WORD
|
Definition
|
Node
|
One of the defining points of a schedule network; a junction
point joined to some or all of the other dependency lines.
|
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.
|
Nonconformance Work
|
In the cost of quality framework, nonconformance work is done
to deal with the consequences of errors and failures in doing activities
correctly on the first attempt. In efficient quality management systems, the
amount of nonconformance work will approach zero.
|
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.
|
Observations
|
A technique that provides a direct way of viewing individuals
in their environment performing their jobs or tasks and carrying out
processes.
|
Opportunity
|
A risk that would have a positive effect on one or more
project objectives.
|
Optimistic Duration
|
An estimate of the shortest activity duration that takes into
account all of the known variables that could affect performance.
|
Organizational Breakdown Structure (OBS)
|
A hierarchical representation of the project organization that
illustrates the relationship between project activities and the
organizational units that will perform those activities.
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Organizational Process Assets
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Plans, processes, policies, procedures, and knowledge bases
that are specific to and used by the performing organization.
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Organizational Project Management Maturity
|
The level of an organization's ability to deliver the desired
strategic outcomes in a predictable, controllable, and reliable manner.
|
Output
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A product, result, or service generated by a process. May be
an input to a successor process.
|
Parametric Estimating
|
An estimating technique in which an algorithm is used to
calculate cost or duration based on historical data and project parameters.
|
Pareto Diagram
|
A histogram, ordered by frequency of occurrence, that shows
how many results were generated by each identified cause.
|
Path Convergence
|
A relationship in which a schedule activity has more than one
predecessor.
|
Path Divergence
|
A relationship in which a schedule activity has more than one
successor.
|
Payment Systems
|
The system used to provide and track supplier's invoices and
payments for services and products.
|
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.
|
Perform Integrated Change Control
|
The process of reviewing all change requests; approving change
sand managing changes to deliverables, organizational process assets, project
documents, and the project management plan; and communicating their
disposition.
|
Perform Qualitative Risk Analysis
|
The process of prioritizing risks for further analysis or
action by assessing and combining their probability of occurrence and impact.
|
Perform Quality Assurance
|
The process of auditing the quality requirements and the
results from quality control measurements to ensure that appropriate quality
standards and operational definitions are used.
|
Perform Quantitative Risk Analysis
|
The process of numerically analyzing the effect of identified
risks on overall project objectives.
|
Performance Measurement Baseline
|
An approved, integrated scope-schedule-cost plan for the
project work against which project execution is compared to measure and
manage performance. The PMB includes contingency reserve, but excludes
management reserve.
|
Performance Reporting
|
The physical or electronic representation of work performance
information compiled in project documents, intended to generate decisions,
actions, or awareness.
|
Performance Reports
|
The physical or electronic representation of work performance
information compiled in project documents, intended to generate decisions,
actions, or awareness.
|
Performance Reviews
|
A technique that is used to measure, compare, and analyze
actual performance of work in progress on the project against the baseline.
|
Performing Organization
|
An enterprise whose personnel are most directly involved in
doing the work of the project or program.
|
Pessimistic Duration
|
Estimate of the longest activity duration that takes into
account all of the known variables that could affect performance.
|
Phase
|
A collection of logically related project activities that
culminates in the completion of one or more deliverables.
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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.
|
Plan Communications Management
|
The process of developing an appropriate approach and plan for
project communications based on stakeholder's information needs and
requirements and available organizational assets.
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Plan Cost Management
|
The process that establishes the policies, procedures, and
documentation for planning,managing, expending, and controlling project
costs.
|
Plan Human Resource Management
|
The process of identifying and documenting project roles,
responsibilities,required skills, reporting relationships, and creating a
staffing management plan.
|
Plan Procurement Management
|
The process of documenting project procurement decisions,
specifying the approach, and identifying potential sellers.
|
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.
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Plan Risk Management
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The process of defining how to conduct risk management
activities for a project.
|
Plan Risk Responses
|
The process of developing options and actions to enhance
opportunities and to reduce threats to project objectives.
|
Plan Schedule Management
|
The process of establishing the policies, procedures, and
documentation for planning, developing, managing, executing, and controlling
the project schedule.
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Plan Scope Management
|
The process of creating a scope management plan that documents
how the project scope will be defined, validated, and controlled.
|
Plan Stakeholder Management
|
The process of developing appropriate management strategies to
effectively engage stakeholders throughout the project life cycle, based on
the analysis of their needs, interests, and potential impact on project
success.
|
Planned Value (PV)
|
The authorized budget assigned to scheduled work.
|
Planning Package
|
A work breakdown structure component below the control account
with known work content but without detailed schedule activities. See also
control account.
|
Planning Process Group
|
Those processes required to establish the scope of the
project, refine the objectives, and define the course of action required to
attain the objectives that the project was undertaken to achieve.
|
Plurality
|
Decisions made by the largest block in a group, even if a
majority is not achieved.
|
Policy
|
A structured pattern of actions adopted by an organization
such that the organization's policy can be explained as a set of basic
principles that govern the organization's conduct.
|
Portfolio
|
Projects, programs, subportfolios, and operations managed as a
group to achieve strategic objectives.
|
Portfolio Management
|
The centralized management of one or more portfolios to
achieve strategic objectives.
|
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.
|
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.
|
Precedence Relationship
|
The term used in the precedence diagramming method for a
logical relationship. In current usage, however, precedence relationship,
logical relationship, and dependency are widely used
interchangeably,regardless of the diagramming method used. See also logical
relationship.
|
Precision
|
Within the quality management system, precision is a measure
of exactness.
|
Predecessor Activity
|
An activity that logically comes before a dependent activity
in a schedule.
|
Predictive Life Cycle
|
A form of project life cycle in which the project scope, and
the time and cost required to deliver that scope, are determined as early in
the life cycle as possible.
|
Preferential Logic
|
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.
|
Preferred Logic
|
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.
|
Preventive Action
|
An intentional activity that ensures the future performance of
the project work is aligned with the project management plan.
|
Prioritization Matrices
|
A quality management planning tool used to identify key issues
and evaluate suitable alternatives to define a set of implementation
priorities.
|
Probability and Impact Matrix
|
A grid for mapping the probability of each risk occurrence and
its impact on project objectives if that risk occurs.
|
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.
|
Process
|
A systematic series of activities directed towards causing an
end result such that one or more inputs will be acted upon to create one or
more outputs.
|
Process Analysis
|
A process analysis follows the steps outlined in the process
improvement plan to identify needed improvements.
|
Process Decision Program Charts (PDPC)
|
The PDPC is used to understand a goal in relation to the steps
forgetting to the goal.
|
Process Improvement Plan
|
A subsidiary plan of the project management plan. It details
the steps for analyzing processes to identify activities that enhance their
value.
|
Procurement Audits
|
The review of contracts and contracting processes for
completeness, accuracy, and effectiveness.
|
Procurement Documents
|
The documents utilized in bid and proposal activities, which
include the buyer's Invitation for Bid, Invitation for Negotiations, Request
for Information, Request for Quotation, Request for Proposal,and seller's
responses.
|
Procurement Management Plan
|
A component of the project or program management plan that
describe show a project team will acquire goods and services from outside the
performing organization.
|
Procurement Performance Reviews
|
A structured review of the seller's progress to deliver
project scope and quality, within cost and on schedule, as compared to the
contract.
|
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.
|
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. Contrast with result. See also deliverable.
|
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 the
relevant aspects of what is going to be manufactured.
|
Product Life Cycle
|
The series of phases that represent the evolution of a
product, from concept through delivery,growth, maturity, and to retirement.
|
Product Scope
|
The features and functions that characterize a product,
service, or result.
|
Product Scope Description
|
The documented narrative description of the product scope.
|
Program
|
A group of related projects, subprograms, and program
activities managed in a coordinated way to obtain benefits not available from
managing them individually.
|
Program Evaluation and Review Technique (PERT )
|
A technique for estimating that applies a weighted average of
optimistic, pessimistic, and most likely estimates when there is uncertainty
with the individual activity estimates.
|
Program Management
|
The application of knowledge, skills, tools, and techniques to
a program to meet the program requirements and to obtain benefits and control
not available by managing projects individually.
|
Progressive Elaboration
|
The iterative process of increasing the level of detail in a
project management plan as greater amounts of information and more accurate
estimates become available.
|
Project
|
A temporary endeavor undertaken to create a unique product,
service, or result.
|
Project-Based Organizations (PBOs)
|
A variety of organizational forms that involve the creation of
temporary systems for the performance of projects. PBOs conduct the majority
of their activities as projects and/or provide project over functional
approaches.
|
Project Calendar
|
A calendar that identifies working days and shifts that are
available for scheduled activities.
|
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.
|
Project Communications Management
|
Project Communications Management includes the processes that
are required to ensure timely and appropriate planning, collection, creation,
distribution, storage, retrieval,management, control, monitoring, and the
ultimate disposition of project information.
|
Project Cost Management
|
Project Cost Management includes the processes involved in
planning, estimating,budgeting, financing, funding, managing, and controlling
costs so that the project can be completed within the approved budget.
|
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 liabilities.
|
Project Governance
|
The alignment of project objectives with the strategy of the
larger organization by the project sponsor and project team. A project's
governance is defined by and is required to fit within the larger context of
the program or organization sponsoring it, but is separate from
organizational governance.
|
Project Human Resource Management
|
Project Human Resource Management includes the processes that
organize, manage, and lead the project team.
|
Project Initiation
|
Launching a process that can result in the authorization of a
new project.
|
Project Integration Management
|
Project Integration Management includes the processes and
activities needed to identify, define, combine, unify, and coordinate the
various processes and project management activities within the Project
Management Process Groups.
|
Project Life Cycle
|
The series of phases that a project passes through from its
initiation to its closure.
|
Project Management
|
The application of knowledge, skills, tools, and techniques to
project activities to meet the project requirements.
|
Project Management Body of Knowledge
|
An inclusive term that describes the sum of knowledge within
the profession of project 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 traditional practices that are widely applied
and innovative practices that are emerging in the profession. The body of
knowledge includes both published and unpublished materials. This body of
knowledge is constantly evolving. PMI's PMBOK® Guide identifies a subset of
the project management body of knowledge that is generally recognized as good
practice.
|
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. It is used to support all aspects of the project from initiating
through closing, and can include both manual and automated systems.
|
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.
|
Project Management Office (PMO)
|
An organizational structure that standardizes the
project-related governance processes and facilitates the sharing of
resources, methodologies, tools, and techniques.
|
Project Management Plan
|
The document that describes how the project will be executed
monitored, and controlled.
|
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.
|
Project Management Staff
|
The members of the project team who perform project management
activities such as schedule, communications, risk management, etc.
|
Project Management System
|
The aggregation of the processes, tools, techniques,
methodologies, resources, and procedures to manage a project.
|
Project Management Team
|
The members of the project team who are directly involved in
project management activities. On some smaller projects, the project
management team may include virtually all of the project team members.
|
Project Manager (PM)
|
The person assigned by the performing organization to lead the
team that is responsible for achieving the project objectives.
|
Project Organization Chart
|
A document that graphically depicts the project team members
and their interrelationships for a specific project.
|
Project Phase
|
A collection of logically related project activities that
culminates in the completion of one or more deliverables.
|
Project Procurement Management
|
Project Procurement Management includes the processes
necessary to purchase or acquire products, services, or results needed from
outside the project team.
|
Project Quality Management
|
Project Quality Management includes the processes and
activities of the performing organization that determine quality policies,
objectives, and responsibilities so that the project will satisfy the needs
for which it was undertaken.
|
Project Risk Management
|
Project Risk Management includes the processes of conducting
risk management planning, identification, analysis, response planning, and
controlling risk on a project.
|
Project Schedule
|
An output of a schedule model that presents linked activities
with planned dates, durations,milestones, and resources.
|
Project Schedule Network Diagram
|
A graphical representation of the logical relationships among
the project schedule activities.
|
Project Scope
|
The work performed to deliver a product, service, or result
with the specified features and functions.
|
Project Scope Management
|
Project Scope Management includes the processes required to
ensure that the project includes all the work required, and only the work
required, to complete the project successfully.
|
Project Scope Statement
|
The description of the project scope, major deliverables,
assumptions, and constraints.
|
Project Stakeholder Management
|
Project Stakeholder Management includes the processes required
to identify all people or organizations impacted by the project, analyzing
stakeholder expectations and impact on the project,and developing appropriate
management strategies for effectively engaging stakeholders in project
decisions and execution.
|
Project Statement of Work
|
A
narrative description of products, services, or results to be delivered by
the project.
|
Project Team
|
A set of individuals who support the project manager in
performing the work of the project to achieve its objectives.
|
Project Team Directory
|
A documented list of project team members, their project
roles, and communication information.
|
Project Time Management
|
Project Time Management includes the processes required to
manage the timely completion of the project.
|
Projectized Organization
|
Any organizational structure in which the project manager has
full authority to assign priorities, apply resources, and direct the work of
persons assigned to the project.
|
Proposal Evaluation Techniques
|
The process of reviewing proposals provided by suppliers to
support contract award decisions.
|
Prototypes
|
A method of obtaining early feedback on requirements by
providing a working model of the expected product before actually building
it.
|
Quality
|
The degree to which a set of inherent characteristics fulfills
requirements.
|
Quality Audits
|
A quality audit is a structured, independent process to
determine if project activities comply with organizational and project
policies, processes, and procedures.
|
Quality Checklists
|
A structured tool used to verify that a set of required steps
has been performed.
|
Quality Control Measurements
|
The documented results of control quality activities.
|
Quality Function Deployment (QFD)
|
A facilitated workshop technique that helps to determine
critical characteristics for new product development.
|
Quality Management and Control Tools
|
They are a type of quality planning tools used to link and
sequence the activities identified.
|
Quality Management Plan
|
A component of the project or program management plan that
describes how an organization's quality policies will be implemented.
|
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.
|
Quality Metrics
|
A description of a project or product attribute and how to
measure it.
|
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.
|
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.
|
Quantitative Risk Analysis and Modeling Techniques
|
Commonly used techniques for both event-oriented and
project-oriented analysis approaches.
|
Questionnaires and Surveys
|
Written sets of questions designed to quickly accumulate
information from a large number of respondents.
|
RACI
|
A common type of responsibility assignment matrix that uses
responsible, accountable, consult, and inform statuses to define the
involvement of stakeholders in project activities.
|
Records Management System
|
A specific set of processes, related control functions, and
tools that are consolidated and combined to record and retain information
about the project.
|
Regression Analysis
|
An analytic 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.
|
Regulation
|
Requirements imposed by a governmental body. These
requirements can establish product, process, or service characteristics,
including applicable administrative provisions that have government-mandated
compliance.
|
Reporting Systems
|
Facilities, processes, and procedures used to generate or
consolidate reports from one or more information management systems and
facilitate report distribution to the project stakeholders.
|
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.
|
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.
|
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.
|
Requested Change
|
A formally documented change request that is submitted for
approval to the integrated change control process.
|
Requirement
|
A condition or capability that is required to be present in a
product, service, or result to satisfy a contract or other formally imposed
specification.
|
Requirements Documentation
|
A description of how individual requirements meet the business
need for the project.
|
Requirements Management Plan
|
A component of the project or program management plan that
describes how requirements will be analyzed, documented, and managed.
|
Requirements Traceability Matrix
|
A grid that links product requirements from their origin to
the deliverables that satisfy them.
|
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.
|
Reserve Analysis
|
An analytical technique to determine the essential features
and relationships of components in the project management plan to establish a
reserve for the schedule duration, budget, estimated cost, or funds fora
project.
|
Residual Risk
|
A risk that remains after risk responses have been
implemented.
|
Resource
|
Skilled human resources (specific disciplines either
individually or in crews or teams), equipment,services, supplies,
commodities, material, budgets, or funds.
|
Resource Breakdown Structure
|
A hierarchical representation of resources by category and
type.
|
Resource Calendar
|
A calendar that identifies the working days and shifts on
which each specific resource is available.
|
Resource Histogram
|
A bar chart showing the amount of time that a resource is
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 resources used as the project progresses.
|
Resource Leveling
|
A technique in which start and finish dates are adjusted based
on resource constraints with the goal of balancing demand for resources with
the available supply.
|
Resource Optimization Techniques
|
A technique that is used to adjust the start and finish dates
of activities that adjust planned resource use to be equal to or less than
resource availability.
|
Resource Smoothing
|
A technique which adjusts the activities of a schedule model
such that the requirement for resources on the project do not exceed certain
predefined resource limits.
|
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.
|
Responsibility Assignment Matrix (RAM)
|
A grid that shows the project resources assigned to each work
package.
|
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. Contrast with product. See also deliverable.
|
Rework
|
Action taken to bring a defective or nonconforming component
into compliance with requirements or specifications.
|
Risk
|
An uncertain event or condition that, if it occurs, has a
positive or negative effect on one or more project objectives.
|
Risk Acceptance
|
A risk response strategy whereby the project team decides to
acknowledge the risk and not take any action unless the risk occurs.
|
Risk Appetite
|
The degree of uncertainty an entity is willing to take on, in
anticipation of a reward.
|
Risk Audits
|
Examination and documentation of the effectiveness of risk
responses in dealing with identified risks and their root causes, as well as
the effectiveness of the risk management process.
|
Risk Avoidance
|
A risk response strategy whereby the project team acts to
eliminate the threat or protect the project from its impact.
|
Risk Breakdown Structure (RBS)
|
A hierarchical representation of risks according to their risk
categories.
|
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.
|
Risk Category
|
A group of potential causes of risk.
|
Risk Data Quality Assessment
|
Technique to evaluate the degree to which the data about risks
is useful for risk management.
|
Risk Management Plan
|
A component of the project, program, or portfolio management
plan that describes how risk management activities will be structured and
performed.
|
Risk Mitigation
|
A risk response strategy whereby the project team acts to
reduce the probability of occurrence or impact of a risk.
|
Risk Reassessment
|
Risk reassessment is the identification of new risks,
reassessment of current risks, and the closing of risks that are outdated.
|
Risk Register
|
A document in which the results of risk analysis and risk
response planning are recorded.
|
Risk Threshold
|
Measure of the level of uncertainty or the level of impact at
which a stakeholder may have a specific interest. Below that risk threshold,
the organization will accept the risk. Above that risk threshold, the
organization will not tolerate the risk.
|
Risk Tolerance
|
The degree, amount, or volume of risk that an organization or
individual will withstand.
|
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.
|
Risk Urgency Assessment
|
Review and determination of the timing of actions that may
need to occur sooner than other risk items.
|
Role
|
A defined function to be performed by a project team member,
such as testing, filing, inspecting, or coding.
|
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.
|
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.
|
Scatter Diagram
|
A correlation chart that uses a regression line to explain or
to predict how the change in an independent variable will change a dependent
variable.
|
Schedule
|
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 artifacts.
|
Schedule Baseline
|
The approved version of a schedule model that can be changed
only through formal change control procedures and is used as a basis for
comparison to actual results.
|
Schedule Compression
|
Techniques used to shorten the schedule duration without
reducing the project scope.
|
Schedule Data
|
The collection of information for describing and controlling
the schedule.
|
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.
|
Schedule Management Plan
|
A component of the project management plan that establishes
the criteria and the activities for developing, monitoring, and controlling
the schedule.
|
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 artifacts.
|
Schedule Network Analysis
|
The technique of identifying early and late start dates, as
well as early and late finish dates, for the uncompleted portions of project
schedule activities. See also backward pass, critical path method,critical
chain method, and resource leveling.
|
Schedule Network Templates
|
A set of activities and relationships that have been
established that can be used repeatedly for a particular application area or
an aspect of the project where a prescribed sequence is desired.
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Schedule Performance Index (SPI)
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A measure of schedule efficiency expressed as the ratio of
earned value to planned value.
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Schedule Variance (SV)
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A measure of schedule performance expressed as the difference
between the earned value and the planned value.
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Scheduling Tool
|
A tool that provides schedule component names, definitions,
structural relationships, and formats that support the application of a
scheduling method.
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Scope
|
The sum of the products, services, and results to be provided
as a project. See also project scope and product scope.
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Scope Baseline
|
The approved version of a scope statement, work breakdown
structure (WBS), and its associated WBS dictionary, that can be changed only
through formal change control procedures and is used as a basis for
comparison.
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Scope Change
|
Any change to the project scope. A scope change almost always
requires an adjustment to the project cost or schedule.
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Scope Creep
|
The uncontrolled expansion to product or project scope without
adjustments to time, cost, and resources.
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Scope Management Plan
|
A component of the project or program management plan that
describes how the scope will be defined, developed, monitored, controlled,
and verified.
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Secondary Risk
|
A risk that arises as a direct result of implementing a risk
response.
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Selected Sellers
|
The sellers which have been selected to provide a contracted
set of services or products.
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Seller
|
A provider or supplier of products, services, or results to an
organization.
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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.
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Sensitivity Analysis
|
A quantitative risk analysis and modeling technique used to
help determine which risks have the most potential impact on the project. It
examines the extent to which the uncertainty of each project element affects
the objective being examined when all other uncertain elements are held at
their baseline values. The typical display of results is in the form of a
tornado diagram.
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Sequence Activities
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The process of identifying and documenting relationships among
the project activities.
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Seven Basic Quality Tools
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A standard toolkit used by quality management professionals
who are responsible for planning, monitoring, and controlling the issues
related to quality in an organization.
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Simulation
|
A simulation uses a project model that translates the
uncertainties specified at a detailed level into their potential impact on
objectives that are expressed at the level of the total project. Project
simulations use computer models and estimates of risk, usually expressed as a
probability distribution of possible costs or duration sat a detailed work
level, and are typically performed using Monte Carlo analysis.
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Soft Logic
|
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.
|
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.
|
Specification
|
A document that specifies, in a complete, precise, verifiable
manner, the requirements, design,behavior, or other characteristics of a
system, component, product, result, or service and the procedures for
determining whether these provisions have been satisfied. Examples are:
requirement specification, design specification, product specification, and
test specification.
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Specification Limits
|
The area, on either side of the center line, 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. See also control limits.
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Sponsor
|
A person or group who provides resources and support for the
project, program, or portfolio and is accountable for enabling success.
|
Sponsoring Organization
|
The entity responsible for providing the project's sponsor and
a conduit for project funding or other project resources.
|
Staffing Management Plan
|
A component of the human resource plan that describes when and
how project team members will be acquired and how long they will be needed.
|
Stakeholder
|
An individual, group, or organization who may affect, be
affected by, or perceive itself to be affected by a decision, activity, or
outcome of a project.
|
Stakeholder Analysis
|
A technique of systematically gathering and analyzing
quantitative and qualitative information to determine whose interests should
be taken into account throughout the project.
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Stakeholder Management Plan
|
The stakeholder management plan is a subsidiary plan of the
project management plan that defines the processes, procedures, tools, and
techniques to effectively engage stakeholders in project decisions and
execution based on the analysis of their needs, interests, and potential
impact.
|
Stakeholder Register
|
A project document including the identification, assessment,
and classification of project stakeholders.
|
Standard
|
A document that provides, for common and repeated use, rules,
guidelines, or characteristics for activities or their results, aimed at the
achievement of the optimum degree of order in a given context.
|
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.
|
Start-to-Finish (SF)
|
A logical relationship in which a successor activity cannot
finish until a predecessor activity has started.
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Start-to-Start (SS)
|
A logical relationship in which a successor activity cannot
start until a predecessor activity has started.
|
Statement of Work (SOW)
|
A narrative description of products, services, or results to
be delivered by the project.
|
Statistical Sampling
|
Choosing part of a population of interest for inspection.
|
Subnetwork
|
A subdivision (fragment) of a project schedule network
diagram, usually representing a subprojector a work package. Often used to
illustrate or study some potential or proposed schedule condition, such as
changes in preferential schedule logic or project scope.
|
Subproject
|
A smaller portion of the overall project created when a
project is subdivided into more manageable components or pieces.
|
Successor Activity
|
A dependent activity that logically comes after another
activity in a schedule.
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Summary Activity
|
A group of related schedule activities aggregated and
displayed as a single activity.
|
SWOT Analysis
|
Analysis of strengths, weaknesses, opportunities, and threats
of an organization, project,or option.
|
Tailor
|
The act of carefully selecting process and related inputs and
outputs contained within the PMBOK® Guide to determine a subset of specific
processes that will be included within a project's overall management
approach.
|
Team Members
|
A set of individuals who support the project manager in
performing the work of the project to achieve its objectives.
|
Technique
|
A defined systematic procedure employed by a human resource to
perform an activity to produce a product or result or deliver a service, and
that may employ one or more tools.
|
Templates
|
A partially complete document in a predefined format that
provides a defined structure for collecting,organizing, and presenting
information and data.
|
Threat
|
A risk that would have a negative effect on one or more
project objectives.
|
Three-Point Estimate
|
A technique used to estimate cost or duration by applying an
average of optimistic,pessimistic, and most likely estimates when there is
uncertainty with the individual activity estimates.
|
Threshold
|
A cost, time, quality, technical, or resource value used as a
parameter, and which may be included in product specifications. Crossing the
threshold should trigger some action, such as generating an exception report.
|
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. 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 the buyer and seller,
when both parties agree on the rates for the category of senior engineers.
|
Time-Scaled Schedule Network Diagram
|
Any project schedule network diagram drawn in such a way that
the positioning and length of the schedule activity represents its duration.
Essentially, it is a bar chart that includes schedule network logic.
|
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.
|
Tolerance
|
The quantified description of acceptable variation for a
quality requirement.
|
Tornado Diagram
|
A special type of bar chart used in sensitivity analysis for
comparing the relative importance of the variables.
|
Tool
|
Something tangible, such as a template or software program,
used in performing an activity to produce a product or result.
|
Total Float
|
The amount of time that a schedule activity can be delayed or
extended from its early start date without delaying the project finish date
or violating a schedule constraint.
|
Tree Diagram
|
A systematic diagram of a decomposition hierarchy used to
visualize as parent-to-child relationships a systematic set of rules.
|
Trend Analysis
|
An analytical technique that uses mathematical models to
forecast future outcomes based on historical results. It is a method of
determining the variance from a baseline of a budget, cost, schedule, or
scope parameter 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 in executing the project.
|
Trigger Condition
|
An event or situation that indicates that a risk is about to
occur.
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Unanimity
|
Agreement by everyone in the group on a single course of
action.
|
Validate Scope
|
The process of formalizing acceptance of the completed project
deliverables.
|
Validated Deliverables
|
Deliverables that have been accepted as being correct by the
customer.
|
Validation
|
The assurance that a product, service, or system meets the
needs of the customer and other identified stakeholders. It often involves
acceptance and suitability with external customers. Contrast with
verification.
|
Value Engineering
|
An approach used to optimize project life cycle costs, save
time, increase profits, improve quality, expand market share, solve problems,
and/or use resources more effectively.
|
Variance
|
A quantifiable deviation, departure, or divergence away from a
known baseline or expected value.
|
Variance Analysis
|
A technique for determining the cause and degree of difference
between the baseline and actual performance.
|
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.
|
Variation
|
An actual condition that is different from the expected
condition that is contained in the baseline plan.
|
Velocity
|
A measure of a team's productivity rate at which the
deliverables are produced, validated, and accepted within a predefined
interval. Velocity is a capacity planning approach frequently used to
forecast future project work.
|
Verification
|
The evaluation of whether or not a product, service, or system
complies with a regulation, requirement,specification, or imposed condition.
It is an internal process. Contrast with validation.
|
Verified Deliverables
|
Completed project deliverables that have been checked and
confirmed for correctness through the quality control process.
|
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.
|
WBS Dictionary
|
A document that provides detailed deliverable, activity, and
scheduling information about each component in the work breakdown structure.
|
Weighted Milestone Method
|
An earned value method that divides a work package into
measurable segments,each ending with an observable milestone, and then
assigns a weighted value to the achievement of each milestone.
|
What-If Scenario Analysis
|
The process of evaluating scenarios in order to predict their
effect on project objectives.
|
Work Authorization
|
A permission and direction, typically written, to begin work
on a specific schedule activity or work package or control account. It is a
method for sanctioning project work to ensure that the work is done by the
identified organization, at the right time, and in the proper sequence.
|
Work Authorization System
|
A subsystem of the overall project management system. It is a
collection of formal documented procedures that defines how project work will
be authorized (committed) to ensure that the work is done by the identified
organization, at the right time, and in the proper sequence. It includes the
steps, documents,tracking system, and defined approval levels needed to issue
work authorizations.
|
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.
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Work Breakdown Structure Component
|
An entry in the work breakdown structure that can be at any
level.
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Work Package
|
The work defined at the lowest level of the work breakdown
structure for which cost and duration can be estimated and managed.
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Work Performance Data
|
The raw observations and measurements identified during
activities being performed to carry out the project work.
|
Work Performance Information
|
The performance data collected from various controlling
processes, analyzed in context and integrated based on relationships across
areas.
|
Work Performance Reports
|
The physical or electronic representation of work performance
information compiled in project documents, intended to generate decisions,
actions, or awareness.
|
Workaround
|
A response to a threat that has occurred, for which a prior
response had not been planned or was not effective.
|
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