Glossary Flashcards
[Project Risk Management] one of the risk response strategies for threats/opportunities in which the risk is accepted as it is without any risk mitigation measures and the risk will only be dealt with either actively or passively if it occurs.
⇔ see also Avoid, Transfer, Mitigate, Exploit, Share and Enhance
Accept
[Project Quality Management] the factors the deliverables must be met before they will be formally accepted.
Acceptance Criteria
[Project Quality Management] the deliverables (e.g. products, services or capabilities) that are accepted by the client / customer to meet the acceptance criteria.
⇔ see also Verified Deliverables
Accepted Deliverables
[Project Scope Management] both sides of a conflicting situation try to identify points of agreements and play down disagreement
⇔ see also Avoidance, Compromise, Forcing, Collaboration and Confrontation
Accommodation
[Project Quality Management] a measure of correctness.
⇔ see also Precision
Accuracy
[Project Human Resource Management] one of the motivational theories proposing that individuals are motivated by either achievement, power and affiliation.
Achievement Theory
[Project Resource Management] the process to acquire team members with required competencies to complete the project successfully.
Acquire Project Team
[Project Schedule Management] the work package is decomposed into activities. Each activity must have an expected duration.
Activity
[Project Schedule Management] a document providing additional information to the activities listed in the activity list; additional info include: activity identifier, description, constraints, assumptions, predecessor and successor activities, resources and responsible persons.
Activity Attributes
[Project Schedule Management] one of the activity attributes used to uniquely identify an activity for sequencing and tracking activities.
Activity Identifier
[Project Schedule Management] the time required for the schedule activity between the start and finish dates.
Activity Duration
[Project Schedule Management] a document listing all the activities of the project with identifiers and brief descriptions.
Activity List
[Project Schedule Management] a diagramming technique used for sequencing activities by placing the activities on arrows and dependencies are indicated by connecting the arrows with nodes.
Activity-on-Arrow (AOA)
[Project Schedule Management] a diagramming technique used for sequencing activities by placing the activities on the nodes which are connected by arrows to show dependencies.
Activity-on-Node (AON)
[Project Cost Management] the actual amount of money/cost to date spent on performing the project work.
Actual Cost (AC)
[Project Integration Management] an Agile project management methodology enabling faster response to changes by managing the project in short iterations.
Adaptive Life Cycle
[Project Schedule Management] during project execution, a technique used to bring delayed project activities into alignment with the project plan.
Adjusting Leads and Lags
[Project Quality Management] a business tool to organize ideas and data based on natural relationships used in brainstorming sessions.
Affinity Diagrams
[Project Procurement Management] a written or verbal communication (e.g. contract, memo, email, verbal arrangement…) to indicate preliminary intentions of a project/work.
Agreements
[Project Schedule Management] a technique to identify and analyze the different options to perform the project work most efficiently.
Alternative Analysis
[Project Scope Management] a technique to generate and analyze different options for carrying out the project work for greatest efficiency.
Alternatives Generation
[Project Schedule/Cost Management] a method to estimate the activity/project durations and costs based on available information from similar project performed before. Great for the initial phase of the project but estimates are not very accurate.
Analogous Estimating
[Project Risk/Procurement/Stakeholder Management] methods used to identify possible risks / consequences based on project variables and interactions.
Analytical Techniques
[Project Schedule/Cost Management] used in earned value management (EVM) to measure schedule/cost performances calculated in direct proportion to the progress of another discrete effort(s).
⇔ see also Discrete Efforts and Level of Efforts
Apportioned Effort
[Project Integration Management] a change request that has been submitted through Perform Integrated Change Control process and approved for implementation.
Approved Change Request
[Project Procurement Management] when there is a dispute between the vendor and the client, an effective way for problem resolution by involving a neutral third-party.
Arbitration
[Project Quality Management] is an identifiable and specific cause for the variation in the control chart. Must be investigated and remedied.
Assignable Cause
[Project Quality Management] is a process for internal control by checking for a particular attribute (i.e. either pass or fail)
Attribute Sampling
[Project Risk Management] Use for negative risks (i.e. threats) by incorporating plans to stay clear of / eliminate the risk events and impacts.
⇔ see also Transfer, Mitigate and Accept
Avoid
[Project Scope Management] both sides of a conflicting situation ignore the conflict, which is not considered a good conflict resolution technique
⇔ see also Accommodation, Compromise, Forcing, Collaboration and Confrontation
Avoidance
[Project Scope Management] a documented list of prioritized project tasks, often used in Agile project methodologies.
Backlog
[Project Scope Management] a method for calculating the late start and late finish dates for each activity of the activity schedule diagram from end to start.
⇔ see also Critical Path Method (CPM)
Backward Pass
a type of matrix organization where the project manager has as much control over the budget and resources compared to a functional manager.
Balanced Matrix
[Project Schedule/Cost Management] is the approved version of project plan (scope, cost, schedule) used to compare with actual work performance.
Baseline
additional information outlining the basis for the project estimates.
Basis of Estimates
[Project Quality Management] the practice of measuring existing processes and procedures with similar orgnaizations to establish a basis for comparison for performance improvements.
Benchmarking
[Project Procurement Management] a conference with all bidders for clarification on the contract requirements to ensure all bidders share the same understanding.
Bidder Conference
[Project Schedule/Cost Management] an accurate but time-consuming estimating method by adding up the estimates for individual activity costs/durations.
Bottom-up Estimating
[Project Cost Management] the estimated expenditures for the project for a specific period.
Budget
[Project Cost Management] often used in earned value management (EVM), it is the total expenditure for the project on finish.
Budget at Completion (BAC)
[Project Schedule Management] reserve time added to activity durations to reduce the likelihood of missing activity finish dates
Buffer
[Project Integration Management] used to judge whether a project is feasible and viable, often includes a financial feasibility study, rough budget and justifications for the project
Business Case
(also known as a fishbone or Ishikawa diagram) [Project Quality Management] a diagramming technique to identify the origin and effect of an issue.
Cause and Effect Diagram
[Project Integration Management] a group of people responsible for approving / rejecting major change requests (as defined in the Project Management Plan).
Change Control Board (CCB)
[Project Integration Management] a list consisting of all changes to the project and their impacts.
Change Log
[Project Integration Management] a formal document for making change(s) to the project.
Change Request
[Project Procurement Management] when a contract is not fully fulfilled, either side may make a request for compensation/ claim.
Claim
[Project Scope Management] a numbering system used to identify WBS components.
Code of Accounts
[Project Scope Management] team members work together in the same physical space to enhance communication and knowledge sharing.
Colocation
[Project Scope Management] both sides of a conflicting situation work together for mutually consented solution, often considered the best conflict resolution technique
⇔ see also Accommodation, Avoidance, Compromise, Forcing and Confrontation
Collaboration
[Project Communication Management] the number of lines of communication between individuals involved within a project, calculated by the formula: N (N-1) / 2 where N is the number of people involved.
Communication Channels
[Project Quality Management] the control chart indicates that the process is within the control limits but outside specification limits which are often usual and natural variations in the system
Common Cause
[Project Communication Management] techniques used for communication, can be Interactive, Push or Pull.
Communication Methods
[Project Communication Management] describes how information is exchanged (e.g. Sender-Encode-Message-Decode-Receiver Model).
Communication Models
[Project Communication Management] software / hardwares used to assist communication.
Communication Technology
[Project Human Resource Management] one of the conflict resolution technique in which disagreements are settled by making concessions on both sides.
⇔ see also Accommodation, Avoidance, Forcing, Confrontation and Collaboration
Compromise
[Project Quality Management] manages the assets of the project deliverables by recording the functional or physical characteristics of the deliverables and components; a component of the project management information system.
Configuration Management System
[Project Quality Management] indicates that the results comply with the quality requirement.
Conformance
[Project Human Resource Management] a conflict resolution technique to determine a collaborative and workable solution by open discussion
⇔ see also Accommodation, Avoidance, Forcing, Confrontation and Collaboration
Confrontation
any factors that impose limitations on project.
Constraint
[Project Risk Management] a strategy describing the measures to tackle documented risks once they arise.
Contingency Plan
[Project Cost/Schedule Management] the budget set aside to fund contingent responses for identified risks (known unknown) once they arise.
⇔ see also Management Reserve
Contingency Reserve
[Project Scope Management] strategically placed for grouping work breakdown structure (WBS) components with a view to better managing cost, scope and/or schedule for earned value management measurements.
Control Accounts
[Project Quality Management] a statistical process tool to monitor process performance and stability over time (whether the process is within control limits).
Control Chart
[Project Quality Management] the upper and lower limit on the control chart used to determine whether a process is under control by taking normal variations into account.
⇔ see also Specification Limits
Control Limits
[Project Quality Management] activities performed with a view to realign project performance with what are planned in the project plan.
Corrective actions
[Project Cost Management] the accumulated cost estimates for all tasks within a work package.
Cost Aggregation
[Project Cost Management] represents the budget of estimated costs to be disbursed over the duration of the project, apart from any management reserves. The cost baseline can be used to compare actual costs for the project.
Cost Baseline
[Project Quality Management] includes all costs of conformance (quality assurance/control measures) and costs of non-conformance (rework).
Cost of Quality (COQ)
[Project Cost Management] an earned value management (EVM) metric for cost efficiency of the project to date (formula: CPI = EV / AC).
Cost Performance Index (CPI)
[Project Procurement Management] a contract type in which the buyer pays the seller all allowable costs plus extra money awarded for meeting the performance targets specified in the contract as determined by the buyer.
Cost Plus Award Fee (CPAF)
[Project Procurement Management] a contract type in which the buyer pays the seller all allowable costs plus a fixed amount of money as the seller profit.
Cost Plus Fixed Fee (CPFF)
[Project Procurement Management] a contract type in which the buyer pays the seller all allowable costs plus incentives and sharing of unused money if under/over contracted amount.
Cost Plus Incentive Fee (CPIF)
[Project Cost Management] an earned value management (EVM) metric for indicating the difference between the earned value and the actual cost (formula: CV = EV – AC).
Cost Variance (CV)
a financial analysis tool for determining the costs and benefits of the project and whether the project is worthwhile.
Cost-benefit Analysis
[Project Procurement Management] a contract type in which all allowable costs are bore by the buyer with additional money awarded to the seller by completing the contract requirements; most of the risks are on the buyer side.
Cost Reimbursable Contract
[Project Schedule Management] a schedule compression technique used to shorten the schedule by adding extra resources.
Crashing
[Project Quality Management] factors used to evaluate and decide when the deliverables meet the project requirements.
Criteria
[Project Schedule Management] a technique for improving accuracy of project schedule by taking into accounts the limited resource availability and uncertainties.
Critical Chain Method (CCM)
[Project Schedule Management] all the activity on the critical path of a project schedule (using Critical Path Method).
Critical Path Activity
[Project Schedule Management] a technique for determining the schedule of the project by taking into accounts the sequence of activities for the longest work path.
Critical Path Method (CPM)
[Project Stakeholder Management] the ones who request and/or pay for the project / deliverables.
Customer
the time the data is recorded.
Data Date
[Project Risk Management] a diagramming technique to help visualizing the Expected Monetary Value (EMV) of various options to assist in decision-making.
Decision Tree Analysis
[Project Scope Management] the project scope is broken down into smaller segments for better estimation.
Decomposition
[Project Cost Management] the correction action required for deliverables not meeting requirements.
Defect Repair
[Project Scope Management] the verifiable product, service, result or capability produced by a process, phase or project.
Deliverable
questionnaires are circulated among subject matter experts (SME) for anonymous feedback and recirculated until a consensus is reached.
Delphi Technique
[Project Schedule Management] an activity may depend on the execution/finish of other activities; can be mandatory, discretional, external or internal.
Dependency
[Project Quality Management] a statistical approach allowing simultaneous altering of several variables for comparison in order to find out the lowest cost of quality.
Design of Experiments (DOE)
various methods employed for representing information and the relationships in a visual way.
Diagramming Techniques
[Project Human Resource Management] a group decision-making technique in which the leader direct the decision making, best on in case when there are a lot of uncertainties.
Dictatorship
[Project Cost Management] a technique used to compare the value of the future cash flows of the project with the current value of the dollar by taking inflation into accounts.
Discounted Cash Flow
[Project Cost/Schedule Management] used in earned value management (EVM) to measure work performance in relation to explicit work efforts that contribute to the completion of the project.
⇔ see also Apportioned Effort and Level of Efforts
Discrete Effort
[Project Schedule Management] (also known as preferred logic) two activities are considered to be best if carried out in sequence; but the sequence can be altered if needed.
⇔ see also Mandatory Dependency
Discretionary Dependency
[Project Schedule Management] the amount of time between the start and finish of a schedule activity; often expressed in work days.
Duration
