PMBOK terminology Flashcards
Terminology from the Product Management Body of Knowledge (PMBOK) guide
Term
Definition
Accept
The act of formally receiving or acknowledging something and regarding it as being true, sound, suitable, or complete.
Acceptance Criteria
Thosecriteria, including performancerequirementsand essential conditions, which must be met before projectdeliverablesare accepted.
Acquire Project Team[Process]
The process of obtaining the human resources needed to complete theproject.
Activity
Acomponentofworkperformed during the course of aproject. See alsoschedule activity.Activity Attributes[Output/Input]. Multiple attributes associated with eachschedule activitythat can be included within theactivity list. Activity attributes includeactivity codes,predecessor activities,successor activities,logical relationships,leadsandlags,resource requirements, imposed dates, constraints,andassumptions.
Activity Code
One or more numerical or text values that identify characteristics of theworkor in some way categorize theschedule activitythat allows filtering and ordering of activities within reports.
Activity Definition[Process]
Theprocessof identifying the specificschedule activitiesthat need to be performed to produce the various projectdeliverables.
Activity Description (AD)
A short phrase or label for eachschedule activityused in conjunction with anactivity identifierto differentiate that project schedule activity from other schedule activities. The activity description normally describes thescopeof work of the schedule activity.
Activity Duration
The time incalendarunits between the start and finish of aschedule activity. See alsoactual duration,original duration, andremaining duration.
Activity Duration Estimating[Process]
Theprocessof estimating the number of work periods that will be needed to complete individualschedule activities.
Activity Identifier
A short unique numeric or text identification assigned to eachschedule activityto differentiate thatproject activity* from other activities. Typically unique within any oneproject schedule network diagram.
Activity List[Output/Input]
A documented tabulation ofschedule activitiesthat shows theactivity description,activity identifier, and a sufficiently detailed scope of work description soproject team membersunderstand whatworkis to be performed.
Activity-on-Arrow (AOA)
Seearrow diagramming method.
Activity-on-Node (AON)
Seeprecedence diagramming method.
Activity Resource Estimating[Process]
Theprocessof estimating the types and quantities ofresourcesrequired to perform eachschedule activity.
Activity Sequencing[Process]
Theprocessof identifying and documentingdependencies amongschedule activities.
Actual Cost (AC)
Total costs actually incurred and recorded in accomplishing work performed during a given time period for aschedule activityorwork breakdown structure component. Actual cost can sometimes be direct labor hours alone, direct costs alone, or all costs including indirect costs. Also referred to as the actual cost of work performed (ACWP). See alsoearned value managementandearned value technique.
Actual Duration
The time incalendar unitsbetween theactual start dateof theschedule activityand either thedata dateof theproject scheduleif the schedule activity is in progress or theactual finish dateif the schedule activity is complete.
Actual Finish Date (AF)
The point in time thatworkactually ended on aschedule activity. (Note: In some application areas, the schedule activity is considered “finished” when work is “substantially complete.”)
Actual Start Date (AS)
The point in time thatworkactually started on aschedule activity.
Analogous Estimating[Technique]
An estimatingtechniquethat uses the values of parameters, such asscope,cost,budget, anddurationor measures of scale such as size, weight, and complexity from a previous, similaractivityas the basis for estimating the same parameter or measure for a future activity. It is frequently used to estimate a parameter when there is a limited amount of detailed information about the project (e.g., in the early phases). Analogous estimating is a form ofexpert judgment. Analogous estimating is most reliable when the previous activities are similar in fact and not just in appearance, and theproject team members preparing theestimateshave the needed expertise.
Application Area
A category ofprojectsthat have commoncomponentssignificant in such projects, but are not needed or present in all projects. Application areas are usually defined in terms of either the product(i.e., by similar technologies or production methods) or the type ofcustomer(i.e., internal versus external, government versus commercial) or industry sector (i.e., utilities, automotive, aerospace, information technologies). Application areas can overlap.
Apportioned Effort (AE)
Effortapplied to projectworkthat is not readily divisible into discrete efforts for that work, but which is related in direct proportion to measurable discrete work efforts. Contrast withdiscrete effort.
Approve
The act of formally confirming, sanctioning, ratifying, or agreeing to something.
Approved Change Request[Output/Input]
Achange requestthat has been processed through theintegrated change controlprocess andapproved. Contrast withrequested change.
Arrow
The graphic presentation of aschedule activityin thearrow diagramming methodor alogical relationshipbetween schedule activities in theprecedence diagramming method.
Arrow Diagramming Method (ADM)[Technique]
A schedule network diagrammingtechniquein whichschedule activitiesare represented byarrows. The tail of the arrow represents the start, and the head represents the finish of the schedule activity. (The length of the arrow doesnotrepresent the expected duration of the schedule activity.) Schedule activities are connected at points called nodes (usually drawn as small circles) to illustrate the sequence in which the schedule activities are expected to be performed. See alsoprecedence diagramming method.
Assumptions[Output/Input]
Assumptions are factors that, for planning purposes, are considered to be true, real, or certain without proof or demonstration. Assumptions affect all aspects ofprojectplanning, and are part of theprogressive elaborationof the project.Project teamsfrequently identify, document, and validate assumptions as part of their planningprocess. Assumptions generally involve a degree ofrisk.
Assumptions Analysis[Technique]
Atechniquethat explores the accuracy ofassumptionsand identifiesrisksto the project from inaccuracy, inconsistency, or incompleteness of assumptions.
Authority
The right to applyproject resources*, expendfunds, make decisions, or giveapprovals.
Backward Pass
The calculation oflate finish datesandlate start datesfor the uncompleted portions of allschedule activities. Determined by working backwards through the schedulenetwork logicfrom the project’s end date. The end date may be calculated in aforward passor set by thecustomerorsponsor. See alsoschedule network analysis.
Bar Chart[Tool]
A graphic display of schedule-related information. In the typical bar chart,schedule activitiesorwork breakdown structure componentsare listed down the left side of the chart,datesare shown across the top, andactivity durationsare shown as date-placed horizontal bars. Also called a Gantt chart.
Baseline
The approved time phased plan (for aproject, awork breakdown structure component, awork package, or aschedule activity), plus or minus approvedproject scope,cost, schedule, and technical changes. Generally refers to the current baseline, but may refer to the original or some other baseline. Usually used with a modifier (e.g., cost baseline, schedule baseline, performance measurement baseline, technical baseline). See alsoperformance measurement baseline.
Baseline Finish Date
The finish date of aschedule activityin the approvedschedule baseline. See alsoscheduled finish date.
Baseline Start Date
The start date of aschedule activityin the approvedschedule baseline. See alsoscheduled start date.
Bill of Materials (BOM)
A documented formal hierarchical tabulation of the physical assemblies, subassemblies, andcomponentsneeded to fabricate aproduct.
Bottom-up Estimating[Technique]
A method of estimating acomponentofwork. Th work isdecomposedinto more detail. Anestimateis prepared of what is needed to meet therequirementsof each of the lower, more detailed pieces of work, and these estimates are then aggregated into a total quantity for the component of work. The accuracy of bottom-up estimating is driven by the size and complexity of the work identified at the lower levels. Generally smaller work scopes increase the accuracy of the estimates.
Brainstorming[Technique]
A general data gathering and creativitytechniquethat can be used to identifyrisks, ideas, or solutions toissuesby using a group ofteam membersor subject-matter experts. Typically, a brainstorming session is structured so that each participant’s ideas are recorded for later analysis.
Budget
The approvedestimatefor theprojector anywork breakdown structurecomponent or anyschedule activity. See alsoestimate.
Budget at Completion (BAC)
The sum of all thebudgetvalues established for theworkto be performed on aprojector awork breakdown structure componentor aschedule activity.The totalplanned valuefor the project.
Budgeted Cost of Work Performed (BCWP)
Seeearned value (EV).
Budgeted Cost of Work Scheduled (BCWS)
Seeplanned value (PV).
Buffer
Seereserve.
Buyer
The acquirer ofproducts,services, orresultsfor an organization.
Calendar Unit
The smallest unit of time used in scheduling theproject. Calendar units are generally in hours, days, or weeks, but can also be in quarter years, months, shifts, or even in minutes.Change Control.Identifying, documenting, approving or rejecting, and controlling changes to theproject baselines*.
Change Control Board (CCB)
A formally constituted group ofstakeholdersresponsible for reviewing, evaluating, approving, delaying, or rejecting changes to theproject, with all decisions and recommendations being recorded.
Change Control System[Tool]
A collection of formal documentedproceduresthat define how projectdeliverablesand documentation will be controlled, changed, and approved. In mostapplication areasthe change control system is a subset of theconfiguration management system.
Change Request
Requests to expand or reduce theproject scope, modify policies,processes, plans, orprocedures, modifycostsorbudgets, or reviseschedules. Requests for a change can be direct or indirect, externally or internally initiated, and legally or contractually mandated or optional. Only formally documented requested changes are processed and only approved change requests are implemented.
Chart of Accounts[Tool]
Any numberingsystemused to monitorproject costs*by category (e.g., labor, supplies, materials, and equipment). The project chart of accounts is usually based upon the corporate chart of accounts of the primaryperforming organization. Contrast withcode of accounts.
Checklist[Output/Input]
Items listed together for convenience of comparison, or to ensure the actions associated with them are managed appropriately and not forgotten. An example is a list of items to be inspected that is created duringqualityplanning and applied during qualitycontrol.
Claim
A request, demand, or assertion of rights by aselleragainst abuyer, or vice versa, for consideration, compensation, or payment under the terms of a legally bindingcontract such as for a disputed change.
Close Project[Process]
Theprocessof finalizing allactivitiesacross all of the projectprocess groupsto formally close theprojectorphase.
Closing Processes[Process Group]
Thoseprocessesperformed to formally terminate allactivitiesof aprojectorphase, and transfer the completedproductto others or close a cancelledproject.
Code of Accounts[Tool]
Any numberingsystemused to uniquely identify eachcomponent of thework breakdown structure. Contrast withchart of accounts.
Co-location[Technique]
An organizational placement strategy where theproject team membersare physically located close to one another in order to improvecommunication, working relationships, and productivity.
Common Cause
A source of variation that is inherent in thesystemand predictable. On acontrol chart, it appears as part of the random process variation (i.e., variation from aprocessthat would be considered normal or not unusual), and is indicated by a random pattern of points within thecontrol limits. Also referred to as random cause. Contrast withspecial cause.
Communication
Aprocessthrough which information is exchanged among persons using a common system of symbols, signs, or behaviors.
Communication Management Plan[Output/Input]
Thedocumentthat describes: thecommunicationsneeds and expectations for theproject; how and in what format information will be communicated; when and where each communication will be made; and who is responsible for providing each type of communication. A communication management plan can be formal or informal, highly detailed or broadly framed, based on the requirements of the projectstakeholders. The communication management plan is contained in, or is a subsidiary plan of, theproject management plan.
Communications Planning[Process]
Theprocessof determining the information andcommunicationsneeds of the projectstakeholders: who they are, what is their level of interest and influence on theproject, who needs what information, when will they need it, and how it will be given to them.
Compensation
Something given or received, a payment or recompense, usually something monetary or in kind forproducts,services, orresultsprovided or received.Component.A constituent part, element, or piece of a complex whole.
Configuration Management System[Tool]
A subsystem of the overallproject management system. It is a collection of formal documentedproceduresused to apply technical and administrative direction and surveillance to: identify and document the functional and physical characteristics of aproduct, result, service,orcomponent; control any changes to such characteristics; record and report each change and its implementation status; and support the audit of the products, results, or components to verify conformance torequirements. It includes the documentation, trackingsystems, and defined approval levels necessary for authorizing and controlling changes. In mostapplication areas, the configuration management system includes thechange control system.
Constraint[Input]
The state, quality, or sense of being restricted to a given course of action or inaction. An applicable restriction or limitation, either internal or external to the project, that will affect the performance of theprojector aprocess. For example, a schedule constraint is any limitation or restraint placed on theproject schedulethat affects when a schedule activitycan be scheduled and is usually in the form of fixedimposed dates. A cost constraint is any limitation or restraint placed on theproject budgetsuch asfundsavailable over time. A projectresourceconstraint is any limitation or restraint placed on resource usage, such as what resourceskillsordisciplinesare available and the amount of a given resource available during a specified time frame.
Contingency
Seereserve.
Contingency Allowance
Seereserve.
Contingency Reserve[Output/Input]
The amount offunds,budget, or time needed above theestimateto reduce theriskof overruns of projectobjectivesto a level acceptable to theorganization.
Contract[Output/Input]
A contract is a mutually binding agreement that obligates thesellerto provide the specifiedproductorserviceorresultand obligates thebuyerto pay for it.
Contract Administration[Process]
The process of managing thecontractand the relationship between thebuyerandseller, reviewing and documenting how a seller is performing or has performed to establish requiredcorrective actionsand provide a basis for future relationships with the seller, managing contract related changes and, when appropriate, managing the contractual relationship with the outside buyer of theproject.
Contract Closure[Process]
The process of completing and settling thecontract, including resolution of any open items and closing each contract.
Contract Management Plan[Output/Input]
Thedocumentthat describes how a specificcontractwill be administered and can include items such as required documentation delivery and performance requirements. A contract management plan can be formal or informal, highly detailed or broadly framed, based on the requirements in the contract. Each contract management plan is a subsidiary plan of theproject management plan.
Contract Statement of Work (SOW)[Output/Input]
A narrative description ofproducts, services, or resultsto be supplied under contract.
Contract Work Breakdown Structure (CWBS)[Output/Input]
A portion of thework breakdown structurefor theprojectdeveloped and maintained by asellercontracting to provide asubprojector projectcomponent.
Control[Technique]
Comparing actual performance with planned performance, analyzingvariances, assessing trends to effectprocessimprovements, evaluating possible alternatives, and recommending appropriatecorrective actionas needed.
Control Account (CA)[Tool]
A management control point where the integration ofscope, budget, actual cost,andscheduletakes place, and where the measurement of performance will occur. Control accounts are placed at selected management points (specificcomponentsat selected levels) of thework breakdown structure. Each control account may include one or morework packages, but each work package may be associated with only one control account. Each control account is associated with a specific single organizationalcomponentin theorganizational breakdown structure(OBS). Previously called a Cost Account. See alsowork package.
Control Account Plan (CAP)[Tool]
A plan for all theworkandeffortto be performed in a control account. Each CAP has a definitivestatement of work,schedule, and time-phasedbudget. Previously called a Cost Account Plan.
Control Chart[Tool]
A graphic display of process data over time and against establishedcontrol limits, and that has a centerline that assists in detecting a trend of plotted values toward eithercontrol limit.
Control Limits
The area composed of three standard deviations on either side of the centerline, or mean, of a normal distribution of data plotted on acontrol chartthat reflects the expected variation in the data. See alsospecification limits.
Corrective Action
Documented direction forexecutingtheproject workto bring expected future performance of the projectworkin line with theproject management plan.
Cost
The monetary value or price of aproject activity*orcomponentthat includes the monetary worth of theresourcesrequired to perform and complete the activity or component, or to produce the component. A specific cost can be composed of a combination of cost components including direct labor hours, other direct costs, indirect labor hours, other indirect costs, and purchased price. (However, in theearned value managementmethodology, in some instances, the term cost can represent only labor hours without conversion to monetary worth.) See alsoactual costandestimate.
Cost Budgeting[Process]
Theprocessof aggregating the estimated costs of individual activities orwork packagesto establish a costbaseline.
Cost Control[Process]
Theprocessof influencing the factors that create variances, and controlling changes to the project budget.
Cost Estimating[Process]
Theprocessof developing an approximation of the cost of theresourcesneeded to completeproject activities*.
Cost Management Plan[Output/Input]
The document that sets out the format and establishes theactivitiesandcriteriafor planning, structuring, and controlling theproject costs. A cost management plan can be formal or informal, highly detailed or broadly framed, based on the requirements of the project stakeholders. The cost management plan is contained in, or is a subsidiary plan, of theproject management plan.
Cost of Quality (COQ)[Technique]
Determining the costs incurred to ensurequality. Prevention and appraisal costs (cost of conformance) include costs for quality planning, quality control (QC), and quality assurance to ensure compliance to requirements (i.e., training, QCsystems, etc.). Failure costs (cost of non-conformance) include costs to reworkproducts,components, orprocessesthat are non-compliant, costs of warranty work and waste, and loss of reputation.
Cost Performance Index (CPI)
A measure of cost efficiency on aproject. It is the ratio ofearned value (EV) toactual costs(AC). CPI = EV divided by AC. A value equal to or greater than one indicates a favorable condition and a value less than one indicates an unfavorable condition.
Cost-Plus-Fee (CPF)
A type ofcost reimbursable contractwhere thebuyerreimburses thesellerfor seller’s allowable costs for performing the contract work and seller also receives a fee calculated as an agreed upon percentage of the costs. The fee varies with the actual cost.
Cost-Plus-Fixed-Fee (CPFF) Contract
A type ofcost-reimbursable contractwhere thebuyer reimburses thesellerfor the seller’s allowable costs (allowable costs are define by the contract) plus a fixed amount of profit (fee).
Cost-Plus-Incentive-Fee (CPIF) Contract
A type ofcost-reimbursable contractwhere thebuyerreimburses thesellerfor the seller’s allowable costs (allowable costs are defined by the contract), and the seller earns its profit if it meets defined performance criteria.
Cost-Plus-Percentage of Cost (CPPC)
Seecost-plus-fee.
Cost-Reimbursable Contract
A type ofcontractinvolving payment (reimbursement) by thebuyerto thesellerfor the seller’s actual costs, plus a fee typically representing seller’s profit. Costs are usually classified as direct costs or indirect costs. Direct costs are costs incurred for the exclusive benefit of the project, such as salaries of full-time project staff. Indirect costs, also called overhead and general and administrative cost, are costs allocated to the project by the performing organization as a cost of doing business, such as salaries of management indirectly involved in the project, and cost of electric utilities for the office. Indirect costs are usually calculated as a percentage of direct costs. Cost-reimbursable contracts often include incentive clauses where, if the seller meets or exceeds selected project objectives, such as schedule targets or total cost, then the seller receives from the buyer an incentive or bonus payment.
Cost Variance (CV)
A measure of cost performance on aproject. It is the algebraic difference betweenearned value(EV) andactual cost(AC). CV = EV minus AC. A positive value indicates a favorable condition and a negative value indicates an unfavorable condition.
Crashing[Technique]
A specific type of projectschedule compression techniqueperformed by taking action to decrease the total project schedule duration* after analyzing a number of alternatives to determine how to get the maximum schedule duration compression for the least additional cost. Typical approaches for crashing a schedule include reducingschedule activity durationsand increasing the assignment ofresources on schedule activities. Seeschedule compressionand see alsofast tracking.
Create WBS (Work Breakdown Structure)[Process]
Theprocessof subdividing the major projectdeliverablesand projectworkinto smaller, more manageablecomponents.Criteria.Standards, rules, or tests on which a judgment or decision can be based, or by which aproduct,service,result, orprocesscan be evaluated.
Critical Activity
Anyschedule activityon acritical pathin aproject schedule. Most commonly determined by using thecritical path method. Although some activities are “critical,” in the dictionary sense, without being on the critical path, this meaning is seldom used in the project context.
Critical Chain Method[Technique]
Aschedule network analysis technique* that modifies the project schedule to account for limited resources. The critical chain method mixes deterministic and probabilistic approaches toschedule network analysis.
Critical Path[Output/Input]
Generally, but not always, the sequence ofschedule activities that determines the duration of theproject. Generally, it is the longest path through the project. However, a critical path can end, as an example, on aschedule milestonethat is in the middle of the project schedule and that has a finish-no-later-thanimposed datescheduleconstraint. See alsocritical path method.
Critical Path Method (CPM)[Technique]
Aschedule network analysis technique* used to determine the amount of scheduling flexibility (the amount offloat) on various logicalnetwork pathsin theproject schedulenetwork, and to determine the minimum total projectduration.Early start and finish datesare calculated by means of aforward pass, using a specifiedstart date.Late start and finish datesare calculated by means of abackward pass, starting from a specified completion date, which sometimes is the projectearly finish datedetermined during the forward pass calculation.
Current Finish Date
The currentestimateof the point in time when aschedule activitywill be completed, where the estimate reflects any reported work progress. See alsoscheduled finish dateandbaseline finish date.
Current Start Date
The currentestimateof the point in time when aschedule activitywill begin, where the estimate reflects any reported work progress. See alsoscheduled start date andbaseline start date.
Customer
The person ororganizationthat will use the project’sproductorserviceorresult. (See alsouser).
Data Date (DD)
Thedateup to or through which the project’s reportingsystemhas provided actual status and accomplishments. In some reportingsystems, the status information for the data date is included in the past and in some systems the status information is in the future. Also calledas-of dateandtime-now date.
Date
A term representing the day, month, and year of a calendar, and, in some instances, the time of day.
Decision Tree Analysis[Technique]
The decision tree is a diagram that describes a decision under consideration and the implications of choosing one or another of the available alternatives. It is used when some future scenarios or outcomes of actions are uncertain. It incorporates probabilities and the costs or rewards of each logical path ofeventsand future decisions, and usesexpected monetary value analysisto help theorganizationidentify the relative values of alternate actions. See alsoexpected monetary value analysis.
Decomposition[Technique]
A planning technique that subdivides theproject scopeand projectdeliverablesinto smaller, more manageablecomponents, until the projectworkassociated with accomplishing the project scope and providing the deliverables is defined in sufficient detail to supportexecuting,monitoring, andcontrollingthework.
Defect
An imperfection or deficiency in a projectcomponentwhere that component does not meet itsrequirementsorspecificationsand needs to be either repaired or replaced.
Defect Repair
Formally documented identification of adefectin a projectcomponentwith a recommendation to either repair the defect or completely replace the component.
Deliverable[Output/Input]
Any unique and verifiableproduct,result, or capability to perform aservicethat must be produced to complete a process, phase, or project. Often used more narrowly in reference to an externaldeliverable, which is a deliverable that is subject to approval by the project sponsor or customer. See also product, service, and result.
Delphi Technique[Technique]
An information gathering technique used as a way to reach a consensus of experts on a subject. Experts on the subject participate in this technique anonymously. A facilitator uses a questionnaire to solicit ideas about the important project points related to the subject. The responses are summarized and are then recirculated to the experts for further comment. Consensus may be reached in a few rounds of thisprocess. The Delphi technique helps reduce bias in the data and keeps any one person from having undue influence on the outcome.
Dependency
Seelogical relationship.
Design Review[Technique]
A managementtechniqueused for evaluating a proposed design to ensure that the design of thesystemorproduct meets thecustomer requirements, or to assure that the design will perform successfully, can be produced, and can be maintained.
Develop Project Charter[Process]
Theprocessof developing theproject charterthat formally authorizes aproject.
Develop Project Management Plan[Process]
Theprocessof documenting the actions necessary to define, prepare, integrate, and coordinate all subsidiary plans into aproject management plan.
Develop Project Scope Statement (Preliminary)[Process]
Theprocessof developing the preliminaryproject scope statementthat provides a high levelscopenarrative.
Develop Project Team[Process]
Theprocessof improving the competencies and interaction of team members to enhanceprojectperformance.
Direct and Manage Project Execution[Process]
Theprocessof executing theworkdefined in theproject management planto achieve the project’srequirementsdefined in theproject scope statement.
Discipline
A field of work requiring specific knowledge and that has a set of rules governing work conduct (e.g., mechanical engineering, computer programming, cost estimating, etc.).
Discrete Effort
Work effortthat is directly identifiable to the completion of specificwork breakdown structurecomponents anddeliverables, and that can be directly planned and measured. Contrast withapportioned effort.
Document
A medium and the information recorded thereon, that generally has permanence and can be read by a person or a machine. Examples includeproject management plans,specifications,procedures, studies, and manuals
Documented Procedure
A formalized written description of how to carry out anactivity,process,technique, ormethodology.
Dummy Activity
Aschedule activityof zerodurationused to show alogical relationshipin thearrow diagramming method. Dummy activities are used when logical relationships cannot be completely or correctly described with schedule activityarrows. Dummy activities are generally shown graphically as a dashed line headed by an arrow.
Duration (DU or DUR)
The total number ofworkperiods (not including holidays or other nonworking periods) required to complete aschedule activityorwork breakdown structure component. Usually expressed as workdays or workweeks. Sometimes incorrectly equated with elapsed time. Contrast witheffort. See alsooriginal duration,remaining duration, andactual duration.
Early Finish Date (EF)
In thecritical path method, the earliest possible point in time on which the uncompleted portions of aschedule activity(or theproject) can finish, based on the schedulenetwork logic, thedata date, and any scheduleconstraints. Early finish dates can change as the project progresses and as changes are made to theproject management plan.
Early Start Date (ES)
In thecritical path method, the earliest possible point in time on which the uncompleted portions of aschedule activity(or theproject) can start, based on the schedulenetwork logic, thedata date, and any scheduleconstraints. Early start dates can change as the project progresses and as changes are made to theproject management plan.
Earned Value (EV)
The value of completed work expressed in terms of the approvedbudget assigned to that work for aschedule activityorwork breakdown structure component. Also referred to as the budgeted cost of work performed (BCWP).
Earned Value Management (EVM)
A management methodology for integratingscope, schedule, andresources, and for objectively measuring project performance and progress. Performance is measured by determining the budgeted cost of work performed (i.e.,earned value) and comparing it to the actual cost of work performed (i.e.,actual cost). Progress is measured by comparing theearned valueto theplanned value.
Earned Value Technique (EVT)[Technique]
A specific technique for measuring the performance of work for awork breakdown structure component,control account, orproject. Also referred to as the earning rules and crediting method.
Effort
The number of labor units required to complete aschedule activityorwork breakdown structure component. Usually expressed as staff hours, staff days, or staff weeks. Contrast withduration.
Enterprise
A company, business, firm, partnership, corporation, or governmental agency.
Enterprise Environmental Factors[Output/Input]
Any or all external environmental factors and internal organizational environmental factors that surround or influence the project’s success. These factors are from any or all of the enterprises involved in the project, and include organizational culture and structure, infrastructure, existing resources, commercial databases, market conditions, andproject management software.
Estimate[Output/Input]
A quantitative assessment of the likely amount or outcome. Usually applied to projectcosts, resources, effort, anddurationsand is usually preceded by a modifier (i.e., preliminary, conceptual, feasibility, order-of-magnitude, definitive). It should always include some indication of accuracy (e.g., ±x percent).
Estimate at Completion (EAC)[Output/Input]
The expected total cost of aschedule activity, awork breakdown structure component, or theprojectwhen the definedscopeofworkwill be completed. EAC is equal to theactual cost(AC) plus theestimate to complete(ETC) for all of the remaining work. EAC = AC plus ETC. The EAC may be calculated based on performance to date or estimated by theproject teambased on other factors, in which case it is often referred to as the latest revised estimate. See alsoearned value technique andestimate to complete.
Estimate to Complete (ETC)[Output/Input]
The expected cost needed to complete all the remaining work for a scheduleactivity,work breakdown structurecomponent, or theproject. See alsoearned value techniqueandestimate at completion.
Event
Something that happens, an occurrence, an outcome.
Exception Report
Documentthat includes only major variations from the plan (rather than all variations).
Execute
Directing, managing, performing, and accomplishing theproject work,providing thedeliverables,and providingwork performance information.
Executing Processes[Process Group]
Thoseprocessesperformed to complete theworkdefined in theproject management planto accomplish the project’sobjectivesdefined in theproject scope statement.
Expected Monetary Value (EMV) Analysis
A statisticaltechniquethat calculates the average outcome when the future includes scenarios that may or may not happen. A common use of this technique is withindecision tree analysis. Modeling and simulation are recommended forcostand scheduleriskanalysis because it is more powerful and less subject to misapplication than expected monetary value analysis.
Expert Judgment[Technique]
Judgment provided based upon expertise in anapplication 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, and is available from many sources, including: other units within the performing organization; consultants;stakeholders, includingcustomers; professional and technical associations; and industry groups.
Failure Mode and Effect Analysis (FMEA)[Technique]
An analyticalprocedure in which each potential failure mode in everycomponentof aproductis analyzed to determine its effect on the reliability of that component and, by itself or in combination with other possible failure modes, on the reliability of the product or system and on the required function of the component; or the examination of aproduct(at thesystemand/or lower levels) for all ways that a failure may occur. For each potential failure, an estimate is made of its effect on the totalsystemand of its impact. In addition, a review is undertaken of the action planned to minimize the probability of failure and to minimize its effects.
Fast Tracking[Technique]
A specific projectschedule compression techniquethat changesnetwork logicto overlapphasesthat would normally be done in sequence, such as the design phase and construction phase, or to performschedule activitiesin parallel. Seeschedule compressionand see alsocrashing.
Finish Date
A point in time associated with aschedule activity’scompletion. Usually qualified by one of the following: actual, planned, estimated, scheduled, early, late, baseline, target, or current.
Finish-to-Finish (FF)
Thelogical relationshipwhere completion ofworkof thesuccessor activitycannot finish until the completion of work of thepredecessoractivity. See alsological relationship.
Finish-to-Start (FS)
Thelogical relationshipwhere initiation ofworkof thesuccessor activitydepends upon the completion of work of thepredecessor activity. See alsological relationship.
Firm-Fixed-Price (FFP) Contract
A type offixed price contractwhere thebuyerpays thesellera set amount (as defined by thecontract), regardless of the seller’s costs.
Fixed-Price-Incentive-Fee (FPIF) Contract
A type ofcontractwhere thebuyerpays thesellera set amount (as defined by the contract), and the seller can earn an additional amount if the seller meets defined performancecriteria.
Fixed-Price or Lump-Sum Contract
A type ofcontractinvolving a fixed total price for a well-definedproduct. Fixed-price contracts may also include incentives for meeting or exceeding selectedproject objectives, such as schedule targets. The simplest form of a fixed price contract is a purchase order.
Float
Also called slack. Seetotal floatand see alsofree float.
Flowcharting[Technique]
The depiction in a diagram format of theinputs,processactions, andoutputsof one or more processes within asystem.
Forecasts
Estimatesor predictions of conditions andeventsin theproject’sfuture based on information and knowledge available at the time of the forecast. Forecasts are updated and reissued based onwork performance informationprovided as the project isexecuted. The information is based on the project’s past performance and expected future performance, and includes information that could impact the project in the future, such asestimate at completionandestimate to complete.
Forward Pass
The calculation of theearly startandearly finish datesfor the uncompleted portions of all network activities. See alsoschedule network analysisandbackward pass.
Free Float (FF)
The amount of time that aschedule activitycan be delayed without delaying the early start of any immediately following schedule activities. See alsototal float.
Functional Manager
Someone with managementauthorityover an organizational unit within afunctional organization. The manager of any group that actually makes aproductor performs aservice. Sometimes called a line manager.
Functional Organization
A hierarchicalorganizationwhere each employee has one clear superior, staff are grouped by areas of specialization, and managed by a person with expertise in that area.
Funds
A supply of money or pecuniary resources immediately available.
Gantt Chart
Seebar chart.
Goods
Commodities, wares, merchandise.
Grade
A category or rank used to distinguish items that have the same functional use (e.g., “hammer”), but do not share the same requirements for quality (e.g., different hammers may need to withstand different amounts of force).Ground Rules[Tool]. A list of acceptable and unacceptable behaviors adopted by aproject teamto improve working relationships, effectiveness, andcommunication.
Hammock Activity
Seesummary activity.
Historical Information
Documents and data on prior projects including project files,records, correspondence, closed contracts, and closed projects.
Human Resource Planning[Process]
Theprocessof identifying and documentingproject roles, responsibilities and reporting relationships, as well as creating thestaffing management plan.
Imposed Date
A fixed date imposed on aschedule activityorschedule milestone, usually in the form of a “start no earlier than” and “finish no later than” date.
Influence Diagram[Tool]
Graphical representation of situations showing causal influences, time ordering ofevents, and other relationships among variables and outcomes.
Influencer
Persons or groups that are not directly related to the acquisition or use of the project’sproduct, but, due to their position in thecustomer organization*, can influence, positively or negatively, the course of theproject.
Information Distribution[Process]
Theprocessof making needed information available toproject stakeholdersin a timely manner.
Initiating Processes[Process Group]
Thoseprocessesperformed to authorize and define thescopeof a newphaseorprojector that can result in the continuation of halted projectwork. A large number of the initiating processes are typically done outside the project’s scope of control by theorganization,program, orportfolioprocesses and those processes provide input to the project’s initiating processes group.
Initiator
A person ororganizationthat has both the ability andauthorityto start aproject.
Input[Process Input]
Any item, whether internal or external to the project that is required by aprocessbefore that process proceeds. May be anoutputfrom a predecessor process.
