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.
Inspection[Technique]
Examining or measuring to verify whether anactivity,component product,resultorserviceconforms to specifiedrequirements.
Integral
Essential to completeness; requisite; constituent with; formed as a unit with another
Integrated
Interrelated, interconnected, interlocked, or meshed components blended and unified into a functioning or unified whole.
Integrated Change Control[Process]
Theprocessof reviewing allchange requests, approving changes and controlling changes todeliverablesandorganizational process assets.
Invitation for Bid (IFB)
Generally, this term is equivalent torequest for proposal. However, in someapplication areas, it may have a narrower or more specific meaning.
Issue
A point or matter in question or in dispute, or a point or matter that is not settled and is under discussion or over which there are opposing views or disagreements.
Knowledge
Knowing something with the familiarity gained through experience, education, observation, or investigation, it is understanding aprocess,practice, ortechnique, or how to use atool.
Knowledge Area Process
An identifiable project managementprocesswithin aknowledge area.
Knowledge Area, Project Management
SeeProject Management Knowledge Area.
Lag[Technique]
A modification of alogical relationshipthat directs a delay in thesuccessoractivity. For example, in afinish-to-startdependency with a ten-day lag, the successor activity cannot start until ten days after thepredecessoractivity has finished. See alsolead.
Late Finish Date (LF)
In thecritical path method, the latest possible point in time that aschedule activitymay be completed based upon the schedulenetwork logic, the project completion date, and anyconstraintsassigned to the schedule activities without violating a schedule constraint or delaying the project completion date. The late finish dates are determined during thebackward passcalculation of the project schedule network.
Late Start Date (LS)
In the critical path method, the latest possible point in time that aschedule activitymay begin based upon the schedulenetwork logic, the project completion date, and anyconstraintsassigned to the schedule activities without violating a schedule constraint or delaying the project completion date. The late start dates are determined during thebackward passcalculation of the project schedule network.
Latest Revised Estimate
Seeestimate at completion.
Lead[Technique]
A modification of alogical relationshipthat allows an acceleration of thesuccessor activity. For example, in afinish-to-startdependency with a ten-day lead, thesuccessor activitycan start ten days before thepredecessor activityhas finished. See alsolag. A negative lead is equivalent to a positive lag.
Lessons Learned[Output/Input]
The learning gained from the process of performing the project. Lessons learned may be identified at any point. Also considered a project record, to be included in thelessons learned knowledge base.
Lessons Learned Knowledge Base
A store of historical information andlessons learnedabout both the outcomes of previousprojectselection decisions and previous project performance.
Level of Effort (LOE)
Support-typeactivity(e.g.,sellerorcustomerliaison, project cost accounting, project management, etc.) that does not readily lend itself to measurement of discrete accomplishment. It is generally characterized by a uniform rate ofworkperformance over a period of time determined by the activities supported.
Log
A document used to record and describe or denote selected items identified during execution of a process or activity. Usually used with a modifier, such as issue, quality control, action, or defect.
Logic Diagram
Seeproject schedule network diagram.
Logical Relationship
Adependency between twoproject schedule activities, or between a project schedule activity and aschedule milestone. See alsoprecedence relationship. The four possible types of logical relationships are:Finish-to-Start;Finish-to-Finish;Startto- Start; andStart-to-Finish.
Manage Project Team[Process]
Theprocessof tracking team member performance, providing feedback, resolving issues, and coordinating changes to enhance project performance.
Manage Stakeholders[Process]
Theprocessof managingcommunicationsto satisfy therequirementsof, and resolveissueswith, projectstakeholders.
Master Schedule[Tool]
A summary-levelproject schedulethat identifies the majordeliverablesandwork breakdown structure componentsand keyschedule milestones. See alsomilestone schedule.
Materiel
The aggregate of things used by anorganizationin any undertaking, such as equipment, apparatus, tools, machinery, gear, material, and supplies.
Matrix Organization
Any organizational structure in which theproject managershares responsibility with thefunctional managersfor assigning priorities and for directing theworkof persons assigned to theproject.
Methodology
Asystemofpractices,techniques,procedures, and rules used by those who work in adiscipline.
Milestone
A significant point oreventin theproject. See alsoschedule milestone.
Milestone Schedule[Tool]
A summary-levelschedulethat identifies the majorschedule milestones. See alsomaster schedule.
Monitor
Collectprojectperformance data with respect to a plan, produce performance measures, and report and disseminate performance information.
Monitor and Control Project Work[Process]
The process ofmonitoringandcontrollingthe processes required to initiate, plan, execute, and close aprojectto meet the performanceobjectivesdefined in theproject management planandproject scope statement.
Monitoring and Controlling Processes[Process Group]
Thoseprocessesperformed to measure andmonitor project execution* so that corrective action can be taken when necessary tocontrolthe execution of thephaseor project.
Monte Carlo Analysis
Atechniquethat computes, or iterates, theprojectcost orproject schedulemany times using input values selected at random from probability distributions of possiblecostsordurations, to calculate a distribution of possible total project cost or completion dates.
Near-Critical Activity
Aschedule activitythat has lowtotal float. The concept of near critical is equally applicable to a schedule activityor schedulenetwork path. The limit below whichtotal floatis considered near critical is subject toexpert judgmentand varies fromprojectto project.
Network
Seeproject schedule network diagram.
Network Analysis
Seeschedule network analysis.
Network Logic
The collection ofschedule activitydependencies that makes up aproject schedule network diagram.
Network Loop
A schedulenetwork paththat passes the samenodetwice. Network loops cannot be analyzed using traditionalschedule network analysistechniques such ascritical path method.
Network Open End
Aschedule activitywithout anypredecessor activitiesorsuccessor activitiescreating an unintended break in a schedulenetwork path. Network open ends are usually caused by missinglogical relationships.
Network Path
Any continuous series ofschedule activitiesconnected withlogical relationshipsin aproject schedule network diagram.
Networking[Technique]
Developing relationships with persons who may be able to assist in the achievement ofobjectivesand responsibilities.
Node
One of the defining points of a schedule network; a junction point joined to some or all of the otherdependencylines. See alsoarrow diagramming methodandprecedence diagramming method.
Objective
Something toward whichworkis to be directed, a strategic position to be attained, or a purpose to be achieved, aresultto be obtained, aproductto be produced, or aserviceto be performed.
Operations
An organizational function performing the ongoing execution ofactivitiesthat produce the sameproductor provide a repetitiveservice. Examples are: production operations, manufacturing operations, and accounting operations.
Opportunity
A condition or situation favorable to theproject, a positive set of circumstances, a positive set ofevents, ariskthat will have a positive impact on projectobjectives, or a possibility for positive changes. Contrast withthreat.
Organization
A group of persons organized for some purpose or to perform some type ofworkwithin anenterprise.
Organization Chart[Tool]
A method for depicting interrelationships among a group of persons working together toward a commonobjective.
Organizational Breakdown Structure (OBS)[Tool]
A hierarchically organized depiction of theproject organizationarranged so as to relate thework packagesto theperforming organizationalunits. (Sometimes OBS is written as Organization Breakdown Structure with the same definition.)
Organizational Process Assets[Output/Input]
Any or allprocessrelated assets, from any or all of the organizations involved in theprojectthat are or can be used to influence the project’s success. These process assets include formal and informal plans, policies,procedures, and guidelines. The process assets also include the organizations’ knowledge bases such aslessons learnedandhistorical information.
Original Duration (OD)
Theactivity durationoriginally assigned to a schedule activity and not updated as progress is reported on the activity. Typically used for comparison withactual durationandremaining durationwhen reporting schedule progress.
Output[Process Output]
Aproduct,result, orservicegenerated by aprocess. May be an input to a successor process.
Parametric Estimating[Technique]
An estimatingtechniquethat uses a statistical relationship between historical data and other variables (e.g., square footage in construction, lines of code in software development) to calculate anestimatefor activity parameters, such asscope, cost, budget, andduration. This technique can produce higher levels of accuracy depending upon the sophistication and the underlying data built into the model. An example for the cost parameter is multiplying the planned quantity of work to be performed by the historical cost per unit to obtain the estimated cost.
Pareto Chart[Tool]
A histogram, ordered by frequency of occurrence, that shows how manyresultswere generated by each identified cause.
Path Convergence
The merging or joining of parallel schedulenetwork pathsinto the samenodein aproject schedule network diagram. Path convergence is characterized by aschedule activitywith more than onepredecessor activity.
Path Divergence
Extending or generating parallel schedulenetwork pathsfrom the samenodein aproject schedule network diagram. Path divergence is characterized by aschedule activitywith more than onesuccessor activity.
Percent Complete (PC or PCT)
Anestimate, expressed as a percent, of the amount ofworkthat has been completed on anactivityor awork breakdown structure component.
Perform Quality Assurance (QA)[Process]
Theprocessof applying the planned, systematic qualityactivities(such as audits or peer reviews) to ensure that theprojectemploys all processes needed to meet requirements.
Perform Quality Control (QC)[Process]
Theprocessofmonitoringspecificproject results* to determine whether they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance.
Performance Measurement Baseline
An approved plan for theproject workagainst which project execution is compared and deviations are measured for managementcontrol. The performance measurement baseline typically integratesscope, schedule,andcostparameters of a project, but may also include technical andqualityparameters.
Performance Reporting[Process]
Theprocessof collecting and distributing performance information. This includes status reporting, progress measurement, andforecasting.
Performance Reports[Output/Input]
Documentsand presentations that provide organized and summarizedwork performance information, earned value managementparameters and calculations, and analyses ofproject workprogress and status. Common formats for performance reports includebar charts,S-curves,histograms, tables, andproject schedule network diagramshowing current schedule status.
Performing Organization
Theenterprisewhose personnel are most directly involved in doing theworkof theproject.
Plan Contracting[Process]
Theprocessof documenting theproducts,services,andresultsrequirements and identifying potentialsellers.
Plan Purchases and Acquisitions[Process]
Theprocessof determining what to purchase or acquire, and determining when and how to do so.
Planned Finish Date (PF)
Seescheduled finish date.
Planned Start Date (PS)
Seescheduled start date.
Planned Value (PV)
The authorizedbudgetassigned to the scheduled work to be accomplished for aschedule activityorwork breakdown structure component. Also referred to as the budgeted cost of work scheduled (BCWS).
Planning Package
A WBScomponentbelow thecontrol accountwith knownworkcontent but without detailedschedule activities. See alsocontrol account.
Planning Processes[Process Group]
Thoseprocessesperformed to define and mature theproject scope, develop theproject management plan, and identify and schedule theproject activities*that occur within theproject.
Portfolio
A collection ofprojectsorprogramsand other work that are grouped together to facilitate effective management of thatworkto meet strategic businessobjectives. The projects or programs of the portfolio may not necessarily be interdependent or directly related.
Portfolio Management[Technique]
The centralized management of one or moreportfolios, which includes identifying, prioritizing, authorizing, managing, and controllingprojects,programs, and other related work, to achieve specific strategic businessobjectives.
Position Description[Tool]
An explanation of aproject teammember’srolesand responsibilities.
Practice
A specific type of professional or managementactivitythat contributes to the execution of aprocessand that may employ one or moretechniquesandtools.
Precedence Diagramming Method (PDM)[Technique]
A schedule network diagrammingtechniquein whichschedule activitiesare represented by boxes (ornodes). Schedule activities are graphically linked by one or morelogical relationshipsto show the sequence in which the activities are to be performed.
Precedence Relationship
The term used in theprecedence diagramming methodfor alogical relationship. In current usage, however, precedence relationship,logical relationship, anddependencyare widely used interchangeably, regardless of the diagramming method used.
Predecessor Activity
Theschedule activitythat determines when the logicalsuccessor activitycan begin or end.
Preventive Action
Documented direction to perform anactivitythat can reduce the probability of negative consequences associated withproject risks*.
Probability and Impact Matrix[Tool]
A common way to determine whether ariskis considered low, moderate, or high by combining the two dimensions of a risk: its probability of occurrence, and its impact on objectives if it occurs.
Procedure
A series of steps followed in a regular definitive order to accomplish something.
Process
A set of interrelated actions andactivitiesperformed to achieve a specified set ofproducts,results, or services.
Process Group
SeeProject Management Process Groups.
Procurement Documents[Output/Input]
Thosedocumentsutilized in bid and proposal activities, which includebuyer’sInvitation for Bid, Invitation for Negotiations, Request for Information, Request for Quotation, Request for Proposal andseller’sresponses.
Procurement Management Plan[Output/Input]
Thedocumentthat describes how procurementprocessesfrom developing procurement documentation throughcontract closurewill be managed.
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 arematerielandgoods. Contrast withresultandservice.See alsodeliverable.
Product Life Cycle
A collection of generally sequential, non-overlappingproduct phases* whose name and number are determined by the manufacturing and control needs of theorganization. The last product life cycle phase for a product is generally the product’s product life cycles.
Product Scope
The features and functions that characterize aproduct,serviceorresult.
Product Scope Description
The documented narrative description of theproduct scope.
Program
A group of relatedprojectsmanaged in a coordinated way to obtain benefits and control not available from managing them individually. Programs may include elements of relatedworkoutside of thescopeof the discrete projects in the program.
Program Management
The centralized coordinated management of aprogramto achieve the program’s strategicobjectivesand benefits.
Program Management Office (PMO)
The centralized management of a particularprogramor programs such that corporate benefit is realized by the sharing ofresources,methodologies,tools, and techniques, and related high-level project management focus. See alsoproject management office.
Progressive Elaboration[Technique]
Continuously improving and detailing a plan as more detailed and specific information and more accurate estimates become available as the project progresses, and thereby producing more accurate and complete plans that result from the successive iterations of the planningprocess.
Project
A temporary endeavor undertaken to create a uniqueproduct,service, orresult.
Project Calendar
A calendar of working days or shifts that establishes thosedateson whichschedule activitiesare worked and nonworking days that determine those dates on which schedule activities are idle. Typically defines holidays, weekends and shift hours. See alsoresource calendar.
Project Charter[Output/Input]
Adocumentissued by the projectinitiatororsponsorthat formally authorizes the existence of aproject, and provides theproject managerwith the authority to apply organizationalresourcesto projectactivities.
Project Initiation
Launching aprocessthat can result in the authorization andscopedefinition of a newproject.
Project Life Cycle
A collection of generally sequentialproject phaseswhose name and number are determined by thecontrolneeds of theorganizationor organizations involved in theproject. A life cycle can be documented with amethodology.
Project Management (PM)
The application ofknowledge,skills,tools, andtechniquestoproject activities*to meet the projectrequirements.
Project Management Body of Knowledge (PMBOK®)
An inclusive term that describes the sum ofknowledgewithin the profession ofproject management. As with other professions such as law, medicine, and accounting, the body of knowledge rests with the practitioners and academics that apply and advance it. The complete project management body of knowledge includes proven traditionalpracticesthat are widely applied and innovative practices that are emerging in the profession. The body of knowledge includes both published and unpublished material. The PMBOK is constantly evolving.
Project Management Information System (PMIS)[Tool]
An informationsystemconsisting of thetoolsandtechniquesused to gather, integrate, and disseminate the outputs of project managementprocesses. It is used to support all aspects of the project from initiating through closing, and can include both manual and automatedsystems.
Project Management Knowledge Area
An identified area ofproject managementdefined by itsknowledge requirementsand described in terms of itscomponent processes,practices,inputs,outputs,tools, andtechniques.
Project Management Office (PMO)
An organizational body or entity assigned various responsibilities related to the centralized and coordinated management of thoseprojectsunder its domain. The responsibilities of a PMO can range from providing project management support functions to actually being responsible for the direct management of a project. See alsoprogram management office.
Project Management Plan[Output/Input]
A formal, approveddocumentthat defines how the projected is executed, monitored and controlled. It may be summary or detailed and may be composed of one or more subsidiary management plans and other planning documents.
Project Management Process
One of the 44processes, unique toproject managementand described in thePMBOK®Guide.
Project Management Process Group
A logical grouping of theproject management processesdescribed in thePMBOK®Guide. The project management process groups includeinitiating processes,planning processes,executing processes,monitoring and controlling processes, andclosing processes. Collectively, these five groups are required for anyproject, have clear internaldependencies, and must be performed in the same sequence on each project, independent of theapplication areaor the specifics of the appliedproject life cycle. Project management process groups are notproject phases.
Project Management Professional (PMP®)
A person certified as a PMP® by the Project Management Institute (PMI®).
Project Management Software[Tool]
A class of computer software applications specifically designed to aid theproject management teamwith planning, monitoring, and controlling the project, including:cost estimating, scheduling,communications, collaboration, configuration management, document control, records management, andriskanalysis.
Project Management System[Tool]
The aggregation of theprocesses,tools,techniques,methodologies,resources, andproceduresto manage a project. Thesystemis documented in theproject management planand its content will vary depending upon theapplication area, organizational influence, complexity of the project, and the availability of existingsystems. A project management system, which can be formal or informal, aids aproject managerin effectively guiding aprojectto completion. A project management system is a set ofprocessesand the related monitoring and control functions that are consolidated and combined into a functioning, unified whole.
Project Management Team
The members of theproject teamwho are directly involved inproject management activities. On some smallerprojects, the project management team may include virtually all of theproject team members.
Project Manager (PM)
The person assigned by theperforming organizationto achieve theproject objectives*.
Project Organization Chart[Output/Input]
Adocumentthat graphically depicts theproject teammembers and their interrelationships for a specificproject.
Project Phase
A collection of logically relatedproject activities, usually culminating in the completion of a majordeliverable. Project phases (also called phases) are mainly completed sequentially, but can overlap in some project situations. Phases can be subdivided intosubphasesand thencomponents; this hierarchy, if the project or portions of the project are divided into phases, is contained in thework breakdown structure. A project phase is a component of aproject life cycle. A project phase is not aproject management process group.
Project Process Groups
The fiveprocess groupsrequired for any project that have clear dependencies and that are required to be performed in the same sequence on each project, independent of theapplication areaor the specifics of the appliedproject life cycle. The process groups are initiating, planning, executing, monitoring and controlling, and closing.
Project Schedule[Output/Input]
The planneddatesfor performingschedule activitiesand the planned dates for meetingschedule milestones.
Project Schedule Network Diagram[Output/Input]
Any schematic display of thelogical relationshipsamong the projectschedule activities. Always drawn from left to right to reflect projectworkchronology.
Project Scope
Theworkthat must be performed to deliver aproduct, service, or resultwith the specified features and functions.
Project Scope Management Plan[Output/Input]
Thedocumentthat describes how theproject scopewill be defined, developed, and verified and how thework breakdown structurewill be created and defined, and that provides guidance on how theproject scopewill be managed and controlled by theproject management team. It is contained in or is a subsidiary plan of theproject management plan. The project scope management plan can be informal and broadly framed, or formal and highly detailed, based on the needs of theproject.
Project Scope Statement[Output/Input]
The narrative description of theproject scope, including majordeliverables, projectobjectives, projectassumptions, projectconstraints, and astatement of work, that provides a documented basis for making future project decisions and for confirming or developing a common understanding ofproject scopeamong thestakeholders. The definition of theproject scope– what needs to be accomplished.
Project Summary Work Breakdown Structure (PSWBS)[Tool]
Awork breakdown structurefor the project that is only developed down to thesubprojectlevel of detail within some legs of the WBS, and where the detail of those subprojects are provided by use ofcontract work breakdown structures.
Project Team
All theproject team members, including theproject management team, theproject managerand, for some projects, theproject sponsor.
Project Team Directory
A documented list ofproject teammembers, their projectrolesandcommunicationinformation.
Project Team Members
The persons who report either directly or indirectly to theproject manager, and who are responsible for performingproject workas a regular part of their assigned duties.
Projectized Organization
Any organizational structure in which theproject managerhas full authority to assign priorities, applyresources, and direct theworkof persons assigned to theproject.
Qualitative Risk Analysis[Process]
Theprocessof prioritizingrisksfor subsequent further analysis or action by assessing and combining their probability of occurrence and impact.
Quality
The degree to which a set of inherent characteristics fulfillsrequirements.
Quality Management Plan[Output/Input]
The quality management plan describes how theproject management teamwill implement theperforming organization’squality policy. The quality management plan is a component or a subsidiary plan of theproject management plan. The quality management plan may be formal or informal, highly detailed, or broadly framed, based on therequirementsof theproject.
Quality Planning[Process]
Theprocessof identifying which quality standards are relevant to theprojectand determining how to satisfy them.
Quantitative Risk Analysis[Process]
Theprocessof numerically analyzing the effect on overall projectobjectivesof identifiedrisks.
Regulation
Requirements imposed by a governmental body. Theserequirementscan establishproduct,processorservicecharacteristics—including applicable administrative provisions—that have government-mandated compliance.
Reliability
The probability of aproductperforming its intended function under specific conditions for a given period of time.
Remaining Duration (RD)
The time incalendar units, between thedata dateof theproject scheduleand thefinish dateof aschedule activitythat has anactual start date. This represents the time needed to complete aschedule activitywhere theworkis in progress.
Request for Information
A type ofprocurement documentwhereby thebuyerrequests a potentialsellerto provide various pieces of information related to aproductorserviceorsellercapability.
Request for Proposal (RFP)
A type ofprocurement documentused to request proposals from prospectivesellersofproductsorservices. In someapplication areas, it may have a narrower or more specific meaning.
Request for Quotation (RFQ)
A type ofprocurement documentused to request price quotations from prospectivesellersof common or standardproductsorservices. Sometimes used in place ofrequest for proposaland in someapplication areas, it may have a narrower or more specific meaning.
Request Seller Responses[Process]
Theprocessof obtaining information, quotations, bids, offers, or proposals, as appropriate.
Requested Change[Output/Input]
A formally documentedchange requestthat is submitted forapprovalto theintegrated change controlprocess. Contrast withapproved change request
Requirement
A condition or capability that must be met or possessed by asystem,product,service,result, orcomponentto satisfy acontract,standard,specification, or other formally imposeddocuments. Requirements include the quantified and documented needs, wants, and expectations of thesponsor,customer, and otherstakeholders.
Reserve
A provision in theproject management planto mitigatecostand/or schedulerisk. 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. The specific meaning of the modified term varies byapplication area.
Reserve Analysis[Technique]
An analyticaltechniqueto determine the essential features and relationships of components in theproject management planto establish areservefor theschedule duration,budget, estimatedcost, orfundsfor aproject.
Residual Risk
Ariskthat remains after risk responses have been implemented.
Resource
Skilled human resources (specific disciplines either individually or in crews or teams), equipment,services, supplies,commodities,materiel,budgets, or funds.
Resource Breakdown Structure (RBS)
A hierarchical structure ofresourcesby resource category and resource type used inresource levelingschedules and to develop resource limited schedules, and which may be used to identify and analyze project human resource assignments.
Resource Calendar
A calendar of working days and nonworking days that determines thosedateson which each specificresourceis idle or can be active. Typically defines resource specific holidays and resource availability periods. See alsoproject calendar.
Resource Histogram
Abar chartshowing the amount of time that aresourceis scheduled to work over a series of time periods. Resource availability may be depicted as a line for comparison purposes. Contrasting bars may show actual amounts of resource used as the project progresses.
Resource Leveling[Technique]
Any form ofschedule network analysisin which scheduling decisions (start and finish dates) are driven by resource constraints (e.g., limited resource availability or difficult-to-manage changes in resource availability levels).
Resource-Limited Schedule
Aproject schedulewhoseschedule activity,scheduled start datesandscheduled finish datesreflect expected resource availability. A resourcelimited schedule does not have any early or late start or finish dates. The resource-limited scheduletotal floatis determined by calculating the difference between thecritical path method late finish date*and the resource-limited scheduled finish date. Sometimes called resource-constrained schedule. See alsoresource leveling.
Responsibility Assignment Matrix (RAM)[Tool]
A structure that relates the projectorganizational breakdown structureto thework breakdown structureto help ensure that each component of the project’sscopeofworkis assigned to a responsible person.
Result
An output from performing project managementprocessesandactivities. Results include outcomes (e.g., integratedsystems, revisedprocess, restructuredorganization, tests, trained personnel, etc.) anddocuments(e.g., policies, plans, studies,procedures,specifications, reports, etc.). Contrast withproductandservice. See alsodeliverable.
Retainage
A portion of acontractpayment that is withheld until contract completion to ensure full performance of the contract terms.
Rework
Action taken to bring a defective or nonconformingcomponentinto compliance
Risk
An uncertaineventor condition that, if it occurs, has a positive or negative effect on aproject’s objectives. See alsorisk categoryandrisk breakdown structure.
Risk Acceptance[Technique]
Arisk response planning technique* that indicates that theproject teamhas decided not to change theproject management planto deal with arisk, or is unable to identify any other suitable response strategy.
Risk Avoidance[Technique]
Arisk response planning technique* for athreatthat creates changes to theproject management planthat are meant to either eliminate theriskor to protect theproject objectivesfrom its impact. Generally, risk avoidance involves relaxing the time, cost, scope, or qualityobjectives.
Risk Breakdown Structure (RBS)[Tool]
A hierarchically organized depiction of the identifiedproject risks* arranged byrisk categoryand subcategory that identifies the various areas and causes of potential risks. The risk breakdown structure is often tailored to specific project types.
Risk Category
A group of potential causes ofrisk. Risk causes may be grouped into categories such as technical, external, organizational, environmental, orproject management. A category may include subcategories such as technical maturity, weather, or aggressive estimating. See alsorisk breakdown structure.
Risk Database
A repository that provides for collection, maintenance, and analysis of data gathered and used in the risk managementprocesses.
Risk Identification[Process]
Theprocessof determining whichrisksmight affect theprojectand documenting their characteristics.
Risk Management Plan[Output/Input]
Thedocumentdescribing howproject risk managementwill be structured and performed on theproject. It is contained in or is a subsidiary plan of theproject management plan. The risk management plan can be informal and broadly framed, or formal and highly detailed, based on the needs of the project. Information in the risk management plan varies byapplication areaand project size. The risk management plan is different from therisk registerthat contains the list of projectrisks, theresultsof risk analysis, and the risk responses.
Risk Management Planning[Process]
Theprocessof deciding how to approach, plan, and executeriskmanagementactivitiesfor aproject.
Risk Mitigation[Technique]
Arisk response planning technique* associated withthreatsthat seeks to reduce the probability of occurrence or impact of ariskto below an acceptable threshold.
Risk Monitoring and Control[Process]
Theprocessof tracking identifiedrisks, monitoringresidual risks, identifying new risks, executing risk response plans, and evaluating their effectiveness throughout theproject life cycle.
Risk Register[Output/Input]
Thedocumentcontaining theresultsof thequalitative risk analysis,quantitative risk analysis, andrisk response planning. The risk register details all identifiedrisks, including description, category, cause, probability of occurring, impact(s) on objectives, proposed responses, owners, and current status. The risk register is a component of theproject management plan.
Risk Response Planning[Process]
Theprocessof developing options and actions to enhance opportunities and to reduce threats toproject objectives.
Risk Transference[Technique]
Arisk response planning technique* that shifts the impact of athreatto a third party, together with ownership of the response.
Role
A defined function to be performed by aproject team member, such as testing, filing, inspecting, coding.
Rolling Wave Planning[Technique]
A form ofprogressive elaborationplanning where theworkto be accomplished in the near term is planned in detail at a low level of thework breakdown structure,while the work far in the future is planned at a relatively high level of the work breakdown structure, but the detailed planning of the work to be performed within another one or two periods in the near future is done as work is being completed during the current period.
Root Cause Analysis[Technique]
An analytical technique used to determine the basic underlying reason that causes avarianceor adefector arisk. A root cause may underlie more than one variance or defect or risk.
Schedule Activity
A discrete scheduledcomponentofworkperformed during the course of aproject. A schedule activity normally has an estimatedduration, an estimatedcost, and estimated resource requirements. Schedule activities are connected to other schedule activities or schedule milestones withlogical relationships, and are decomposed fromwork packages.
Schedule Compression[Technique]
Shortening theproject schedule durationwithout reducing theproject scope. See alsocrashingandfast tracking.
Schedule Control[Process]
Theprocessof controlling changes to theproject schedule.
Schedule Development[Process]
Theprocessof analyzingschedule activitysequences, schedule activitydurations,resource requirements, and scheduleconstraintsto create theproject schedule.
Schedule Management Plan[Output/Input]
Thedocumentthat establishescriteriaand theactivitiesfor developing and controlling theproject schedule. It is contained in, or is a subsidiary plan of, theproject management plan. The schedule management plan may be formal or informal, highly detailed or broadly framed, based on the needs of theproject.
Schedule Milestone
A significanteventin theproject schedule, such as an event restraining future work or marking the completion of a majordeliverable. A schedule milestone has zeroduration. Sometimes called a milestoneactivity. See alsomilestone.
Schedule Model[Tool]
A model used in conjunction with manual methods orproject management softwareto performschedule network analysisto generate theproject schedulefor use in managing the execution of aproject. See alsoproject schedule.
Schedule Network Analysis[Technique]
Thetechniqueof identifyingearly and late start dates, as well asearly and late finish dates, for the uncompleted portions of projectschedule activities. See alsocritical path method, critical chain method, what-if analysis, and resource leveling.
Schedule Performance Index (SPI)
A measure of schedule efficiency on a project. It is the ratio ofearned value(EV) toplanned value(PV). The SPI = EV divided by PV. An SPI equal to or greater than one indicates a favorable condition and a value of less than one indicates an unfavorable condition. See alsoearned value management.
Schedule Variance (SV)
A measure of schedule performance on a project. It is the algebraic difference between theearned value(EV) and theplanned value(PV). SV = EV minus PV. See alsoearned value management.
Scheduled Finish Date (SF)
The point in time thatworkwas scheduled to finish on aschedule activity. The scheduled finish date is normally within the range ofdatesdelimited by theearly finish dateand thelate finish date. It may reflectresource levelingof scarceresources. Sometimes called planned finish date.
Scheduled Start Date (SS)
The point in time thatworkwas scheduled to start on aschedule activity. The scheduled start date is normally within the range ofdatesdelimited by theearly start dateand thelate start date. It may reflectresource levelingof scarceresources. Sometimes called planned start date.
Scope
The sum of theproducts,services, andresultsto be provided as aproject. See alsoproject scopeandproduct scope.
Scope Change
Any change to theproject scope. Ascopechange almost always requires anadjustment to the projectcostorschedule.
Scope Control[Process]
Theprocessofcontrollingchanges to theproject scope.
Scope Creep
Adding features and functionality (project scope) without addressing the effects on time,costs, andresources,or withoutcustomerapproval.
Scope Definition[Process]
Theprocessof developing a detailedproject scope statementas the basis for future project decisions.
Scope Planning[Process]
Theprocessof creating aproject scope management plan.
Scope Verification[Process]
Theprocessof formalizingacceptanceof the completedproject deliverables.
S-Curve
Graphic display of cumulativecosts, labor hours, percentage ofwork, or other quantities, plotted against time. The name derives from the S-like shape of the curve (flatter at the beginning and end, steeper in the middle) produced on aprojectthat starts slowly, accelerates, and then tails off. Also a term for the cumulative likelihood distribution that is aresultof asimulation, atoolofquantitative risk analysis.
Secondary Risk
Ariskthat arises as a directresultof implementing a risk response.
Select Sellers[Process]
Theprocessof reviewing offers, choosing from among potential sellers, and negotiating a writtencontractwith aseller.
Seller
A provider or supplier ofproducts,services, orresultsto an organization.
Sensitivity Analysis
Aquantitative risk analysisand modelingtechniqueused to help determine whichriskshave the most potential impact on theproject. It examines the extent to which the uncertainty of each project element affects theobjectivebeing examined when all other uncertain elements are held at theirbaselinevalues. The typical display ofresultsis in the form of a tornado diagram.
Service
Usefulworkperformed that does not produce a tangibleproductorresult,such as performing any of the business functions supporting production or distribution. Contrast with product and result. See alsodeliverable.
Should-Cost Estimate
Anestimateof thecostof aproductorserviceused to provide an assessment of the reasonableness of a prospectiveseller’sproposed cost.
Simulation
A simulation uses aprojectmodel that translates the uncertainties specified at a detailed level into their potential impact onobjectivesthat are expressed at the level of the totalproject. Project simulations use computer models andestimatesofrisk, usually expressed as a probability distribution of possiblecostsordurationsat a detailed work level, and are typically performed usingMonte Carlo analysis.
Skill
Ability to useknowledge, a developed aptitude, and/or a capability to effectively and readily execute or perform anactivity.
Slack
Seetotal floatandfree float.
Special Cause
A source of variation that is not inherent in thesystem, is not predictable, and is intermittent. It can be assigned to a defect in thesystem. On acontrol chart, points beyond thecontrol limits, or non-random patterns within the control limits, indicate it. Also referred to as assignable cause. Contrast withcommon cause.
Specification
Adocumentthat specifies, in a complete, precise, verifiable manner, therequirements, design, behavior, or other characteristics of asystem,component,product,result, orserviceand, often, theproceduresfor determining whether these provisions have been satisfied. Examples are: requirementspecification, design specification, product specification, and test specification.
Specification Limits
The area, on either side of the centerline, or mean, of data plotted on acontrol chartthat meets thecustomer’srequirements for aproductorservice. This area may be greater than or less than the area defined by the control limits. See alsocontrol
Sponsor
The person or group that provides the financial resources, in cash or in kind, for theproject.
Staffing Management Plan[Process]
Thedocumentthat describes when and how humanresource requirementswill be met. It is contained in, or is a subsidiary plan of, theproject management plan. The staffing management plan can be informal and broadly framed, or formal and highly detailed, based on the needs of theproject. Information in the staffing management plan varies byapplication areaand project size.
Stakeholder
Persons andorganizationssuch ascustomers,sponsors,performing organizationand the public, that are actively involved in theproject, or whose interests may be positively or negatively affected by execution or completion of the project. They may also exert influence over the project and itsdeliverables.
Standard
Adocumentestablished by consensus and approved by a recognized body that provides, for common and repeated use, rules, guidelines or characteristics foractivitiesor theirresults, aimed at the achievement of the optimum degree of order in a given context.
Start Date
A point in time associated with aschedule activity’sstart, usually qualified by one of the following: actual, planned, estimated, scheduled, early, late, target,baseline, or current.
Start-to-Finish (SF)
Thelogical relationshipwhere completion of thesuccessor schedule activityis dependent upon the initiation of thepredecessor schedule activity. See alsological relationship.
Start-to-Start (SS)
Thelogical relationshipwhere initiation of the work of thesuccessor schedule activitydepends upon the initiation of the work of thepredecessor schedule activity. See alsological relationship.
Statement of Work (SOW)
A narrative description ofproducts, services, or resultsto be supplied.
Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis
This information gathering technique examines the project from the perspective of each project’s strengths, weaknesses,opportunities, andthreatsto increase the breadth of therisksconsidered by risk management.
Subnetwork
A subdivision (fragment) of aproject schedule network diagram, usually representing asubprojector awork package. Often used to illustrate or study some potential or proposed schedule condition, such as changes in preferential schedulelogicorproject scope.
Subphase
A subdivision of aphase.
Subproject
A smaller portion of the overallprojectcreated when a project is subdivided into more manageablecomponentsor pieces. Subprojects are usually represented in thework breakdown structure. A subproject can be referred to as a project, managed as a project, and acquired from a seller. May be referred to as asubnetworkin aproject schedule network diagram.
Successor Activity
The schedule activity that follows apredecessor activity,as determined by theirlogical relationship.
Summary Activity
A group of relatedschedule activitiesaggregated at some summary level, and displayed/reported as a single activity at that summary level. See alsosubprojectandsubnetwork.
System
Anintegratedset of regularly interacting or interdependentcomponentscreated to accomplish a definedobjective, with defined and maintained relationships among its components, and the whole producing or operating better than the simple sum of its components. Systems may be either physicallyprocessbased or management process based, or more commonly a combination of both. Systems forproject managementare composed ofproject management processes,techniques,methodologies, andtoolsoperated by theproject management team.
Target Completion Date (TC)
Animposed datethat constrains or otherwise modifies theschedule network analysis.
Target Finish Date (TF)
Thedatethatworkis planned (targeted) to finish on aschedule activity.
Target Schedule
Ascheduleadopted for comparison purposes duringschedule network analysis, which can be different from the baseline schedule. See alsobaseline.
Target Start Date (TS)
Thedatethatworkis planned (targeted) to start on aschedule activity.
Task
A term forworkwhose meaning and placement within a structured plan for project work varies by theapplication area, industry, and brand ofproject management software.
Technical Performance Measurement[Technique]
A performance measurementtechniquethat compares technical accomplishments duringprojectexecution to theproject management plan’s scheduleof planned technical achievements. It may use key technical parameters of theproductproduced by the project as aqualitymetric. The achieved metric values are part of thework performance information.
Technique
A defined systematicprocedureemployed by a humanresourceto perform anactivityto produce aproductorresultor deliver aservice, and that may employ one or moretools.
Template
A partially completedocumentin a predefined format that provides a defined structure for collecting, organizing and presenting information and data. Templates are often based upon documents created during priorprojects. Templates can reduce theeffort needed to performworkand increase the consistency ofresults.
Threat
A condition or situation unfavorable to theproject, a negative set of circumstances, a negative set of events, ariskthat will have a negative impact on a project objective if it occurs, or a possibility for negative changes. Contrast withopportunity.
Three-Point Estimate[Technique]
An analyticaltechniquethat uses threecostorduration estimatesto represent the optimistic, most likely, and pessimistic scenarios. This technique is applied to improve the accuracy of theestimatesof cost or duration when the underlyingactivityor costcomponentis uncertain.
Threshold
Acost, time,quality, technical, orresourcevalue used as a parameter, and which may be included inproduct specifications. Crossing the threshold should trigger some action, such as generating an exception report.
Time and Material (T&M) Contract
A type ofcontractthat is a hybrid contractual arrangement containing aspects of bothcost-reimbursableandfixed-price contracts. Time and material contracts resemble cost-reimbursable type arrangements in that they have no definitive end, because the full value of the arrangement is not defined at the time of the award. Thus, time and material contracts can grow in contract value as if they were cost-reimbursable-type arrangements. Conversely, time and material arrangements can also resemble fixed-price arrangements. For example, the unit rates are preset by thebuyerandseller, when both parties agree on the rates for the category of senior engineers.
Time-Scaled Schedule Network Diagram[Tool]
Anyproject schedule network diagramdrawn in such a way that the positioning and length of theschedule activityrepresents its duration. Essentially, it is abar chartthat includes schedulenetwork logic.
Tool
Something tangible, such as a template or software program, used in performing anactivityto produce aproductorresult.
Total Float (TF)
The total amount of time that aschedule activitymay be delayed from itsearly start datewithout delaying the projectfinish date, or violating a scheduleconstraint. Calculated using thecritical path methodtechnique and determining the difference between theearly finish datesandlate finish dates. See alsofree float.
Total Quality Management (TQM)[Technique]
A common approach to implementing aqualityimprovement program within anorganization.
Trend Analysis[Technique]
An analytical technique that uses mathematical models to forecast future outcomes based on historicalresults. It is a method of determining thevariancefrom abaselineof abudget,cost,schedule, orscopeparameter by using prior progress reporting periods’ data and projecting how much that parameter’s variance from baseline might be at some future point in the project if no changes are made inexecutingtheproject.
Triggers
Indications that a risk has occurred or is about to occur. Triggers may be discovered in therisk identificationprocess and watched in therisk monitoring and control process. Triggers are sometimes calledrisksymptoms or warning signs.
Triple Constraint
A framework for evaluating competing demands. The triple constraint is often depicted as a triangle where one of the sides or one of the corners represent one of the parameters being managed by the project team.
User
The person ororganizationthat will use the project’sproductorservice. See alsocustomer.
Validation[Technique]
Thetechniqueof evaluating acomponentorproductduring or at the end of aphaseorprojectto ensure it complies with the specifiedrequirements. Contrast withverification.
Value Engineering (VE)
A creative approach used to optimizeproject life cyclecosts, save time, increase profits, improvequality, expand market share, solve problems, and/or useresourcesmore effectively.
Variance
A quantifiable deviation, departure, or divergence away from a knownbaselineor expected value.
Variance Analysis[Technique]
A method for resolving the totalvariancein the set ofscope,cost, andschedulevariables into specific component variances that are associated with defined factors affecting the scope, cost, and schedule variables.
Verification[Technique]
The technique of evaluating acomponentorproductat the end of aphaseorprojectto assure or confirm it satisfies the conditions imposed. Contrast withvalidation.
Virtual Team
A group of persons with a sharedobjectivewho fulfill theirroleswith little or no time spent meeting face to face. Various forms of technology are often used to facilitatecommunicationamong team members. Virtual teams can be comprised of persons separated by great distances.
Voice of the Customer
A planningtechniqueused to provideproducts,services, andresults that truly reflectcustomer requirementsby translating those customer requirements into the appropriate technical requirements for eachphaseof project product development.
War Room
A room used forprojectconferences and planning, often displaying charts ofcost,schedulestatus, and other key project data.
Work
Sustained physical or mental effort, exertion, or exercise ofskillto overcome obstacles and achieve anobjective.
Work Authorization[Technique]
A permission and direction, typically written, to begin work on a specificschedule activityorwork packageorcontrol account. It is a method for sanctioningproject workto ensure that the work is done by the identifiedorganization, at the right time, and in the proper sequence.
Work Authorization System[Tool]
A subsystem of the overallproject management system. It is a collection of formal documentedproceduresthat defines howproject workwill be authorized (committed) to ensure that the work is done by the identifiedorganization, at the right time, and in the proper sequence. It includes the steps,documents, trackingsystem, and defined approval levels needed to issue work authorizations.
Work Breakdown Structure (WBS)[Output/Input]
Adeliverable-oriented hierarchicaldecompositionof theworkto beexecutedby theproject teamto accomplish the projectobjectivesand create the required deliverables. It organizes and defines the totalscopeof theproject. Each descending level represents an increasingly detailed definition of theproject work. The WBS is decomposed intowork packages. The deliverable orientation of the hierarchy includes both internal and external deliverables. See alsowork package,control account,contract work breakdown structure, and project summary work
Work Breakdown Structure Component
An entry in thework breakdown structurethat can be at any level.
Work Breakdown Structure Dictionary[Output/Input]
Adocumentthat describes eachcomponentin thework breakdown structure(WBS). For each WBS component, the WBS dictionary includes a brief definition of thescopeorstatement of work, defineddeliverable(s), a list of associatedactivities, and a list ofmilestones. Other information may include: responsibleorganization, start and end dates,resourcesrequired, anestimateofcost, charge number,contractinformation,quality requirements, and technical references to facilitate performance of thework.
Work Item
Term no longer in common usage. Seeactivityandschedule activity.
Work Package
Adeliverableorproject work componentat the lowest level of each branch of thework breakdown structure. The work package includes theschedule activitiesandschedule milestonesrequired to complete the work package deliverable or project work component. See alsocontrol account.
Work Performance Information[Output/Input]
Information and data, on the status of theproject schedule activitiesbeing performed to accomplish theproject work, collected as part of thedirect and manage project execution processes*. Information includes: status ofdeliverables; implementation status forchange requests,corrective actions,preventive actions, anddefect repairs; forecastedestimates to complete; reported percent ofworkphysically completed; achieved value oftechnical performance measures; start and finish dates ofschedule activities.
Workaround[Technique]
A response to a negativeriskthat has occurred. Distinguished fromcontingencyplan in that a workaround is not planned in advance of the occurrence of the risk event.
