PMBOK Vocabulary Flashcards
1
Q
Acceptance Criteria
A
A set of conditions that is required to be met before deliverables are accepted.
2
Q
Accepted Deliverables
A
Products, Results, or capabilities produced by a project and validated by the project customer or sponsors as meeting their specified acceptance criteria
3
Q
Accuracy
A
Within the quality management system, accuracy is an assessment of correctness
4
Q
Acquire Resources
A
The process of obtaining team members, facilities, equipment, materials, supplies, and other resources necessary to complete project work
5
Q
Acquisition
A
Obtaining human and material resources necessary to perform activities. Acquisition implies a cost of resources, and is not necessarily financial
6
Q
Activity
A
A distinct, scheduled portion of work performed during the course of a project
7
Q
Activity Attributes
A
Multiple attributes associated with each schedule activity that can be included within the activity list. Activity attributes include activity codes, predecessor activities, successor activities, logical relationships, leads and lags, resource requirements, imposed dates, constraints, and assumptions.
8
Q
Activity Duration
A
The time in calendar units between the start and finish of a schedule activity
9
Q
Activity Duration Estimates
A
The quantitative assessments of the likely number of time periods that are required to complete and activity
10
Q
Activity List
A
A documented tabulation of schedule activities that shows the activity description, activity identifier, and a sufficiently detailed scope of work description so project team members understand what work is to be performed.
11
Q
Activity-on-Node (AON)
A
project management term that refers to a precedence diagramming method which uses boxes to denote schedule activities. These various boxes or “nodes” are connected from beginning to end with arrows to depict a logical progression of the dependencies between the schedule activities. Each node is coded with a letter or number that correlates to an activity on the project schedule. FINISH to START
12
Q
Actual Cost (AC)
A
the realized cost incurred for the work performed on an activity during a specific time period.
13
Q
Actual Duration
A
The time in calendar units between the actual start date of the schedule activity and either the data date of the project schedule if the schedule activity is in progress or the actual finish date if the schedule activity is complete.
14
Q
Adaptive Life Cycle
A
A project life cycle that is iterative or inceremental
15
Q
Affinity Diagrams
A
A technique that allows large numbers of ideas to be classified into groups for review and analysis
16
Q
Agreements
A
Any document or communication that defines the initial intentions of a project. This can take the form of a contract, memorandum of understanding (MOU), letters of agreement, verbal agreements, email, etc
17
Q
Alternative Analysis
A
A technique used to evaluate identified options in order to select the options or approaches to use to execute and perform the work of the project
18
Q
Analogous Estimating
A
A technique for estimating the duration or cost of an activity or a project using historical data from a similar activity or project.
19
Q
Analytical Techniques
A
Various techniques used to evaluate, analyze, or forecast potential outcomes based on possible variations of project or environmental variables and their relationships with other variables.
20
Q
Assumption
A
A factor in the planning process that is considered to be true, real, or certain, without proof of demonstration
21
Q
Assumption Log
A
A project Document used to record all assumptions and constraints throughout the project life cycle
22
Q
Attribute Sampling
A
Method of measuring quality that consists of noting the presence (or absence) of some characteristic (attribute) in each of the units under consideration.
23
Q
Authority
A
the right to apply project resources, expend funds, make decisions, or give approvals
24
Q
backward pass
A
a critical path method technique for calculating the late start and the late finish dates by working backward through the schedule model from the project end date
25
Bar Chart
A graphic display of schedule-related information. In the typical bar chart, schedule activities or work breakdown structure components are listed down the left side of the chart, dates are shown across the top, and activity durations are shown across the top, and the activity durations are shown as date-place horizontal bars. See also Gantt chart
26
Baseline
The approved version of a work product that can be changed only through formal change control procedures and is used as a basis for comparison to actual results.
27
Basis of Estimates
Supporting documentation outlining the details used in establishing project estimates such as assumptions, constraints, level of details, ranges, and confidence levels
28
Basis of Estimates
Supporting documentation outlining the details used in establishing project estimates such as assumptions, constraints, level of detail, ranges, and confidence levels.
29
Benchmarking
The comparison of actual or planned products, processes, and practices to those of comparable organizations to identify best practices, generate ideas for improvement, and provide a basis for measureing performance.
30
Benefits Management Plan
The documented explanations defining the process for creating, maximizing and sustaining the benefits provided by a project or program
31
Bid Documents
All documents used to solicit information, quotations, or proposals from prospective sellers
32
Bidder Conference
The meetings with prospective sellers prior to the preparations of a bid or proposal to ensure all prospective vendors have a clear and common understanding of the procurement. Also known as contractor conferences, vendor conferences, or pre-bid conferences.
33
Bottom-Up Estimating
A method of estimating project duration or cost by aggregating the estimates of the lower-level components of the work breakdown structure (WBS)
34
Budget
The approved estimate for the project or any work breakdown structure component or any schedule activity
35
Budget at Completion (BAC)
The sum of all budgets established for the work to be performed
36
Buffer
A buffer gives project managers a leeway when unforeseen events occur and is often associated with scheduling in project management. A buffer can be temporal, financial or qualitative in nature, i.e. you have additional time, money or people available for difficult project phases. Buffers can be assigned either to the whole project or to individual activities (work packages).
37
Business Case
A documented economic feasibility study used to establish validity of the benefirts of a selected component lacking sufficient definition and that is used as a basis for the authorization of further project management activities.
38
Business Value
The net quantifiable benefit derived from a business endeavor. The benefit may be tangible, intangible, or both
39
Cause and Effect Diagram
A decomposition Technique that helps trace an undesirable effect back to its root cause
40
Change
a modification to any formally controlled deliverable, project management plan component, or project document
41
Change Control
A process whereby modifications to documents, deliverables, or baselines associated with the project are identified, documented, approved, or rejected
42
Change Control System
A set of procedures that describes how modifications to the project deliverables and documentation are managed and controlled
43
Change Controlled Board
A formally chartered group responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project, and for the recording and communicating such decisions
44
Change Control Tools
Manual or automated tools to assist with change and/or configuration management. At a minimum the tools should support the activities of the CCB
45
Change Log
A comprehensive list of changes submitted during the project and their current status.
46
Change Management Plan
A component of the project management plan that establishes the change control board, documents the extent of its authority, and describes how the change control system will be implemented
47
Change Request
A formal proposal to modify a document, deliverable, or baseline.
48
Checklist Analysis
A technique for systemically reviewing materials using a list for accuracy and completeness
49
Check Sheet
A tally sheet that can be used as a checklist when gathering data.
50
Claim
A request, demand, or assertion of rights by a seller against a buyer, or vice versa, for consideration, compensation, or payment under the terms of a legally binding contract, such as for a disputed charge.
51
Claims Administration
The process of processing, adjudicating, and communicating contract claims.
52
Close Project or Phase
The process of finalizing all activities for the project, phase, or contract
53
Closing Process Group
The process(es) performed to formally complete or close a project, phase, or contract
54
Code of Accounts
A numbering system used to uniquely identify each component of the work breakdown structure (WBS)
55
Collect Requirements
The process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives
56
Colocation
An organizational placement strategy where the project team members are physically located close to one another in order to improve communication, working relationships, and productivity
57
Communication Methods
A systematic procedure, technique process used to transfer information among project stakeholders
58
Communication Models
A description, analogy, or schematic used to represent how the communication process will be performed for the project
59
Communication Requirements Analysis
An analytical technique to determine the information needs of the project stakeholders through interview, workshops, study of lessons learned from previous projects, etc
60
Communications Management Plan
A component of the project, program, or portfolio management plan that describes how, when, and by whom information about the project will be administered and disseminated
61
Communication Styles Assessment
A technique to identify the preferred communication method, format, and content for stakeholders for planned communication activities
62
Communication Technology
Specific tools, systems, computer programs, etc used to transfer information among project stakeholders
63
Conduct Procurements
The process of obtaining seller responses, selecting, and awarding a contract
64
Configuration Management Plan
A component of the project management plan that describes how to identify and account for project artifacts under configuration control, and how to record and report changes to them
65
Configuration Management System
A collection of procedures used to track project artifacts and monitor and control changes to these artifacts
66
Conformance
Within the quality management system, conformance is a general concept of delivering results that fall within the limits that define acceptable variation for a quality requirement
67
Constraint
A limiting factor that affects the execution of a project, program, portfolio, or process
68
Context Diagrams
A visual depiction of the product scope showing a business system (process, equipment, computer, system, etc) and how people and other systems (actors) interact with it
69
Contingency
An event or occurrence that could affect the execution of the project that may be accounted for with a reserve
70
Contingency Reserve
Time or money allocated in the schedule or cost baseline for known risks with active response strategies
71
Contingent Response Strategy
Responses provided which may be used in the event that a specific trigger occurs
72
Contract
A contract is a mutually binding agreement that obligates the seller to provide the specified product or service or result and obligates the buyer to pay for it
73
Contract Change Control System
The system used to collect, track, adjudicate, and communicate changes to a contract
74
Control
Comparing actually performance with planned performance, analyzing variances, assessing trends to effect process improvements, evaluating possible alternatives, and recommending appropriate corrective action as needed
75
Control Account
A management control point where scope, budget, actual cost, and schedule are integrated and compared to earned value for performance measurement
76
Control Chart
A graphic display of process data over time and against established control limits, which has a centerline that assists in detecting a trend of plotted values toward either control limit.
77
Control Costs
The process of monitoring the status of the project to update the project costs and manage changes to the cost baseline
78
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 a control chart which reflects the expected variation in the data
79
Control Procurements
The process of managing procurement relationships, monitoring contract performance, making changes and corrections as appropriate, and closing out contracts
80
Control Quality
the process of monitoring and recording results of executing the quality management activities to assess performance and ensure the project outputs are complete, correct, and meet customer expectations
81
Control resources
The process of ensuring that the physical resources assigned and allocated to the project are available as planned, as well as monitoring the planned versus actual utilization of resources and performing corrective action as necessary
82
Control Schedule
The process of monitoring the status of the project to update the project schedule and manage changed to the schedule baseline
83
Control Scope
The process of monitoring the status of the project and product scope and managing changes to the scope baseline
84
Corrective Action
An intentional activity that realigns the performance of the project work with the project management plan
85
Cost Aggregation
Summing the lower-level cost estimates associated with the various work packages for a given level within the project's WBS of for a given cost control account
86
Cost Baseline
The approved version of the time-phased project budget, excluding any management reserves, which can be changed only through formal change control procedures and is used as a basis for comparison to actual results
87
Cost-Benefit Analysis
A financial analysis tool used to determine the benefits provided by a project against its costs
88
Cost-Management Plan
A component of a project or program management plan that describes how costs will be planned, structured, and controlled
89
Cost of Quality (CoQ)
All costs incurred over the life of the product by investment in preventing nonconformance to requirements, appraisal for the product or service for conformance to requirements
90
Cost Performance index (CPI)
A measure of the cost efficiency of budgeted resources expressed as the ratio of earned value to actual cost
91
Cost Plus Award Fee Contract (CPAF)
A category of contract that involves payments to the seller for all legitimate actual costs incurred for completed work, plus an award fee representing seller profit
92
Cost Plus Fixed Fee Contract (CPFF)
A type of cost-reimbursable contract where the buyer reimburses the seller for the seller's allowable costs (allowable costs are defined by the contract) Plus a fixed amount of profit (fee)
93
Cost Plus Incentive Fee Contract (CPIF)
A type of cost-reimbursable contract where the buyer reimburses the seller for the seller's allowable costs (allowable costs are defined by the contract) and the seller earns its profit if it meets define performance criteria
94
Cost-reimbursable Contract
A type of contract involving payment to the seller for the seller's actual costs, plus a fee typically representing the seller's profit
95
Cost Variance (CV)
the amount of budget deficit or surplus at a given point in time, expressed as the difference between the earned value and the actual cost
96
Crashing
A technique used to shorten the schedule duration for the least incremental cost by adding resources
97
Create WBS
the process of subdividing project deliverables and project work in to smaller, more manageable components
98
Criteria
Standards, rules, or tests on which a judgement or decision can be based or by which a product, service, result, or process can be evaluated
99
Critical Path
The sequence of activities that represents the longest path through a project which determines the shortest possible duration
100
Critical Path Activity
Any activity on the critical path in a project schedule
101
Critical Path Method (CPM)
A method used to estimate the minimum project duration and determine the amount of schedule flexibility on the logical network paths within the schedule model
102
Data
Discrete, unorganized, unprocessed measurements or raw observations
103
Data Analysis Techniques
Techniques used to organize assess and evaluate data and information
104
Data Date
A point in time when the status of the project is recorded
105
Data Gathering Techniques
Techniques used to collect data a information from a variety of sources
106
Data Representation Techniques
Graphic representations or other methods used to convey data and information
107
Decision-Making Techniques
Techniques used to select a course of action from different alternatives
108
Decision Tree Analysis
A diagramming and calculation technique for evaluating the implications of a chain of multiple options in the presence of uncertainty
109
Decomposition
A Technique used for dividing and subdividing the project scope and project deliverables into smaller more manageable parts
110
Defect
An imperfection or deficiency in a project component where that component does not meet its requirements or specifications and needs to be either repaired or replaced
111
Defect Repair
An intentional activity to modify a nonconforming product or product component
112
Define Activities
The process of identifying and documenting the specific actions to be performed to produce the project deliverables
113
Define Scope
The process of developing a detailed description of the project and product
114
Deliverable
Any unique and verifiable product, result, or capability to perform a service that is required to be produced to complete a process, phase, or project
115
Dependency
Max Wideman’s Glossary defines as the “relationships between products or tasks”, i.e. tasks that require input from other tasks to be completed, or activities that can’t start until a previous activity is done. There are often several sequences to a task, and they’re all dependent on each other. The scope of a project requires these tasks to be completed in order.
116
Determine Budget
The process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline
117
Development Approach
The method used to create and evolve the product, service, or result during the project life cycle, such as predictive, iterative, incremental, agile. or hybrid method
118
Develop Project Charter
The process of developing a document that formally authorizes the existence of a project and provided the project manager with the authority to apply organizational resources to project activities
119
Develop Project Management Plan
The process of defining, preparing, and coordinating, all plan components and consolidating them into an integrated project management plan.
120
Develop Schedule
The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model for project execution and monitoring and controlling
121
Develop Team
The process of improving competences, team member interaction, and overall team environment to enhance project performance
122
Diagramming Techniques
Approaches to presenting information with logical linkages that aid in understanding
123
Direct and Manage Project Work
The process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project's objectives
124
Discrete Effort
An activity that can be planned and measured and that yields a specific output [Note: Discrete effort is one of three earned value management (EVM) types of activities used to measure work performance]
125
Discretionary Dependency
A relationship that is established based on knowledge of best practices within a particular application area or an aspect of the project where a specific sequence is desired
126
Documentation Reviews
The process of gathering a corpus of information and reviewing it to determine accuracy of completeness
127
Duration
The total number of work periods required to complete an activity or work breakdown structure component expressed in hours, days, or weeks. Contrast with effort
128
Early finish Date (EF)
In the critical path method, the earlies possible point in time when the uncompleted portions of a schedule activity can finish based on the schedule network logic, the data date, and any schedule constraints
129
Early Start Date (ES)
In the critical path method, the earliest possible point in time when the uncompleted portions of a schedule activity can start based on the schedule network logic, the data date, and any schedule constraints
130
Earned Value (EV)
The measure of work performed expressed in terms of the budget authorized for that work
131
Earned Value Management
A methodology that combines scope, schedule, and resource measurement to assess project performance and progress
132
Effort
The number of labor units required to complete a schedule activity or work breakdown structure component often expressed in hours, days, or weeks. Contrast with duration
133
Emotional Intelligence
The ability to identify, assess, and manage the personal emotions of oneself and other people, as well as the collective emotions of groups of people
134
Enterprise Environmental Factors
Conditions, not under the immediate control of the team, that influence, constrain, or direct the project, program or portfolio
135
Estimate
A quantitative assessment of the likely amount or outcome of a variable, such as project costs, resources, effort, or durations
136
Estimate Activity Duration
The process of estimating the number of work periods needed to complete the individual activities with the estimated resources
137
Estimate Activity Resources
The process of estimating team resources and the type and quantities of material, equipment, and supplies necessary to perform project work
138
Estimate at Completion (EAC)
The expected total cost of completing all work expressed as the sum of the actual cost to date and the estimate to complete
139
Estimate Costs
The process of developing an approximation of the monetary resources needed to complete project work
140
Estimate to Complete (ETC)
The expected cost to finish all of the remaining project work.
141
Execute
Directing, managing, performing, and accomplishing the project work; providing the deliverables; and providing work performance information
142
Executing Process Group
Those processes performed to complete the work defined in the project management plan to satisfy the project requirements
143
Expert Judgement
Judgement provided based upon expertise in an application area, knowledge area, discipline, industry, etc., as appropriate for the activity being performed. Such expertise may be provided by any group or person with specialized education, knowledge, skill, experience, or training.
144
Explicit Knowledge
Knowledge that can be codified using symbols such as words, numbers, and pictures.
145
External Dependency
A relationship between projec activities and non-project activities.
146
Fallback Plan
An alternative set of actions and tasks available in the even that the primary plan needs to be abandoned because of issues, risks or other causes
147
Fast Tracking
A schedule compression technique in which activities or phases normally done in sequence are performed in parallel for at least a portion of their duration.
148
Fee
Represents profit as a component of compensation to a seller
149
Finish Date
A point in time associated with a schedule activity's completion. Usually qualified by one of the following actual, planned, estimated, scheduled, early, late, baseline, target, or current
150
Finish-to-Finish (FF)
A logical relationship in which a successor activity cannot finish until a predecessor activity has finished.
151
Finish-to-start (FS)
A logical relationship in which a successor activity cannot start until a predecessor activity has finished
152
Firm fixed Price Contract (FFP)
A type of fixed price contract where the buyer pays the seller a set amount (as defined by the contract),regardless of the seller's cost.
153
Fishbone Diagram
The fishbone diagram or Ishikawa diagram is a cause-and-effect diagram that helps managers to track down the reasons for imperfections, variations, defects, or failures.
154
Fixed-Price Contract
An agreement that sets the fee that will be paid for a defined scope of work regardless of the cost or effort to deliver it.
155
Fixed-Price Incentive Fee Contract (FPIF)
A type of contract where the buyer pays the seller a set amount (as defined by the contract) and the seller can earn an additional amount if the seller meets defined performance criteria
156
Fixed Price with Economic Price Adjustment Contract (FPEPA)
A fixed-price contract, but with a special provision showing for predefined final adjustments to the contract price due to changed conditions, such as inflation changes, or cost increases (or decreases) for specific commodities.
157
Float
Also called slack. In project management, float or slack is the amount of time that a task in a project network can be delayed without causing a delay to:
```
subsequent tasks ("free float")
project completion date ("total float").
```
158
Flowchart
The depiction in a diagram format of the inputs, process actions, and outputs of one or more processes within a system
159
Focus Groups
An elicitation technique that brings together prequalified stakeholders and subject matter experts to learn about their expectations and attitudes about a proposed product, service, or result
160
Forecast
An estimate or prediction of conditions and events in the project's future based on information and knowledge available at the time of the forecast
161
Forward Pass
A critical path method technique for calculating the early start and early finish dates by working forward through the schedule model from the project start date or given point in time.
162
Free Float
The amount of time that a schedule activity can be delayed without delaying the early start date of any successor or violating a schedule constraint
163
Functional Organization
An organizational structure in which staff is grouped by areas of specialization and the project manager has limited authority to assign work an apply resources
164
Funding Limit Reconciliation
The process of comparing the planned expenditure of project funds against any limits on the commitment of funds for the project to identify any variances between the funding limits and the planned expenditures
165
Gantt Chart
A bar chart of schedule information where activities are listed on the vertical axis, dates are shown on the horizontal axis, and activity durations are shown as horizontal bars places according to start and finish dates
166
Grade A
A category or rank used to distinguish items that have the same functional use but do not share the same requirements for quality
167
Ground Rules
Expectations regarding acceptable behavior by project team members
168
Histogram
A bar chart that shows the graphical representation of numerical data
169
Historical Information
Documents an data on prior projects including project files, records, correspondence, closed, contracts, and closed projects
170
Identify Risks
The process of identifying individual risks as well as sources of overall risk and documenting their characteristics
171
Identify Stakeholders
The process of identifying project stakeholders regularly and analyzing and documenting relevant information regarding their interests, involvement, interdependencies, influence, and potential impact on project success
172
Implement Risk Reponses
The process of implementing agreed-upon risk response plans
173
Imposed Date
A fixed date imposed on a schedule activity or schedule milestone, usually in the form of a "start no earlier than" and "finish no later than" date
174
Incentive Fee
A set of financial incentives related to cost, schedule, or technical performance of the seller
175
Incremental Life Cycle
An adaptive project life cycle in which the deliverable is produced through a series of iterations, that successively add functionality within a predetermined time frame. The deliverable contains the necessary and sufficient capability to be considered to complete only after the final iteration
176
Independent Estimates
A process of using a third party to obtain and analyze information to support the prediction of cost, schedule, or other items
177
Influence Diagram
A graphical representation of situation showing causal influences, time ordering of events, and other relationships among variables and outcomes
178
Information
Organized or structured data, processed for a specific purpose to make it meaningful, valuable, and useful in specific contexts
179
Information Management Systems
Facilities, processes, and procedures used to collect, store, and distribute information between producers and consumers of information in physical or electronic format.
180
Initiating Process Group
Those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project of phase
181
Input
any item whether internal or external to the project, which is required by a process before that process proceeds. May be an output from a predecessor process
182
Inspection
Examination of a work product to determine whether it conforms to documented standards
183
Interpersonal and Team skills
Skills used to effectively lead and interact with team members and other stakeholders.
184
Interpersonal skills
Skills used to establish and maintain relationships with other people
185
Interviews
A forma or informal approach to elicit information from stakeholders by talking to them directly
186
Invitation for Bid (IFB)
Generally, this term is equivalent to request for proposal. However, in some application areas, it may have a narrower or more specific meaning.
187
Issue
A current condition or situation that may have an impact on the project objectives
188
Iterative Life Cycle
A project life cycle where the project scope is generally determined early in the project life cycle, but time and cost estimates are routinely modified as the project team's understanding of the product increases. Iterations develop the product through a series of repeated cycles, while increments successiely add to the functionality of the product
189
Knowledge
A mixture of experience, values, and beliefs, contextual information, intuition, and insight that people use to make sense of new experiences and information
190
Lag
The amount of time whereby a successor activity will be delayed with respect to a predecessor activity
191
Late Finish Date (LF)
in the critical path method, the latest possible point in time when the uncompleted portions of a schedule activity can finish based on the schedule network, the project completion date, and any schedule constraints
192
Late Start Date (LS)
In the critical path method, the latest possible point in time when the uncompleted portions of a schedule activity can start based on the schedule network loic, the project completion date, and any schedule constraints
193
Lead
The amount of time whereby a successor activity can be advanced with respect to a predecessor activity
194
Lessons Learned
The knowledge gained during a project which shows how project events were addressed or should be addressed in the future for the purpose of improving future performance
195
Lessons Learned Register
A project document used to record knowledge gained during a project so that it can be used in the current project and entered into the lessons learned repository
196
Lessons Learned Repository
A store of historical information about lessons learned in projects
197
Level of Effort (LOE)
An activity that does not produce definitive end products and is measured by the passage of time
198
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, change, or assumption
199
Logical Relationships
A dependency between two activities, or between an activity and a milestone.
200
Make-or-Buy Analysis
The process of gathering and organizing data about product requirements and analyzing them against available alternatives including the purchase of internal manufacture or the product
201
Make-or-Buy Decisions
Decision made regarding the external purchase or internal manufacture of a product
202
Manage Communications
Manage Communications is the process of ensuring timely and appropriate collection, creating, distribution, storage, retrieval, management, monitoring, and the ultimate disposition of project information
203
Management Reserve
An amount of the project budget or project schedule held outside of the performance measurement baseline (PMB) for management control purposes, that is reserved for unforeseen work that is within the scope of the project
204
Management Skills
The ability to plan, organize, direct, and control individuals or groups of people to achieve specific goals.
205
Manage Project Knowledge
The process of using existing knowledge and creating new knowledge to achieve the project's objectives and contribute to organizational learning
206
Manage Quality
The process of translating the quality management plan into executable quality activities that incorporate the organization's quality policies into the project
207
Manage Stakeholder Engagement
The process of communicating and working with stakeholders to meet their needs and expectations, address issues, and foster appropriate stakeholder involvement.
208
Manage Team
The process of tracking team member performance, providing feedback, resolving issues, and managing team changes to optimize project performance
209
Mandatory Dependency
A relationship that is contractually required or inherent in the nature of the work
210
Master Schedule
A summary-level project schedule that identifies the major deliverables and work breakdown structure components and key schedule milestones.
211
Matrix Diagrams
A quality management and control tool used to perform data analysis within the organizational structure created in the matrix. The matrix diagram seeks to show the strength of relationships between factors, causes, and objectives that exist between the rows and columns that form the matrix
212
Matrix Organization
Any organizational structure in which the project manager shares responsibility with the functional managers for assigning priorities and for directing the work of persons assigned to the project.
213
Methodology
A system of practices, techniques, procedures, and rules used by those who work in a discipline
214
Milestone
A significant point or event in a project, program, or portfolio
215
Milestone Schedule
A type of schedule that presents milestones with planned dates. See also master schedule
216
Mind-Mapping
A technique used to consolidate ideas created through individual brainstorming sessions into a single map to reflect commonality and differences in undersanding and to generate new ideas.
217
Monitor
Collect project performance data, produce performance measures, and report and disseminate performance information
218
Monitor and Control Project Work
The process of tracking, reviewing, and reporting overall progress to meet the performance objectives defined in the project management plan
219
Monitor Communications
The process of ensuring that the information needs of the project and its stakeholders are met
220
Monitoring and Controlling process Group
Those processes required to track, review, and regulate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes
221
Monitor Risks
The process of monitoring the implementation of agreed-upon risk response plans, tracking identified risks, identifying and analyzing new risks, and evaluating risk process effectiveness throughout the project
222
Monitor Stakeholder Engagement
The process of monitoring project stakeholder relationships, and tailoring strategies for engaging stakeholders through the modification of engagement strategies and plans
223
Monte Carlo Simulation
An analysis technique where a computer model is iterated many times with the input values chosen at random for each iteration driven by te input data, including probability distributions and probabilistic branches. Outputs are generated to represent the range of possible outcomes for the project.
224
Multicriteria Decision Analysis
This technique utilizes a decision matrix to provide a systematic analytical approach for establishing criteria, such as risk levels, uncertainty, and valuation, to evaluate and rank many ideas.
225
Network Logic
All activity dependencies in a project schedule network diagram
226
Network Path
A sequence of activities connected by logical relationships in a project schedule network diagram
227
Networking
Establishing connections and relationship with other people from the same or other organizations
228
Node
A point at which dependency lines connect on a schedule network diagram.
229
Nominal Group Technique
A technique that enhances brainstorming with a voting process used to rank the most useful ideas for further brainstorming or for prioritization
230
Objective
Something toward which work is to be directed, a strategic position to be attained, a purpose to be achieved, a result to be obtained, a product to be produced, or a service to be performed
231
Opportunity
A risk that would have a positive effect on one or more project objectives
232
Organizational Breakdown Structure (OBS)
A hierarchical representation of the project organization, which illustrates the relationship between project activities and the organizational units that will perform those activities.
233
Organizational Learning
A discipline concerned with the way individuals, groups, and organizations develop knowledge.
234
Organizational Process Assets
Plan, processes, policies, procedures, and knowledge bases that are specific to and used by the performing organization
235
Output
A product, result, or service generated by a process. May be an input to a successor process.
236
Overall Project Risk
The effect of uncertainty on the project as a whole, arising from all sources of uncertainty including individual risks, representing the exposure of stakeholders to the implications of variations in project outcome, both positive and negative.
237
Parametric Estimating
An estimating technique in which an algorithim is used to calculate cost or duration based on historical data and project parameters
238
Path Convergence
A relationship in which a schedule activity has more than one predecessor
239
Path Divergence
A relationship in which a schedule activity has more than one successor
240
Percent Complete
An estimate expressed as a percent of the amount of work that has been completed on an activity or a work breakdown structure component
241
Performance Measurement Baseline (PMB)
integrated scope, schedule, and cost baselines used for comparison to manage, measure, and control project executions
242
Performance Reviews
A technique that is used to measure compare, and analyze actual performance of work in progress on the project against the baseline
243
Perform Integrated Change Control
The process of reviewing all change requests; approving changes and managing changes to deliverables, organizational process assets, project documents, and the project management plan; and communicating the decisions
244
Perform Qualitative Risk Analysis
The process of prioritizing individual projects risks for further analysis or action by assessing their probability of occurrence and impact as well as other characteristics
245
Perform Quantitative Risk Analysis
The process of numerically analyzing the combined effect of identified individual project risks and other sources of uncertainty on overall project objectives
246
Phase Gate
A review at the end of a phase in which a decision is made to continue to the next phase, to continue with modification, or to end a project or program
247
Plan Communications Management
The process of developing an appropriate approach and plan for project communication activities based on the information needs of each stakeholder or group, available organizational assets, and the needs of the project.
248
Plan Cost Management
The process of defining how the project costs will be estimated, budgeted, managed, monitored, and controlled.
249
Planned Value (PV)
the authorized budge assigned to scheduled work
250
Planning Package
A work breakdown structure component below the control account with known work contenet but without detailed scheduled activities
251
Planning Process Group
Those processes required to establish the scope of the project, refine the objectives, and define the course of action required to attain the objectives that the project was undertaken to acheive.
252
Plan Procurement Management
The process of documenting project procurement procurement decisions, specifying the approach, and identifying potential sellers
253
Plan Quality Management
The process of identifying quality requirements and/or standards for the project and its deliverables, and documenting how the project will demonstrate compliance with quality requirements and/or standards
254
Plan Resource Management
The process of defining how to estimate, acquire, manage, and utilize physical and team resources
255
Plan Risk Management
The process of defining how to conduct risk management activities for a project.
256
Plan Risk Responses
the process of developing options, selecting strategies, and agreeing on actions to address overall project risk exposure, as well as to treat individual project risks
257
Plan Schedule Management
The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule
258
Plan Scope Management
The process of creating a scope management plan that documents how the project and product scop will be defined, validated, and controlled
259
Plan Stakeholder Engagement
The process of developing approaches to invovle project stakeholders, based on their needs, expectations, interests, and potential impact on the project
260
Plurality
Decisions made by the largest block in a group, even if a majority is not achieved
261
Policy
A structured pattern of actions adopted by an organizations such that the organization's policy can be explained as a set of basic principles that govern the organization's conduct
262
Portfolio
Projects, Programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives
263
Portfolio Management
The centralized management of one or more portfolios to achieve strategic objectives
264
Practice
A specific type of professional or management activity that contributes to the execution of a process and that may employ one or more techniques and tools
265
Precedence Diagramming Method (PDM)
A technique used for constructing a schedule model in which activities are represented by nodes and are graphically linked by one or more logical relationships to show the sequence in which the activities are to be performed
266
Precedence Relationship
A logical dependency used in the precedence diagramming method
267
Predecessor Activity
An activity that logically comes before a dependent activity in a schedule
268
Predictive Life Cycle
A form of project life cycle in which the project scope, time, and cost are determined in the early phases of the life cycle
269
Preventive Action
An intentional activity that ensures the future performance of the project work is aligned with the project management plan
270
Probability and Impact Matrix
A grid for mapping the probability of occurrence of each risk and its impact on project management objectives if that risk occurs
271
Procedure
An established method of accomplishing a consistent performance or result, a procedure typically can be described as the sequence of steps that will be used to execute a process
272
Process
A systematic series of activities directed towards causing and end result such that one of more inputs will be acted upon to create one more more outputs
273
Procurement Audits
The review of contracts and contracting processes for completeness, accuracy, and effectiveness
274
Procurement Documentation
All documents used in signing, executing, and closing an agreement. Procurement documentation may include documents predating the project
275
Procurement Management Plan
A component of the project or program management plan that describes how a project team will acquire goods and services from outside of the performing organization
276
Procurement Statement of Work
Describes the procurement item in sufficient detail to allow prospective sellers to determine if they are capable of providing the products, services, or results
277
Procurement Strategy
The approach by the buyer to determine the project delivery method and the type of legally binding agreement(s) that should be used to deliver the desired results
278
Product
An artifact that is produced, is quantifiable, and can be either an end item in itself or a component item. Additional words for products are material and goods
279
Product Analysis
For projects that have a product as a deliverable, it is a tool to define scope that generally means asking questions about a product and forming answers to describe the use, characteristics, and other relevant aspects of what is going to be manufactured.
280
Product Life Cycle
The series of phases that represent the evolutions of a product, from concept through delivery, growth, maturity, and to retirement.
281
Product Scope
The features and functions that characterize a product, service, or results
282
Product Scope Description
The documented narrative description of the product scope
283
Program
Related projects, subsidiary programs, and program activities that are managed in a coordinated manner to obtain benefits not available from managing them individually
284
Program Management
The application of knowledge, skills, and principles to a program to achieve the program objectives and obtain benefits and control not available by managing program components individually
285
Progressive Elaboration
The iterative process of increasing the level of detail in a project management plan as a greater amounts of information and more accurate estimates become available.
286
Project
A temporary endeavor undertaken to create a unique product, service, or result
287
Project Charter
A document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities
288
Project Communications Management
Project Communications Management includes the processes require to ensure timely and appropriate planning, collection, creating, distribution, storage, retrieval, management, control, monitoring, and ultimate disposition of project information
289
Project Cost Maangement
Project Cost Management includes the processes involved in planning, estimating, budgeting, financing, funding, managing, and controlling costs so the project can be completed within the approved budget
290
Project Funding Requirements
Forecast project costs to be paid that are derived from the cost baseline for total or periodic requirements, including projected expenditures plus anticipated liabilites
291
Project Governance
The framework, functions, and processes that guide project management activites in order to create a unique product, service, or result to meet organizational, strategic, and operational goals.
292
Project Initiation
Launching a process that can result in the authorization of a new project.
293
Project Integration Management
Project Integration Management includes the processes and activities to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups
294
Project Life Cycle
The series of phases that a project passes through from its start to its completion
295
Project Management
The application of knowledge, skills, tools, and techniques to project activities and meet the project requirements
296
Project Management Body of Knowledge
A term that describes the knowledge within the profession of project management . The project management body of knowledge includes proven traditional practices that are widely applied as well as innovative practices that are emerging in the profession
297
Project Management Information System
An information system consisting of the tools and techniques used to gather, integrate, and disseminate the outputs of project management processes.
298
Project Management Knowledge Area
An identified area of project management defined by its knowledge requirements and described in terms of its component processes, practices, inputs, outputs, tools and techniques
299
Project Management Office (PMO)
A management structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools and techniques
300
Project Management Plan
The document that describes how the project will be executed, monitored and controlled and closed
301
Project Management Process Group
A logical grouping of project management inputs, tools and techniques, and outputs. The project Management Process Groups include initiating processes, planning processes, executing processes, monitoring and controlling processes, and closing processes. Project Management Process Groups are not project phases
302
Project Management System
The aggregation of the processes, tools, techniques, methodologies, resources, and procedures to manage a project
303
Project Management Team
The members of the project team who are directly involved in project management activities.
304
Project Manager (PM)
The person assigned by the performing organization to lead the team that is responsible for achieving the project objectives
305
Project Organization Chart
A document that graphically depicts the project team members and their interrelationships for a specific project
306
Project Phase
A collection of logically related project activities that culminates in the completion of one or more deliverables
307
Project Procurement Management
Project Procurement Management includes the processes necessary to purchase or acquire products, services, or results needed from outside the project team
308
Project Quality Management
Project Quality Management includes the processes for incorporating the organizations quality policy regarding planning, managing, and controlling project and product quality requirements, in order to meet stakeholders' expectations
309
Project Resource Management
Project Resource Management includes the processes to identify, acquire, and manage the resources needed for the successful completions of the project.
310
Project Risk Management
Project Risk Management includes the processes of conducting risk management planning identification, identification, analysis, response planning, response implementation, and monitoring risk on a project
311
Project Schedule
An output of a schedule model that presents linked activities with planned dates, durations, milestones, and resources
312
Project Schedule Management
Project Management includes the processes required to manage the timely completion of the project
313
Project Schedule Network Diagram
A graphical representation of the logical relationships among the project schedule activities
314
Project Scope
The work performed to deliver a product, service, or result with the specified features and functions
315
Project Scope Management
Project Scope Management includes the processes required to ensure that the project includes all the work required, and only, and only the work required, to complete the project successfully
316
Project Scope Statement
The description of the project scope, major deliverables, and exclusions.
317
Project Stakeholder Management
Project Stakeholder Management includes the processes required to identify the people, groups, or organizations that could impact or be impacted by the project, to analyze stakeholder expectations and their impact on the project, and to develop appropriate management strategies for effectively engaging stakeholders in project decisions and execution
318
Project Team
A set of individuals who support the project manager in performing the work of the project to achieve its objectives
319
Project Team Directory
A documented list of project team members, their project roles, and communication information
320
Proposal Evaluation Techniques
The process of reviewing proposals provided by suppliers to support contract award decisions
321
Prototypes
A method of obtaining early feedback on requirements by providing a working model of the expected product before actually building it
322
Quality
The degree to which a set of inherent characteristics fulfills requirements
323
Quality Audits
A quality audit is a structured, independent process to determine if project activities comply with organizational and project policies, processes, and procedures
324
Quality Checklists
A structured tool used to verify that a set of required steps has been performed
325
Quality Control Measurements
the documented results of control quality activities
326
Quality Management Plan
A component of the project or program management plan that describes how applicable policies, procedures, and guidelines will be implemented to achieve the quality objectives
327
Quality Management System
The organizational framework whose structure provides the policies, processes, procedures, and resources required to implement the quality management plan. The typical project quality management plan should be compatible to the organization's quality management system
328
Quality Metrics
A description of a project or product attribute and how to measure it
329
Quality Policy
A policy specific to the project quality management knowledge area, it establishes the basic principles that should govern the organization's actions as it implements its system for quality management
330
Quality Report
A project document that includes quality management issues, recommendations for corrective actions, and a summary of findings from quality control activities and may include recommendations for process, project, and product improvements
331
Quality Requirement
A condition or capability that will be used to assess conformance by validating the acceptability of an attribute for the quality of a result
332
Questionnaires
Written sets of questions designed to quickly accumulate information from a large number of respondents
333
RACI Chart
a common type of responsibility matrix that uses responsible, accountable, consult, and inform statuses to define the involvement of stakeholders in project activities
334
Regression Analysis
An analytical technique where a series of input variables are examined in relation to their corresponding output results in order to develop a mathematical or statistical relationship
335
Regulations
Requirements imposed by a governmental body. These requirements can establish product, process, or service characteristics, including applicable administrative provisions that have government-mandated compliance
336
Request for Information (RFI)
A type of procurement document whereby the buyer requests a potential seller to provide various pieces of information related to a product or service or seller capability
337
Request for Proposal (RFP)
A type of procurement document used to request proposals from prospective sellers of products or services in some application areas, it may have a narrower or more specific meaning.
338
Request for Quotation (RFQ)
A type of procurement document used to request price quotations from prospective sellers of common or standard products or services. Sometimes used in place of request for proposal and, in some application areas, it may have a narrower or more specific meaning
339
Requirement
A condition or capability that is necessary to be present in a product, service or result to satisfy a business need
340
Requirements Documentation
A description of how individual requirements meet the business need for the project
341
Requirements Management Plan
A component of the project or program management plan that describes how requirements will be analyzed, documented, and managed
342
Requirements Traceability Matrix
A grid that links product requirements from their origin to the deliverables that satisfy them
343
Reserve
A provision in the project management plan to mitigate cost and/or schedule risk. Often used with a modifier (e.g. management reserve, contingency reserve) to provide further detail on what types of risk are meant to be mitigated.
344
Reserve Analysis
An Analytical technique to determine the essential features and relationship of components in the project management plan to establish a reserve for the schedule duration, budget, estimated cost, or funds for a project
345
Residual Risk
The risk that remains after risk responses have been implemented
346
Resource
A team member or any physical item needed to complete the project
347
Resource Breakdown Structure
A hierarchical representation of resources by category and type
348
Resource Calendar
A calendar that identifies the working days and shifts upon which each specific resource is available
349
Resource Histogram
a bar chart showing the amount of time that a resource is scheduled to work over a series of time periods
350
Resource Leveling
A resource optimization technique in which adjustments are made to the project schedule to optimize the allocation of resources and which may affect critical path.
351
Resource Management Plan
A component of the project management plan that describes how project resources are acquired, allocated, monitored, and controlled
352
Resource Manager
An individual with management authority over one or more resources
353
Resource Optimization Technique
A technique in which activity start and finish dates are adjusted to balance demand for resources with the available supply.
354
Resource Requirements
The types and quantities of resources for each activity in a work package
355
Resource Smoothing
A resource optimization technique in which free ant total float are used without affecting the critical path.
356
Responsibility
An assignment that can be delegated within a project management plan such that the assigned resource incurs a duty to perform the requirements of the assignment
357
Responsibility Assignment Matrix (RAM)
A grid that shows the project resources assigned to each work package
358
Result
An output from performing project management processes and activities. Results include outcomes (e.g. integrated systems, revised process, restructured organization, tests, trained personnel, etc.) and documents (e.g. policies, plans, studies, procedures, specifications, reports, etc.)
359
Rework
Action taken to bring a defective or nonconforming components into compliance with requirements or specifications
360
Risk
An uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives.
361
Risk Acceptance
A risk response strategy whereby the project team decides to acknowledge the risk and not take any action unless the risk occurs
362
Risk Appetite
The degree of uncertainty an organization or individual is willing to accept in anticipation of a reward
363
Risk Audit
Type of audit used to consider the effectiveness of the risk management process
364
Risk Avoidance
A risk response strategy whereby the project team acts to eliminate the threat or protect the project from its impact
365
Risk Breakdown Structure (RBS)
A hierarchical representation of potential sources of risk
366
Risk Categorization
Organization by sources of risk (e.g., using the RBS) , the area of the project affected (e.g. using the WBS) or other useful category (e.g. project phase) to determine the areas of the project most exposed to the effects of uncertainty
367
Risk Category
a group of potential causes of risk
368
Risk Data Quality Assessment
Technique to evaluate the degree to which the data about risks is useful for risk management
369
Risk Enhancement
A risk response strategy whereby the project team acts to increase the probability of occurrence or impact of an opportunity
370
Risk Escalation
A risk response strategy whereby the team acknowledges that a risk is outside of its sphere of influence and shifts the ownership of the risk to a higher level of the organization where it is more effectively managed
371
Risk Exploiting
A risk response strategy whereby the project team acts to ensure that an opportunity occurs
372
Risk Exposure
An aggregate measure of the potential impact of all risks at any given point in time in a project, program or portfolio
373
Risk Management Plan
A component of the project, program, or portfolio management plan that describes how risk management activities will be structured and performed
374
Risk Mitigation
A risk response strategy whereby the project team acts to decrease the probability of occurrence or impact of a threat
375
Risk Owner
The person responsible for monitoring the risks and for selecting and implementing an appropriate risk response strategy
376
Risk Register
A repository in which outputs of risk management processes are recorded
377
Risk Report
A project document developed progressively throughout the Project Risk Management processes, which summarizes information on individual project risks and the level of overall project risk
378
Risk Review
A meeting to examine and document the effectiveness of risk responses in dealing with overall project risk and with identified individual project risks
379
Risk Sharing
A risk response strategy whereby the project team allocates ownership of an opportunity to a third party who is best able to capture the benefit of that opportunity
380
Risk Threshold
The measure of acceptable variation around an objective that reflects the risk appetite of the organization and stakeholders (risk appetite)
381
Risk Transference
A risk response strategy whereby the project team shifts the impact of a threat to a third party together with ownership of the response
382
Role
A defined function to be performed by a project team member , such as testing, filing, inspecting, or coding
383
Rolling Wave Planning
An iterative planning technique in which the work to be accomplished in the near term is planned in detail, while the work in the future is planned at a higher level
384
Root Cause Analysis
An analytical technique used to determine the basic underlying reason that causes a variance or a defect or a risk. A root cause may underlie more than one variance or defect or risk
385
Schedule Baseline
The approved version of a schedule model that can be changed using formal change control procedures and is used as the basis for comparison to actual results
386
Schedule compression
A technique used to shorten the schedule duration without reducing the project scope
387
Schedule Data
The collection of information for describing and controlling the schedule
388
Schedule Forecasts
Estimates or predictions of conditions and events in the project's future based on information and knowledge available at the time the schedule is calculated
389
Schedule Management Plan
A component of the project or program management plan that establishes the criteria and the activities for developing, monitoring, and controlling the schedule
390
Schedule Model
A representation of the plan for executing the project's activities including durations, dependencies, and other planning information, used to produce a project schedule along with other scheduling events
391
Schedule Network Analysis
A technique to identify early and late start dates, as well as early and late finish dates, for the uncompleted portions of project activities
392
Schedule Performance Index (SPI)
A measure of schedule efficiency expressed as te ratio of earned value to planned value
393
Schedule Variance (SV)
A measure of schedule performance expressed as the difference between the earned value and the planned value
394
Scheduling Tool
A tool that provides schedule component names, definitions, structural relationships, and formulas that support the application of a scheduling method
395
Scope
The sum of the product, services, and results to be provided as a project
396
Scope Baseline
The approved version of a scope statement, work breakdown structure (WBS), and its associated WBS dictionary, that can be changed using formal change control procedures and is used as a basis for comparison to actual results
397
Scope Creep
The uncontrolled expansion to product or project scope without adjustments to time, cost, and resources
398
Scope Management Plan
A component of the project or program management plan that describes how the scope will be defined, developed, monitored, controlled, and validated
399
Secondary Risk
A risk that arises as a direct result of implementing a risk response
400
Self -Organizing Teams
A team formation where the team functions with an absence of centralized control
401
Seller
A provider or supplier of products, services, or results to an organization
402
Seller Proposals
Formal responses from sellers to a request for proposal or other procurement document specifying the price, commercial terms of sale, and technical specifications or capabilities the seller will do for the requesting organization that, if accepted, would bind the seller to perform the resulting agreement
403
Sensitivity Analysis
An Analysis technique to determine which individual project risks or other sources of uncertainty have the most potential impact on project outcomes, by correlating variation in project outcomes with variations in elements of quantitative risk analysis model
404
Sequence Activities
The process of identifying and documenting among the project activities
405
Service Level Agreement (SLA)
A contract between a service provider (either internal or external) and the end user that defines the level of service expected from the service provider
406
Simulation
An analytical technique that models the combined effect of uncertainties to evaluate their potential impact on objectives.
407
Source Selection Criteria
A set of attributes desired by the buyer which a seller is required to meet or exceed to be selected for a contract
408
Specification
A precise statement of the needs to be satisfied and the essential characteristics that are required
409
Specification Limits
The area, on either side of the centerline, or mean, of data plotted on a control chart that meets the customer's requirements for a product or service. This area may be greater than or less than the area defined by the control limits
410
Sponsor
A person or group who provides resources and support for the project, program, or portfolio and is accountable for enabling success
411
Sponsoring Organization
The entity responsible for providing the project's sponsor and a conduit for project funding or other project resources
412
Stakeholder
An individual, group, or organization that may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project, program, or portfolio
413
Stakeholder Analysis
A technique of systematically gathering and analyzing quantitative and qualitative information to determine whose interest should be taken into account throughout the project.
414
Stakeholder Engagement Assessment Matrix
A matrix that compares current and desired stakeholder engagement levels
415
Stakeholder Engagement Plan
A component of the project management plan that identifies the strategies and actions required to promote productive involvement of stakeholders in project or program decision making and execution
416
Stakeholder Register
A project document including the identification, assessment, and classification of project stakeholders
417
Standard
a document established by an authority, custom, or general consent as a model or example
418
Start Date
A point in time associated with a schedule activity's start, usually qualified by one of the following: actual, planned, estimated, scheduled, early, late, target, baseline, or current
419
Start-to-Finish (SF)
a logical relationship in which a predecessor activity cannot finish until a successor activity has started
420
Start-to-Start (SS)
A logical relationship in which a successor activity cannot start until a predecessor activity has started
421
Statement of Work (SOW)
A narrative description of products, services, or results to be delivered by the project
422
Statistical Sampling
Choosing part of a population of interest for inspection
423
Successor Activity
A dependent activity that logically comes after another activity in a schedule
424
Summary Activity
A group of related schedule activities aggregated and displayed as a single activity
425
SWOT Analysis
Analysis of strengths, weaknesses, opportunities, and threats of an organization, project, or option
426
Tacit Knowledge
Personal knowledge that can be difficult to articulate and share such as beliefs, experience, and insights
427
Tailoring
Determining the appropriate combination of processes, inputs, tools, techniques, outputs, and life cycle phases to manage a project
428
Team Charter
a document that records the team values, agreements, and operating guidelines, as well as establishing clear expectation regarding acceptable behavior by project team members
429
Team Management Plan
A component of the resource Management plan that describes when and how team members will be acquired and how long they will be needed
430
Technique
A defined systematic procedure employed by a human resource to perform and activity to produce a product or result or deliver a service, and that may employ one or more tools
431
Templates
A partially complete document in a predefined format that provides a defined structure for collecting, organizing, and presenting information and data.
432
Test and Evaluation Documents
Project documents that describe the activities used to determine if the product meets the quality objectives stated in the quality management plan
433
Threat
A risk that would have a negative effect on one or more project objectives
434
Three-Point Estimating
A technique used to estimate cost or duration by applying an average or weighted average of optimistic, pessimistic, and most likely estimates when there is uncertainty with the individual activity estimates
435
Threshold
A predetermined value of a measurable project variable that represents a limit that requires action to be taken if it is reached
436
Time and Material Contract (T&M)
A type of contract that is a hybrid contractual arrangement containing aspects of both cost-reimbursable and fixed-price contracts
437
To-Complete Performance Index (TCPI)
a measure of the cost performance that is required to be achieved with the remaining resources in order to meet a specified management goal, expressed as the ratio of the cost to finish the outstanding work to the remaining budget
438
Tolerance
the quantified description of acceptable variation for a quality requirement
439
Tool
Something tangible, such as a template or software program, used in performing an activity to produce a product or result
440
Tornado Diagram
A special type of bar chart used in sensitivity analysis for comparing the relative importance of the variables
441
Total Float
The amount of time tht a schedule activity can be delayed or extended from its early start date without delaying the project finish date or violating a schedule constraint
442
Trend Analysis
An analytical technique that uses mathematical models to forecast future outcomes based on historical results
443
Trigger Conditions
An event or situation that indicates that a risk is about to occur
444
Unanimity
Agreement by everyone in the group on a single course of action
445
Update
A modification to any deliverable, project management plan component, or project document that is not under formal change control.
446
Validate Scope
The process of formalizing acceptance of the completed project deliverables
447
Validation
The assurance that a product, service, or result meets the needs of the customer and other identified stakeholders. Contrast with verification
448
Variance
A quantifiable deviation, departure, or divergence away from a known baseline or expected result
449
Variance Analysis
A technique for determining the cause and degree of difference between the baseline and actual performance
450
Variance At Completion (VAC)
A projection of the amount of budget deficit or surplus expressed as the difference between the budget at completion and the estimate at completion
451
Variation
an actual condition that is different from the expected condition that is contained in the baseline plan
452
Verification
The evaluation of whether or not a product, service, or result complies with a regulation, requirement, specification, or imposed condition. Contrast with Validation
453
Verified Deliverables
Completed project deliverables that have been checked and confirmed for correctness through the Control Quality Process
454
Virtual Teams
Groups of people with a shared goal who fulfill their roles with little or not time spent meeting face to face
455
Voice of the customer
A planning technique used to provide products, services, and results that truly reflect customer requirements by translating those customer requirements into the appropriate technical requirements for each phase of project product development
456
WBS Distionary
A document that provides detailed deliverable, activity, and scheduling information about each component in the work breakdown structure
457
What-if Scenario Analysis
the process of evaluating scenarios in order to predict their effect on project objectives
458
Work Breakdown Structure (WBS)
a hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables
459
Work Breakdown Structure Component
An entry in the work breakdown structure that can be at any level
460
Work Package
The work defined at the lowest level of the work breakdown structure for which cost and duration are estimated and managed
461
Work Performance Data
the raw observations and measurement identified during activities being performed to carry out the project work
462
Work performance Information
The performance data collected from controlling processes, analyzed in comparison with project management plan components, project documents, and other work performance information
463
Work Performance Reports
The physical or electronic representation of work performance information compiled in project documents, intended to generate decisions, actions, or awareness
