of the performance measurement baseline (PMB) for management control purposes, that is reserved for unforeseen work that is within scope of the project.
200
Management Skills
The ability to plan, organize, direct, and control individuals or groups of people to achieve specific goals.
201
Manage Project Knowledge
The process of using existing knowledge and creating new knowledge to achieve the project's objectives and contribute to organizational learning.
202
Manage Quality
The process of translating the quality management plan into executable quality activities that incorporate the organization's quality policies into the project.
203
Manage Stakeholder Engagement
The process of communicating and working with stakeholders to meet their needs and expectations, address issues, and foster appropriate stakeholder involvement.
204
Manage Team
The process of tracking team member performance, providing feedback, resolving issues, and managing team changes to optimize project performance.
205
Mandatory Dependency
A relationship that is contractually required or inherent in the nature of the work.
206
Master Schedule
A summary-level project schedule that identifies the major deliverables and work breakdown structure components and key schedule milestones. See also milestone schedule.
207
Matrix Diagrams
A quality management and control tool used to perform data analysis within the organizational structure created in the matrix. The matrix diagram seeks to show the strength of relationships between factors, causes, and object- ives that exist between the rows and columns that form the matrix.
208
Matrix Organization
Any organizational structure in which the project manager shares responsibility with the functional managers for assigning priorities and for directing the work of persons assigned to the project.
209
Methodology
A system of practices, techniques, procedures, and rules used by those who work in a discipline.
210
Milestone
A significant point or event in a project, program, or portfolio.
211
Milestone Schedule
A type of schedule that presents milestones with planned dates. See also master schedule.
212
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.
213
Monitor
Collect project performance data, produce performance measures, and report and disseminate performance information.
214
Monitor and Control Project Work
The process of tracking, reviewing, and reporting overall progress to meet the performance objectives defined in the project management plan.
215
Monitor Communications
The process of ensuring that the information needs of the project and its stakeholders are met.
216
Monitoring and Controlling Process Group
Those processes required to track, review, and regulate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes.
217
Monitor Risks
The process of monitoring the implementation of agreed-upon risk response plans, tracking identified risks, identifying and analyzing new risks, and evaluating risk pro- cess effectiveness throughout the project.
218
Monitor Stakeholder Engagement
The process of monitoring project stakeholder relationships, and tailoring strategies for engaging stakeholders through the modification of engagement strategies and plans.
219
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 out- comes for the project.
220
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.
221
Network Logic
All activity dependencies in a project schedule network diagram.
222
Network Path
A sequence of activities connected by logical relationships in a project schedule network diagram.
223
Networking
Establishing connections and relationships with other people from the same or other organizations.
224
Node
A point at which dependency lines connect on a schedule network diagram.
225
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.
226
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.
227
Opportunity
A risk that would have a positive effect on one or more project objectives.
228
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.
229
Organizational Learning
A discipline concerned with the way individuals, groups, and organizations develop knowledge.
230
Output
A product, result, or service generated by a process. May be an input to a successor process.
231
Overall Project Risk
The effect of uncertainty on the project as a whole, arising from all sources of uncertainty including individual risks, representing the exposure of stakeholders to the implications of variations in project outcome, both positive and negative.
232
Parametric Estimating
An estimating technique in which an algorithm is used to calculate cost or duration based on historical data and project parameters.
233
Path Convergence
A relationship in which a schedule activity has more than one predecessor
234
Path Divergence
A relationship in which a schedule activity has more than one successor.
235
Percent Complete
An estimate expressed as a percent of the amount of work that has been completed on an activity or a work breakdown structure component.
236
Performance Measurement Baseline (PMB)
Integrated scope, schedule, and cost baselines used for comparison to manage, measure, and control project execution.
237
Performance Reviews
A technique that is used to measure, compare, and analyze actual performance of work in progress on the project against the baseline.
238
Perform Integrated Change Control
The process of reviewing all change requests; approving changes and managing changes to deliverables, organizational process assets, project documents, and the project management plan; and communicating the decisions.
239
Perform Qualitative Risk Analysis
The process of prioritizing individual project risks for further analysis or action by assessing their probability of occurrence and impact as well as other characteristics.
240
Perform Quantitative Risk Analysis
The process of numerically analyzing the combined effect of identified individual pr ject risks and other sources of uncertainty on overall project objectives.
241
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.
242
Plan Communications Management
The process of developing an appropriate approach and plan for project communication activities based on the information needs of each stakeholder or group, available organizational assets, and the needs of the project.
243
Plan Cost Management
The process of defining how the project costs will be estimated, budgeted, managed, monitored, and controlled.
244
Planned Value (PV)
The authorized budget assigned to scheduled work.
245
Planning Package.
A work breakdown structure component below the control account with known work content but with- out detailed schedule activities. See also control account.
246
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.
247
Plan Procurement Management.
The process of documenting project procurement decisions, specifying the approach, and identifying potential sellers.
248
Plan Quality Management.
The process of identifying quality requirements and/or standards for the project and its deliver- ables, and documenting how the project will demonstrate com- pliance with quality requirements and/or standards.
249
Plan Resource Management.
The process of defining how to estimate, acquire, manage, and utilize physical and team re- sources.
250
Plan Risk Management.
The process of defining how to con- duct risk management activities for a project.
251
Plan Risk Responses.
The process of developing options, select- ing strategies, and agreeing on actions to address overall project risk exposure, as well as to treat individual project risks.
252
Plan Schedule Management.
The process of establishing the policies, procedures, and documentation for planning, develop- ing, managing, executing, and controlling the project schedule.
253
Plan Scope Management.
The process of creating a scope man- agement plan that documents how the project and product scope will be defined, validated, and controlled.
254
Plan Stakeholder Engagement.
The process of developing ap- proaches to involve project stakeholders, based on their needs, expectations, interests, and potential impact on the project.
255
Plurality.
Decisions made by the largest block in a group, even if a majority is not achieved.
256
Policy.
A structured pattern of actions adopted by an organiza- tion such that the organization's policy can be explained as a set of basic principles that govern the organization's conduct.
257
Portfolio.
Projects, programs, subsidiary portfolios, and oper- ations managed as a group to achieve strategic objectives.
258
Portfolio Management.
The centralized management of one or more portfolios to achieve strategic objectives.
259
Practice.
A specific type of professional or management activity that contributes to the execution of a process and that may em- ploy one or more techniques and tools.
260
Precedence Diagramming Method (PDM).
A technique used for constructing a schedule model in which activities are rep- resented by nodes and are graphically linked by one or more logical relationships to show the sequence in which the activ- ities are to be performed.
261
Precedence Relationship.
A logical dependency used in the pre- cedence diagramming method.
262
Predecessor Activity.
An activity that logically comes before a dependent activity in a schedule.
263
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.
264
Preventive Action.
An intentional activity that ensures the fu- ture performance of the project work is aligned with the project management plan.
265
Probability and Impact Matrix.
A grid for mapping the prob- ability of occurrence of each risk and its impact on project ob- jectives if that risk occurs.
266
Procedure.
An established method of accomplishing a consist- ent performance or result, a procedure typically can be de- scribed as the sequence of steps that will be used to execute a process.
267
Process.
A systematic series of activities directed towards caus- ing an end result such that one or more inputs will be acted upon to create one or more outputs.
268
Procurement Audits.
The review of contracts and contracting processes for completeness, accuracy, and effectiveness.
269
Procurement Documentation.
All documents used in signing, executing, and closing an agreement. Procurement documenta- tion may include documents predating the project.
270
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.
271
Procurement Statement of Work.
Describes the procurement item in sufficient detail to allow prospective sellers to deter- mine if they are capable of providing the products, services, or results.
272
Procurement Strategy.
The approach by the buyer to deter- mine the project delivery method and the type of legally bind- ing agreement(s) that should be used to deliver the desired results.
273
Product.
An artifact that is produced, is quantifiable, and can be either an end item in itself or a component item. Additional words for products are material and goods. See also deliverable.
274
Product Analysis.
For projects that have a product as a deliver- able, 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.
275
Product Life Cycle.
The series of phases that represent the evo- lution of a product, from concept through delivery, growth, ma- turity, and to retirement.
276
Product Scope.
The features and functions that characterize a product, service, or result.
277
Product Scope Description.
The documented narrative de- scription of the product scope.
278
Program.
Related projects, subsidiary programs, and program activities that are managed in a coordinated manner to obtain benefits not available from managing them individually.
279
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.
280
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.
281
Project.
A temporary endeavor undertaken to create a unique product, service, or result.
282
Project Calendar.
A calendar that identifies working days and shifts that are available for scheduled activities.
283
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 organ- izational resources to project activities.
284
Project Communications Management.
Project Communica- tions Management includes the processes required to ensure timely and appropriate planning, collection, creation, distribu- tion, storage, retrieval, management, control, monitoring, and ultimate disposition of project information.
285
Project Cost Management.
Project Cost Management includes the processes involved in planning, estimating, budgeting, financing, funding, managing, and controlling costs so the pro- ject can be completed within the approved budget.
286
Project Funding Requirements.
Forecast project costs to be paid that are derived from the cost baseline for total or peri- odic requirements, including projected expenditures plus an- ticipated liabilities.
287
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, stra- tegic, and operational goals.
288
Project Initiation.
Launching a process that can result in the authorization of a new project.
289
Project Integration Management.
includes the processes and activities to identify, define, combine, unify, and coordinate the various processes and pro- ject management activities within the Project Management Pro- cess Groups.
290
Project Life Cycle.
The series of phases that a project passes through from its start to its completion.
291
Project Management.
The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.
292
Project Management Body of Knowledge.
A term that de- scribes the knowledge within the profession of project man- agement. The project management body of knowledge includes proven traditional practices that are widely applied as well as innovative practices that are emerging in the profession.
293
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.
294
Project Management Knowledge Area.
An identified area of project management defined by its knowledge requirements and described in terms of its component processes, practices, inputs, outputs, tools, and techniques.
295
Project Management Office (PMO).
A management structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques.
296
Project Management Plan.
The document that describes how the project will be executed, monitored and controlled, and closed.
297
Project Management Process Group.
A logical grouping of project management inputs, tools and techniques, and outputs. The Project Management Process Groups include initiating processes, planning processes, executing processes, monitoring and controlling processes, and closing processes. Project Management Process Groups are not Project phases.
298
Project Management System.
The aggregation of the processes, tools, techniques, methodologies, resources, and procedures to manage a project.
299
Project Management Team.
The members of the project team who are directly involved in project management activities.
300
Project Manager (PM).
The person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.
301
Project Organization Chart.
A document that graphically de- picts the project team members and their interrelationships for a specific project.
302
Project Phase.
A collection of logically related project activities that culminates in the completion of one or more deliverables.
303
Project Procurement Management.
Project Procurement Man- agement includes the processes necessary to purchase or ac- quire products, services, or results needed from outside the pro- ject team.
304
Project Quality Management.
Project Quality Management in- cludes the processes for incorporating the organization's qual- ity policy regarding planning, managing, and controlling pro- ject and product quality requirements, in order to meet stake- holders' expectations.
305
Project Resource Management.
Project Resource Management includes the processes to identify, acquire, and manage the re- sources needed for the successful completion of the project.
306
Project Risk Management.
Project Risk Management includes the processes of conducting risk management planning, iden- tification, analysis, response planning, response implementa- tion, and monitoring risk on a project.
307
Project Schedule.
An output of a schedule model that presents linked activities with planned dates, durations, milestones, and resources.
308
Project Schedule Management.
Project Schedule Management includes the processes required to manage the timely comple- tion of the project.
309
Project Schedule Network Diagram.
A graphical representa- tion of the logical relationships among the project schedule activities.
310
Project Scope.
The work performed to deliver a product, ser- vice, or result with the specified features and functions.
311
Project Scope Management.
Project Scope Management in- cludes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully.
312
Project Scope Statement.
The description of the project scope, major deliverables, and exclusions.
313
Project Stakeholder Management.
Project Stakeholder Management includes the processes required to identify the people, groups, or organizations that could impact or be impacted by the project, to analyze stakeholders expectations and their impact on the project, and to develop appropriate management strategies for effectively engaging stakeholders in project decisions and execution.
314
Project Team.
A set of individuals who support the project manager in performing the work of the project to achieve its ob- jectives.
315
Project Team Directory.
A documented list of project team members, their project roles, and communication information.
316
Proposal Evaluation Techniques.
The process of reviewing proposals provided by suppliers to support contract award deci- sions.
317
Prototypes.
A method of obtaining early feedback on require- ments by providing a working model of the expected product before actually building it.
318
Quality.
The degree to which a set of inherent characteristics fulfills requirements.
319
Quality Audits.
A quality audit is a structured, independent process to determine if project activities comply with organiza- tional and project policies, processes, and procedures.
320
Quality Checklists.
A structured tool used to verify that a set of required steps has been performed.
321
Quality Control Measurements.
The documented results of control quality activities.
322
Quality Management Plan.
A component of the project or pro- gram management plan that describes how applicable policies, procedures, and guidelines will be implemented to achieve the quality objectives.
323
Quality Management System.
The organizational framework whose structure provides the policies, processes, procedures, and resources required to implement the quality management plan. The typical project quality management plan should be compatible to the organization's quality management system.
324
Quality Metrics.
A description of a project or product attribute and how to measure it.
325
Quality Policy.
A policy specific to the Project Quality Manage- ment Knowledge Area, it establishes the basic principles that should govern the organization's actions as it implements its system for quality management.
326
Quality Report.
A project document that includes quality man- agement issues, recommendations for corrective actions, and a summary of findings from quality control activities and may include recommendations for process, project, and product im- provements.
327
Quality Requirement.
A condition or capability that will be used to assess conformance by validating the acceptability of an attribute for the quality of a result.
328
Questionnaires.
Written sets of questions designed to quickly accumulate information from a large number of respondents.
329
RACI Chart.
A common type of responsibility assignment ma- trix that uses responsible, accountable, consult, and inform statuses to define the involvement of stakeholders in project activities.
330
Regression Analysis.
An analytical technique where a series of input variables are examined in relation to their corresponding output results in order to develop a mathematical or statistical relationship.
331
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.
332
Request for Information (RFI).
A type of procurement docu- ment whereby the buyer requests a potential seller to provide various pieces of information related to a product or service or seller capability.
333
Request for Proposal (RFP).
A type of procurement document used to request proposals from prospective sellers of products or services. In some application areas, it may have a narrower more specific meaning.
334
Request for Quotation (RFQ).
(RFQ). A type of procurement docu- ment 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 more specific meaning.
335
Requirement.
A condition or capability that is necessary to be present in a product, service, or result to satisfy a business need.
336
Requirements Documentation.
A description of how individ- ual requirements meet the business need for the project.
337
Requirements Management Plan.
A component of the project or program management plan that describes how requirements will be analyzed, documented, and managed.
338
Requirements Traceability Matrix.
A grid that links product requirements from their origin to the deliverables that satisfy them.
339
Reserve.
A provision in the project management plan to miti- gate cost and/or schedule risk. Often used with a modifier (e.g., management reserve, contingency reserve) to provide further detail on what types of risk are meant to be mitigated.
340
Reserve Analysis.
An analytical technique to determine the es- sential features and relationships of components in the project management plan to establish a reserve for the schedule dur- ation, budget, estimated cost, or funds for a project.
341
Residual Risk.
The risk that remains after risk responses have been implemented.
342
Resource.
A team member or any physical item needed to com- plete the project.
343
Resource Breakdown Structure.
A hierarchical representation of resources by category and type.
344
Resource Calendar.
A calendar that identifies the working days and shifts upon which each specific resource is available.
345
Resource Histogram.
A bar chart showing the amount of time that a resource is scheduled to work over a series of time periods.
346
Resource Leveling.
A resource optimization technique in which adjustments are made to the project schedule to optimize the allocation of resources and which may affect critical path.
347
Resource Management Plan.
A component of the project man- agement plan that describes how project resources are ac- quired, allocated, monitored, and controlled.
348
Resource Manager.
An individual with management authority over one or more resources.
349
Resource Optimization Technique.
A technique in which ac- tivity start and finish dates are adjusted to balance demand for resources with the available supply. See also resource leveling and resource smoothing.
350
Resource Requirements.
The types and quantities of resources required for each activity in a work package.
351
Resource Smoothing.
A resource optimization technique in which free and total float are used without affecting the crit- ical path.
352
Responsibility.
An assignment that can be delegated within a project management plan such that the assigned resource in- curs a duty to perform the requirements of the assignment.
353
Responsibility Assignment Matrix (RAM).
A grid that shows the project resources assigned to each work package.
354
Result.
An output from performing project management pro- cesses and activities. Results include outcomes (e.g., integrated systems, revised process, restructured organization, tests, trained personnel, etc.) and documents (e.g., policies, plans, studies, procedures, specifications, reports, etc.). See also de- liverable.
355
Rework.
Action taken to bring a defective or nonconforming component into compliance with requirements or specifica- tions.
356
Risk.
An uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives.
357
Risk Acceptance.
A risk response strategy whereby the project team decides to acknowledge the risk and not take any action unless the risk occurs.
358
Risk Appetite.
The degree of uncertainty an organization or in- dividual is willing to accept in anticipation of a reward.
359
Risk Audit.
A type of audit used to consider the effectiveness of the risk management process.
360
Risk Avoidance.
A risk response strategy whereby the project team acts to eliminate the threat or protect the project from its impact.
361
Risk Breakdown Structure (RBS).
A hierarchical representation of potential sources of risks.
362
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.
363
Risk Category.
A group of potential causes of risk.
364
Risk Data Quality Assessment.
Technique to evaluate the de- gree to which the data about is useful for risk manage- ment.
365
Risk Enhancement.
A risk response strategy whereby the pro- ject team acts to increase the probability of occurrence or im- pact of an opportunity.
366
Risk Escalation.
A risk response strategy whereby the team ac- knowledges that a risk is outside of its sphere of influence and shifts the ownership of the risk to a higher level of the organiza- tion where it is more effectively managed.
367
Risk Exploiting.
A risk response strategy whereby the project team acts to ensure that an opportunity occurs.
368
Risk Exposure.
An aggregate measure of the potential impact of all risks at any given point in time in a project, program, or portfolio.
369
Risk Management Plan.
A component of the project, program, or portfolio management plan that describes how risk manage- ment activities will be structured and performed.
370
Risk Mitigation.
A risk response strategy whereby the project team acts to decrease the probability of occurrence or impact of threat.
371
Risk Owner.
The person responsible for monitoring the risks and for selecting and implementing an appropriate risk re- sponse strategy.
372
Risk Register.
A repository in which outputs of risk manage- ment processes are recorded.
373
Risk Report.
A project document developed progressively throughout the Project Risk Management processes, which summarizes information on individual project risks and the level of overall project risk.
374
Risk Review.
A meeting to examine and document the effect- iveness of risk responses in dealing with overall project risk and with identified individual project risks.
375
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.
376
Risk Threshold.
The measure of acceptable variation around an objective that reflects the risk appetite of the organization and stakeholders. See also risk appetite.
377
Risk Transference.
A risk response strategy whereby the pro- ject team shifts the impact of a threat to a third party, together with ownership of the response.
378
Role.
A defined function to be performed by a project team member, such as testing, filing, inspecting, or coding.
379
Rolling Wave Planning.
An iterative planning technique in which the work to be accomplished in the near term is planned in detail, while the work in the future is planned at a higher level.
380
Root Cause Analysis.
An analytical technique used to deter- mine the basic underlying reason that causes a variance or a defect or a risk. A root cause may underlie more than one vari- ance or defect or risk.
381
Schedule.
See project schedule and schedule model.
382
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.
383
Schedule Compression.
A technique used to shorten the sched- ule duration without reducing the project scope.
384
Schedule Data.
The collection of information for describing and controlling the schedule.
385
Schedule Forecasts.
Estimates or predictions of conditions and events in the project's future based on information and know- ledge available at the time the schedule is calculated.
386
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.
387
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 schedule artifacts.
388
Schedule Network Analysis.
A technique to identify early and late start dates, as well as early and late finish dates, for the un- completed portions of project activities.
389
Schedule Performance Index (SPI).
A measure of schedule effi- ciency expressed as the ratio of earned value to planned value.
390
Schedule Variance (SV).
A measure of schedule performance expressed as the difference between the earned value and the planned value.
391
Scheduling Tool.
A tool that provides schedule component names, definitions, structural relationships, and formats that support the application of a scheduling method.
392
Scope.
The sum of the products, services, and results to be pro- vided as a project. See also project scope and product scope.
393
Scope Baseline.
The approved version of a scope statement, work breakdown structure (WBS), and its associated WBS dic- tionary, that can be changed using formal change control pro- cedures and is used as a basis for comparison to actual results.
394
Scope Creep.
The uncontrolled expansion to product or project scope without adjustments to time, cost, and resources.
395
Scope Management Plan.
A component of the project or pro- gram management plan that describes how the scope will be defined, developed, monitored, controlled, and validated.
396
Secondary Risk.
A risk that arises as a direct result of imple- menting a risk response.
397
Self-Organizing Teams.
A team formation where the team functions with an absence of centralized control.
398
Seller.
A provider or supplier of products, services, results to an organization.
399
Seller Proposals.
Formal responses from sellers to a request for proposal or other procurement document specifying the price, commercial terms of sale, and technical specifications or cap- abilities the seller will do for the requesting organization that, if accepted, would bind the seller to perform the resulting agree- ment.
400
Sensitivity Analysis.
An analysis technique to determine which individual project risks or other sources of uncertainty have the most potential impact on project outcomes, by correl- ating variations in project outcomes with variations in elem- ents of a quantitative risk analysis model.
401
Sequence Activities.
The process of identifying and document- ing relationships among the project activities.
402
Service Level Agreement (SLA).
A contract between a service provider (either internal or external) and the end user that de- fines the level of service expected from the service provider.
403
Simulation.
An analytical technique that models the combined effect of uncertainties to evaluate their potential impact on ob- jectives.
404
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.
405
Specification.
A precise statement of the needs to be satisfied and the essential characteristics that are required.
406
Specification Limits.
The area, on either side of the centerline, or mean, of data plotted on a control chart that meets the cus- tomer's requirements for a product or service. This area may be greater than or less than the area defined by the control limits. See also control limits.
407
Sponsor.
A person or group who provides resources and sup- port for the project, program, or portfolio and is accountable for enabling success.
408
Sponsoring Organization.
The entity responsible for providing the project's sponsor and a conduit for project funding or other project resources.
409
Stakeholder.
An individual, group, or organization that may affect, be affected by, or perceive itself to be affected by a deci- sion, activity, or outcome of a project, program, or portfolio.
410
Stakeholder Analysis.
A technique of systematically gathering and analyzing quantitative and qualitative information to de- termine whose interests should be taken into account through- out the project.
411
Stakeholder Engagement Assessment Matrix.
A matrix that compares current and desired stakeholder engagement levels.
412
Stakeholder Engagement Plan.
A component of the project management plan that identifies the strategies and actions re- quired to promote productive involvement of stakeholders in project or program decision making and execution.
413
Stakeholder Register.
A project document including the identi- fication, assessment, and classification of project stakeholders.
414
Standard.
A document established by an authority, custom, or general consent as a model or example.
415
Start Date.
A point in time associated with a schedule activity's start, usually qualified by one of the following: actual, planned, estimated, scheduled, early, late, target, baseline, or current.
416
Start-to-Finish (SF).
A logical relationship in which a successor activity cannot finish until a predecessor activity has started.
417
Start-to-Start (SS).
A logical relationship in which a successor activity cannot start until a predecessor activity has started.
418
Statement of Work (SOW).
(SOW). A narrative description of products, services, or results to be delivered by the project.
419
Statistical Sampling.
Choosing part of a population of interest for inspection.
420
Successor Activity.
A dependent activity that logically comes after another activity in a schedule.
421
Summary Activity.
A group of related schedule activities ag- gregated and displayed as a single activity.
422
SWOT Analysis.
Analysis of strengths, weaknesses, opportun- ities, and threats of an organization, project, or option.
423
Tacit Knowledge.
Personal knowledge that can be difficult to articulate and share such as beliefs, experience, and insights.
424
Tailoring.
Determining the appropriate combination of pro- cesses, inputs, tools, techniques, outputs, and life cycle phases to manage a project.
425
Team Charter.
A document that records the team values, agree- ments, and operating guidelines, as well as establishing clear expectations regarding acceptable behavior by project team members.
426
Team Management Plan.
A component of the resource man- agement plan that describes when and how team members will be acquired and how long they will be needed.
427
Technique.
A defined systematic procedure employed by a human resource to perform an activity to produce a product or result or deliver a service, and that may employ one or more tools.
428
Templates.
A partially complete document in a predefined for- mat that provides a defined structure for collecting, organizing, and presenting information and data.
429
Templates.
A partially complete document in a predefined for- mat that provides a defined structure for collecting, organizing, and presenting information and data.
430
Test and Evaluation Documents.
Project documents that de- scribe the activities used to determine if the product meets the quality objectives stated in the quality management plan.
431
Threat.
A risk that would have a negative effect on one or more project objectives.
432
Three-Point Estimating.
A technique used to estimate cost or duration by applying an average or weighted average of opti- mistic, pessimistic, and most likely estimates when there is un- certainty with the individual activity estimates.
433
Threshold.
A predetermined value of a measurable project vari- able that represents a limit that requires action to be taken if it is reached.
434
Time and Material Contract (T&M).
A type of contract that is a hybrid contractual arrangement containing aspects of both cost-reimbursable and fixed-price contracts.
435
To-Complete Performance Index (TCPI).
A measure of the cost performance that is required to be achieved with the remaining resources in order to meet a specified management goal, ex- pressed as the ratio of the cost to finish the outstanding work to the remaining budget.
436
Tolerance.
The quantified description of acceptable variation for a quality requirement.
437
Tool.
Something tangible, such as a template or software pro- gram, used in performing an activity to produce a product or result.
438
Tornado Diagram.
A special type of bar chart used in sensitiv- ity analysis for comparing the relative importance of the vari- ables.
439
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.
440
Trend Analysis.
An analytical technique that uses mathem- atical models to forecast future outcomes based on historical results.
441
Trigger Condition.
An event or situation that indicates that a risk is about to occur.
442
Unanimity.
Agreement by everyone in the group on a single course of action.
443
Update.
A modification to any deliverable, project management plan component, or project document that is not under formal change control.
444
Validate Scope.
The process of formalizing acceptance of the completed project deliverables.
445
Validation.
The assurance that a product, service, or result meets the needs of the customer and other identified stake- holders. Contrast with verification.
446
Variance.
A quantifiable deviation, departure, or divergence away from a known baseline or expected value.
447
Variance Analysis.
A technique for determining the cause and degree of difference between the baseline and actual perform- ance.
448
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.
449
Variation.
An actual condition that is different from the ex- pected condition that is contained in the baseline plan.
450
Variation.
An actual condition that is different from the ex- pected condition that is contained in the baseline plan.
451
Verification.
The evaluation of whether or not a product, ser- vice, or result complies with a regulation, requirement, specifi- cation, or imposed condition. Contrast with validation.
452
Verified Deliverables.
Completed project deliverables that have been checked and confirmed for correctness through the Con- trol Quality process.
453
Virtual Teams.
Groups of people with a shared goal who fulfill their roles with little or no time spent meeting face to face.
454
Voice of the Customer.
A planning technique used to provide products, services, and results that truly reflect customer re- quirements by translating those customer requirements into the appropriate technical requirements for each phase of pro- ject product development.
455
WBS Dictionary.
A document that provides detailed deliver- able, activity, and scheduling information about each compo- nent in the work breakdown structure.
456
WBS Dictionary.
A document that provides detailed deliver- able, activity, and scheduling information about each compo- nent in the work breakdown structure.
457
What-If Scenario Analysis.
The process of evaluating scen- arios in order to predict their effect on project objectives.
458
Work Breakdown Structure (WBS).
A hierarchical decompos- ition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the re- quired deliverables.
459
Work Breakdown Structure Component.
An entry in the work breakdown structure that can be at any level.
460
Work Package.
The work defined at the lowest level of the work breakdown structure for which cost and duration are estimated and managed.
461
Work Performance Data.
The raw observations and measure- ments identified during activities being performed to carry out the project work.
462
Work Performance Information.
The performance data col- lected from controlling processes, analyzed in comparison with project management plan components, project documents, and other work performance information.
463
Work Performance Reports.
The physical or electronic repre- sentation of work performance information compiled in project documents, intended to generate decisions, actions, or aware- ness.
464
Chp 4: Project Integration Management processes (7)
1. Develop Project Charter
465
2. Develop Project Management Plan
3. Direct and Manage Project Work
466
4. Manage project knowledge
5. monitor and control project work
467
6. perform integrated change control
7. close project or phase
468
4.1: develop project charter - inputs
- business case
469
- agreements
- EEFs
470
- OPAs
4.1: develop project charter - tools and techniques
471
- data gathering
- expert judgment
472
- brainstorming
- focus groups
473
- interviews
- interpersonal and team skills
474
- conflict mgt
- facilitation
475
- meetings mgt
- meetings
