Wyld Consultants Lexicon

Project management terminology and definitions

Useful terms last updated 10/14/2016

 

 

Acceptance.  Receiving (accepting) work performed as it satisfies acceptance criteria and customer requirements.  (e.g.  "Formal Acceptance" at Scope Verification "points/phases" would require "acceptance criteria" to know whether the work is completed properly.)

 

Acceptance Criteria.  Performance requirements, essential conditions and other criteria which must be satisfied before the deliverables of the project are accepted.

 

Accept Seller Responses.  Obtaining quotations, bids, offers, or proposals from sellers.

 

Acquire Project Team.  [Process] Obtaining the human resources needed to execute the project.

 

Acquisition.  [Tools/Techniques] The process of acquiring consultants, or outsourcing work to outside subcontractors.

 

Activity.  A component of work performed during the course of the project.

 

Activity Attributes.  [Output/Input/Project Documents] Includes, but not limited to, activity codes, logical relationships, leads and lags, resource requirements, constraints, assumptions, etc.  (Characteristics of the activity.)

 

Activity Code.  One or more numerical or text values that identify characteristics of the work or in some way categorize the schedule activity that allows filtering and ordering of activities within reports.

 

Activity Cost Estimates.  [Output/Input/Project Documents] Quantitative estimates of the estimated costs for the resources required to complete the required activities.

 

Activity Cost Estimate Supporting Detail.  Additional details supporting the schedule activity cost estimate.

 

Activity Duration.  The time in calendar units between the start and finish of a schedule activity.

 

Activity Duration Estimates.  [Output/Input] Quantitative assessments of the most likely number of work periods which will be needed to complete an activity.

 

Activity Identifier.  A short text identifier or number  assigned to schedule activities to identify them as unique within a schedule network diagram.

 

Activity List.  [Input/Output/Project Document] A list of activities that shows the activity description, activity identifier, and a sufficiently detailed description of the scope of work, so that the project team members can understand what work needs to be performed. 

 

Activity Resource Requirements.  [Output/Input/Project Document] Identification and description of the types and quantities of resources required for each activity in the work package.  Staff may be acquired through the Project Team Acquisition process or vendors (sellers) through Procurement processes.

 

Actual Cost (AC).  Total costs actually incurred and recorded in accomplishing work performed during a given time period for a schedule activity or work breakdown structure component. Actual cost can sometimes be direct labor hours alone, direct costs

alone, or all costs including indirect costs. Also referred to as the actual cost of work performed (ACWP).

 

Actual Cost of Work Performed (ACWP). See Actual Cost (AC).

 

Actual Duration. 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.

 

Additional quality planning tools. [Tools/Techniques]  Some additional Quality planning tools include brainstorming, affinity diagrams, force field analysis, nominal group techniques, matrix diagrams and prioritization matrices.

 

Administrative Closure.  Generating, gathering, and disseminating information to formalize project completion, or the completion of a project lifecycle phase.  

 

Administrative Closure Procedure.  The procedure that includes all the activities, interactions, roles and responsibilities needed in executing the administrative closure (i.e. 4.7 Close Project or Phase) procedure for the project; includes product verification, contract closeout, integrated activities to collect all project records, analysis of project success or failure (i.e. performance), gather lessons learned, project acceptance, archive project information for future use, and releasing the resources.

 

Administer Procurements. [Process] The process of managing procurement relationships , monitoring contract performance, and making changes and corrections as needed.

 

Advertising.  [Tools/Techniques] Expanding the list of potential suppliers (e.g. newspapers/professional journals).  Most government entities mandate public advertising.

 

Agent.  An authorized representative of each party.

 

Alternatives analysis.  [Tools/Techniques] Many schedule activities can have alterative methods to accomplish the work  (i.e., different size or types of machines, make-or-buy decisions, etc.)

 

Alternatives Identification.  Using techniques such as brainstorming, lateral thinking, etc. to generate different approaches to perform the work of the project.

 

Analogous Estimating.  [Tools/Techniques] Top-down method of estimating, used when there is limited amount of information.  May also be referred to as Rough Order of Magnitude level of estimating accuracy. Uses the values of the parameters of scope, cost, budget, and duration or measures of scale like size, weight, and complexity from a previous, similar activity as a basis for estimating for a future activity.  As a form of expert judgment, it is less costly and less accurate than other estimating techniques.  May also indicate the level of commitment management has for the project.

 

Application Area.  A category of projects that have common components significant in such projects, but are not needed or present in all projects. Application areas are usually defined in terms of either the product (i.e., by similar technologies or production methods) or the type of customer (i.e., internal versus external, government versus commercial) or industry sector (i.e., utilities, automotive, aerospace, information technologies, etc.) Application areas can overlap.

 

Approved Change Request.  [Input/Output] A change request which has been processed through the integrated change control process and approved.

 

Applying Leads and Lags.  [Tools/Techniques] Leads and Lags maybe applied and documented to accurately define logical relationships between dependencies.

 

Arbitration.  A method to resolve disputes that uses private third parties to render a decision on the dispute.  Arbitration is paid for by the parties and is used because it is usually faster and cheaper than legal courts.

 

Arrow Diagramming Method (ADM).  A network diagramming method that uses arrows to represent activities and connects them at nodes (ellipses) to show dependencies.  Uses only Finish-to-Start dependencies, but uses "dummy" relationships (dependencies with no duration and represented as dashed lines) to show dependencies. This lesser used network diagram is not recommended by PMI.

 

Assignment.  When one party assigns its rights or obligations under a contract to another party.

 

Assumptions.  Factors that, for planning purposes, are considered to be true, real, or certain without proof or demonstration, and involve a degree of risk.  Assumptions are identified, validated and documented in Initiating and/or in early Planning.  Assumptions affect all aspects of project planning and are part of the progressive elaboration of the project.

 

Assumption Log. [Project Document] Contains assumptions related to the project. The log is updated through the project as a result of risk responses. Assumptions may also be listed in the Project Scope Statement.     

 

Assumptions Analysis.  [Tools/Techniques] A technique that explores (tests) the accuracy of assumptions and identifies risks to the project from inaccuracy, inconsistency, or incompleteness of assumptions.

 

Authority. The authority to apply/allocate project resources, expend funds, make decisions, or give approvals.

 

Avoid.  The risk response strategy used in response to negative risks or threats used to avoid the risk by eliminating the cause.  Scope may be reduced, resources may be added, and the schedule may be extended, etc., to avoid impact to the project objective.

 

Backward Pass. The calculation of late finish dates and late start dates for the uncompleted portions of all schedule activities. Determined by working backwards through the schedule network logic from the project’s end date.

 

Bar Chart.  A graphic display of project schedule-related aspects of the WBS components, durations and perhaps, calendar information.  (Also called a Gantt chart.)

 

Baseline.  The approved time-phased plan (for a project, a work breakdown structure component, a work package or a schedule activity), plus or minus approved project scope, cost, schedule, and technical changes.  Generally refers to the current, approved baseline, but may refer to the original or some other baseline.  Usually used with a modifier (e.g. cost performance baseline, schedule baseline, scope baseline, performance measurement baseline, technical baseline, etc).

 

Basis of Estimates.  [Output/Input/Project Document] A clear and complete understanding of how the cost estimates were derived. This information might include adaptation procedures, assumptions, constraints, range estimates and how much confidence can be put in the actual estimate.

 

Benchmarking.  [Tools/Techniques] Comparing actual or planned project practices to those of other projects (either internal or external) to generate ideas for improvement and to provide a standard by which to measure performance.

 

Bidder Conferences.  [Tools/Techniques] Conferences and pre-bid conferences are meetings with prospective sellers prior to preparation of a proposal used to ensure that all prospective sellers have a clear common understanding of the procurement (i.e. technical and /or contract requirements).  All potential sellers must remain on equal standing during the process.

 

Bonds.  Often used as "insurance" for seller’s performance.  Protects the buyer from claims of non-payment by the seller.

 

Bottom-up Estimating.  [Tools/Techniques] Method of estimating a specific component of work.  Work packages have been decomposed to understand more details about the scope of the work.)   The people doing the work create the estimates. The accuracy level of estimates is enhanced by the size and complexity of the smaller scopes of work at the lower levels.  In most cases, bottom-up estimating is more time-consuming but more accurate than analogous estimates.

 

Brainstorming.  [Tools/Techniques]. A general data gathering and creativity technique that can be used to identify risks, ideas, or solutions to issues by using a group of team members or subject-matter experts. Typically, a brainstorming session is structured so that each participant’s ideas are recorded for later analysis.

 

Breach/Default.  Occurs when an obligation of the contract is not met. The response to a breach always begins with the issuance of a letter (Letter of Default) informing the other party of the breach in an effort to protect the relationship.

 

Budget. The approved estimate for the project or any work breakdown structure component or any schedule activity. See also estimate.

 

Budget at Completion (BAC). The sum of all the budgets established for the work to be performed on a project or a work breakdown structure component or a schedule activity. The total planned value for the project.

 

Budgeted Cost of Work Performed (BCWP).  See Earned Value (EV).

 

Budgeted Cost of Work Scheduled (BCWS). See Planned Value (PV).

 

Budget Forecasts.  [Output/Input] Either a calculated EAC or bottom-up EAC figure. This should be documented and communicated to the stakeholders.

 

Business Case.  [Input] It is what makes the project a viable venture. An input to Develop Project Charter.

 

Buyer. The acquirer of products, services, or results for an organization.

 

Buyer-conducted Performance Review.  Structured review of seller’s actual vs. planned contractual performance. Includes quality audits, buyer inspections, etc.

 

Calendar Unit. The smallest unit of time used in scheduling the project. Calendar units are generally in hours, days, or weeks, but can also be in quarter years, months, shifts, or even in minutes.

 

Cause-and-Effect Diagram.  [Tools/Techniques] Ishikawa or fishbone diagrams show how various factors (causes) might be linked to potential problems or effects.

 

Changes. To cause a difference, alter, substitute, convert or replace with something other than the originally designed or recommended action, product, person or thing. Will typically affect forms used, schedule, budget and possibly scope.

 

Change Control. Identifying, documenting, approving or rejecting, and controlling changes to the project baselines.

 

Change Control Board (CCB). A formally constituted group of stakeholders responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project, with all decisions and recommendations being recorded.

 

Change Control Meetings. [Tools/Techniques] Meetings of the Change Control Board to review, accept, or reject proposed change requests based on severity levels or impact to the project.

 

Change Control System. [Tools/Techniques] Often a subset of the Configuration Management System in most application areas.  It is a system of formal written procedures that define how project documentation and deliverables will be controlled, changed, approved or rejected.

 

Change Log. [Input/ Project Document] Changes that occur during the project are documented here. They should be communicated to the project team and stakeholders.

 

Change Requests.  [Output] Formal requests to expand or reduce the project scope, modify policies, processes, plans or procedures, modify costs or budgets, or revise schedules. Sources of change could come from: external event, error or omission in defining the scope of the product/project, value added change, implementing contingency or workaround plans to respond to a risk. Change requests are formally approved or rejected through the change control process and implemented only upon approval.

 

Charter. A.K.A., Project Charter [Output/Input]. 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.

 

Checklist. Items are listed together for ease to compare (e.g. list created during Risk Identification for analysis and response at a later time), or to ensure the actions associated with them are managed appropriately and not forgotten.

 

Checklist Analysis. [Tools/Techniques] A checklist developed based on historical information and knowledge.  (e.g.  the lowest level of the Risk Breakdown structure [RBS] can be used as a risk checklist.)

 

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 a disputed charge.

 

Claims Administration. [Tools/Techniques]  Document, monitor, process and manage changes (contested, requested, etc.), disputes, appeals, and claims between buyer and seller. Done throughout the contract life cycle, usually according to contract terms and conditions.

 

Closed Contracts.  The person or organization responsible for contract administration provides the seller with formal written notice that the contract has been completed.  Requirements for formal contract closure are usually defined in the terms of the contract.

 

Close Procurements. [Process] The process of completing each project procurement.

 

Close Project or Phase. [Process] The process of finalizing all activities across all of the project process groups to formally close the project or phase.  (Sometimes referred to as "Administrative Closure")

 

Closing Processes. [Process Group] Those processes performed to finalize all activities across all Project Management Process Groups for formally close the project or phase.

 

Collect Requirements. [Process] The process that documents and defines the stakeholders’ needs to meet the project objectives.

 

Closing Processes.  [Process Group] Those processes performed to finalize all activities across all Project Management Process Groups to formally close the project or phase.

 

Co-location.  [Tools/Techniques] Putting project team members in close proximity.  (Also refers to "war room" and "tight matrix.")

 

Code of Accounts. [Tool]. Any numbering system used to uniquely identify each component of the work breakdown structure.

 

Common Cause.  A source of variation that is inherent in the system and predictable. On a control chart, it appears as part of the random process variation (i.e., variation from a process that would be considered normal or not unusual), and is indicated by a random pattern of points within the control limits. Also referred to as random cause. Contrast with special cause.

 

Communication Management Plan.  [Input/Output] A document as part of the Project Management Plan that describes: communications needs and expectations for the project, how and in what format information will be communicated, when and where each communication will be made, and who is responsible for providing each type of communication.

 

Communication Methods.  [Tools/Techniques] Utilizing methods identified in the Communications Management Plan to appropriately communicate with each project stakeholder. Three examples of communication methods include: ‘Interactive Communication’ (face to face, meetings, video, phone calls), ‘Push’ (letters, faxes, emails, voice mail, etc.), and ‘Pull’ (Intranet, web sites, e-learning, etc.)

 

Communication Models.  [Tools/Techniques] How ideas or information is sent and received between two parties, defined as the sender and the receiver. The model has included the following components:  Encode, Message, Medium, Noise and Decode. To translate thoughts or ideas into a language that is understood by others is called ‘Encode.’ The ‘Message’ is the output of encoding. The method used to convey the message is called the ‘Medium.’ Anything that interferes with the transmission and understanding of the message is called ‘Noise.’ To translate the message back into meaningful thoughts or ideas is to ‘Decode.

 

Communications Requirements Analysis.  [Tools/Techniques] Analysis of the sum of the information requirements of the project stakeholders related to: project organization and stakeholders responsibility relationships, disciplines, departments, specialties, logistics (how many people and where), external information (i.e. communications with media).

 

Communications Skills.  Not the same as Project Management Communications, but is the art of communications encompassing sender/receiver models, choice of media depending on the situation, writing style, presentation techniques, and meeting management techniques.  Skill areas include: Written and oral; listening and speaking; internal and external; formal and informal; vertical and horizontal.

 

Communications Technology.  [Tools/Techniques] Technologies/methods used to transfer information back and forth among project stakeholders. Factors include: immediacy of information; availability of technology; compatibility with current staff (i.e. would they need training?); project environment (virtual or not); length of the project (i.e. obsolescence of technology before the end of the project).

 

Conduct Procurements. [Process] The process of obtaining seller responses, selecting a seller and awarding a contract.

 

Confidentiality. Usually pertaining to information of private or secret matters that must not be made known to or shared with third parties.

 

Configuration Management System.  [Tools/Techniques] A subset of the overall Project Management System. It is a collection of formal documented procedures used to apply technical and administrative direction and surveillance to: identify and document the functional and physical characteristics of a product, result, service, or component; control any changes to such characteristics; record and report each change and its implementation status; and support the audit of the products, results, or components to verify conformance to requirements.  In most application areas, the configuration management system includes the change control system..

 

Conflict Management.  [Tools/Techniques] The use of project management practices, ground rules, interpersonal skills, role definition and communications for dealing with conflict.  Project team members are initially responsible for resolving their own conflicts.  If conflict escalates, the project manager should help facilitate a satisfactory resolution.  Also addresses the sources of conflict, such as schedules, priorities, resources, etc.

 

Constraint.  [Input] The state, quality, or sense of being restricted to a given course of action or inaction. An applicable restriction or limitation, either internal or external to the project, which will affect the performance of the project or a process.  For example, a schedule constraint is any limitation or restraint placed on the project schedule that affects when a schedule activity can be scheduled and is usually in the form of fixed imposed dates.  A cost constraint is any limitation or restraint placed on the project budget such as funds available over time.  A project resource constraint is any limitation or restraint placed on resource usage, such as what resource skills or disciplines are available and the amount of a given resource available during a specified time frame.

 

Contingency Reserve. [Output/Input]. The amount of funds, budget, or time needed above the estimate to reduce the risk of overruns of project objectives to a level acceptable to the organization. Also called a reserve or a contingency allowance.

 

Contingent Response Strategies.  [Tools/Techniques] Responses designed to respond to pre-identified risks under certain predefined conditions. It is believed that there will be sufficient warning to implement the plan (i.e. triggers such as, missing intermediate milestones).

 

Contract.  [Input/Output/Project Document] 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.

 

Contract Administration.  Managing the contract and the relationship between the buyer and seller.

 

Contract Change Control System.  [Tools/Techniques] Defines the process by which the contract may be modified (includes approval levels, dispute resolution procedures, etc.). It is integrated with the integrated change control system.

 

Contract Closure.  The process of completing and settling the contract, including resolution of any open items and closing each contract.

 

Contract Closure Procedure.  Methodology developed and actions performed to deal with any issues related to contract terms and conditions to formally close all contracts associated with the completed project. 

 

Contract Documentation.  Used to perform the contract closure process. Includes: the contract, product description, requested/approved changes, deliverables, acceptance criteria, invoices, payment records, supporting schedules, seller’s performance reports, etc. 

 

Contract File.  Complete set of indexed records to be included with project files.

 

Contract Management Plan. The document that describes how a specific contract will be administered and can include items such as required documentation delivery and performance requirements.  Each contract management plan is a subsidiary plan of the Project Management Plan.

 

Contract Negotiation.   Clarification and mutual agreement on the structure/ requirements of the contract prior to the signing of the contract.  All aspects (i.e. laws, technical, business, price, authorities, responsibilities, contract financing) should be incorporated. 

 

Contract Statement of Work (SOW).  A narrative description of products, services, or results to be supplied under contract.

 

Contract Types.  [Tools/Techniques] The three "main" types of contracts include: 
1.   Fixed price or lump-sum (e.g. Purchase order):  Least risk to buyer, fixed total price, well–defined CSOW.

2.  Cost-reimbursable:  Involves payment to the seller for actual costs plus a fee for seller’s "profit."

3.  Time and material:  Hybrid of fixed price and cost-reimbursable. Cost-type arrangements are "open-ended"

 

Control.  The process of comparing actual performance with planned performance, analyzing variances, assessing trends to effect process improvements, evaluating possible alternatives, and recommending appropriate corrective action as needed.

 

Control Account (CA).  [Tools/Techniques]  A management control point where scope, budget (resource plans), actual cost, and schedule are integrated and compared to earned value for performance measurement.  Control accounts are placed at selected management points of the WBS above the work package level. Each Control Account can include one or more work packages, but work packages can be associated with only one Control Account.  Used as a basis of planning when associated work packages have not yet been planned (scope not well defined or understood). 

 

Control Charts. [Tools/Techniques] Graphic display of results, over time, of a process. The process should be adjusted only  if the item being measured is out of control.

 

Control Costs. [Process] The process of monitoring the status of the project to update the project budget and managing changes to the cost baseline.

 

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 that reflects the expected variation in the data.

 

Control Schedule. [Process] The process of monitoring the status of the project to update project progress and managing changes to the schedule baseline.

 

Control Scope.  [Process] The process of monitoring the status of the project and the product scope and managing changes to the scope baseline.

 

Corrective Action.  Recommended action as a result of a QA/QC measurement or some Monitoring and Controlling Process and implemented during Executing to bring future performance of the project in line with  the Project Management Plan.

 

Cost Management Plan.  [Input/Output] The document that contains the basis and activities for planning, forming, and controlling the costs associated with the project. It is contained in the Project Management Plan as a subsidiary plan.

 

Cost Aggregation.  [Tools/Techniques] Aggregating the estimated costs of individual schedule activities or work packages to establish a total cost baseline for measuring project performance.

 

Cost Baseline.  The approved time-phased plan plus or minus approved project scope, cost, schedule, and technical changes.  Baselines can be established for project, WBS component, a work package, or a schedule activity.

Cost-Benefit Analysis.  [Tools/Techniques]  Cost-Benefit analysis is a comparative approach and typically done during project selection.  Benefits must outweigh the costs to produce project deliverables. Part of this decision is to consider the tradeoffs.

 

Cost Control.  The process of influencing the factors that create variances, and controlling changes to the project budget.

 

Cost Change Control System.  Defined procedures integrated with the Integrated Change Control Process describing how the baseline maybe modified.

 

Cost of Quality (COQ).  [Tools/Techniques] Determining the costs incurred to ensure quality.  Prevention and appraisal costs (cost of conformance) include costs for quality planning, quality control (QC), and quality assurance to ensure compliance to requirements (i.e., training, QC systems, etc.).  Failure costs (cost of non-conformance) include costs to rework products, components, or processes that are non-compliant, costs of warranty work and waste, and loss of reputation.

 

Cost Performance Baseline. [Output/Input] The authorized time-phased Budget at Completion (BAC) used to measure, monitor, and control cost performance on the project.

 

Cost Performance Index (CPI). Measures the efficiency of cost on a project. It is the ratio of Earned Value (EV) to Actual Costs(AC). The formula: CPI= EV / AC.

 

Cost Plus Fixed Fee (CPFF). A cost reimbursable contract type where the buyer reimburses the seller for the seller’s costs as agreed to in the contract plus an agreed upon fixed fee.

 

Cost Plus Incentive Fee (CPIF). This is a reimbursable contract where the seller earns profits by meeting a pre-defined performance target in addition to any agreed upon costs according to the contract.

 

Cost Management Plan.  The processes involved in planning, estimating, budgeting, and controlling costs, so that the project can be completed within the approved budget.   

 

Cost Reporting Systems.  Record and provide the cost expended for the project. (10.3.2.5)

 

Cost Reimbursable Contract. A type of contract involving reimbursement by the buyer to the seller for the seller’s actual costs, plus a fee typically representing seller’s profit. Costs are usually classified as direct costs or indirect costs. Sometimes there are additional fees, incentive clauses, or bonuses involved depending on the type of cost reimbursable contract.

 

Cost Variance. A way to measure the cost performance on a project and a part of Earned Value Management. The formula is CV= EV - AC. It is the difference between Earned Value and Actual Cost (AC).

 

Crashing. [Tools/Techniques] Schedule compression technique of adding resources to the project in which cost and schedule tradeoffs are analyzed to determine how to obtain the creates amount of compression for the least incremental cost. Crashing usually increases cost.

 

Create WBS (Work Breakdown Structure). [Process] This process takes the project deliverables and breaks them down to smaller components which are more easily managed.

 

Criteria.  A standard of judgment or criticism; a rule or principle for evaluating or testing something.

 

Critical Activity.  Any schedule activity on a critical path in a project schedule.  Most commonly determined by using the critical path method.  Although some activities are "critical", in the dictionary sense, without being on the critical path, this meaning is seldom used in the project context.

 

Critical Chain Method.  [Tools/Techniques] Schedule network analysis technique used to modify the project schedule to account for limited resources. Mixes probabilistic and deterministic approaches to schedule network analysis.

 

Critical Path.  [Tools/Techniques] Generally, but not always, the sequence of schedule activities that determines the duration of the project. Generally, it is the longest path through the project as well as shortest time in which the project can be completed. However a critical path can end, as an example, on a schedule milestone that is in the middle of the project schedule and that has a finish-no-later than imposed date schedule constraint. A project with more than one critical path increases risk to the project.

 

Critical Path Method (CPM).  [Tools/Techniques] A Schedule Network analysis technique used to determine the amount of scheduling flexibility (or the amount of float) on the various logical network paths in the project schedule network, and to calculate the minimum total project duration.  Early Start and Early Finish dates are calculated using Forward Pass and a specified start date. Late Start and Late Finish dates are calculated by using Backward Pass and a specified completion date (sometimes is the project Early Finish date).

 

Data Date. The date up to or through which the project’s reporting system has provided actual status and accomplishments. Also called as-of date and time-now date.

 

Data Gathering and Representation Techniques.  [Tools/Techniques] Techniques used include: Interviewing (to quantify the probability and impact), probability distribution (Beta and Triangular), and expert judgment (Subject Matter Experts to validate data and techniques). 

 

Decision Tree Analysis.  [Tools/Techniques] A diagram that describes a decision under consideration and the implications of choosing one or another of the available alternatives.  It is used when some future scenarios or outcomes of actions are uncertain.  It incorporates probabilities and the costs or rewards of each logical path of events and future decisions and uses expected monetary value analysis to help the organization identify the relative values of alternate actions.

 

Decomposition. [Tools/Techniques] A planning technique that subdivides the project scope and project deliverables into smaller, more manageable components, until the project work associated with accomplishing the project scope and providing the deliverables is defined in sufficient detail to support executing, monitoring and controlling the work.

 

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.

 

Defect Repair. Formally documented identification of a defect in a project component with a recommendation to either repair the defect or completely replace the component.

 

Defect Repair Review.  Action taken by the Quality Control to ensure that product defects are repaired and brought into compliance with requirements or specifications.

 

Define Activities. [Process]  Identifying the specific activities that must be performed in order to produce the various project deliverables.

 

Define Scope: [Process] The process of developing a detailed project scope statement as the basis for future project decisions.

 

Deliverables.  [Input/Output] Any unique and verifiable product, result, or capability to perform a service that must be produced to complete a process, phase, or project.  Often used more narrowly in reference to an external deliverable, which is a deliverable that is subject to approval by the project sponsor or customer.

 

Deliverable Acceptance.  During Scope verification, documented acceptance of completed deliverables with supporting documentation received from the customer or sponsor, and acknowledging stakeholder acceptance of the project’s deliverables.

 

Delphi Technique [Tools/Techniques]. An information gathering technique used as a way to reach a consensus of experts on a subject. Experts on the subject participate in this technique anonymously through the use of blind surveys.

 

Dependency. Another name for "logical relationships" in a network diagram.  The four possible types of logical relationships are: Finish-to-Start; Finish-to-Finish; Start-to-Start; and Start-to-Finish.

 

Dependency Determination.  [Tools/Techniques] There are three types of dependencies defining the sequence among activities:  Mandatory, or inherent in the nature of the work being done and unchangeable  (hard logic), Discretionary, based upon knowledge of best practices in some application area and more flexible (preferential or soft logic), and External, involving a relationship between project activities and non-project activities (usually unwelcome).

 

Design of Experiments.  [Tools/Techniques] Statistical method that helps identify which factors might influence specific variables. Usually applies to the product.  Looking for the most desirable characteristics. Used in comparing project management tradeoffs (senior engineers cost more, but may be able to get the job done faster).

 

Determine Budget. [Process]  The process of aggregating the estimated costs of individual activities or work packages to establish the cost baseline.

 

Determine Resource Cost Rates.  Rates such as staff cost per hours, material cost per foot, etc. May be gathered from commercial databases, quotes or estimated by the team.

 

Develop Human Resource Management Plan. [Process] The process of identifying and documenting project roles, responsibilities, required skills, reporting relationships, and creating a human resources plan.

 

Develop Project Charter. [Process] The process of developing a formal document that formally authorizes a project or phase and documenting initial requirements that satisfies the stakeholders’ need and expectations.

 

Develop Project Management Plan. [Process] The process of documenting the actions necessary to define, prepare, integrate, and coordinate all subsidiary plans into a project management plan.

 

Develop Project Team. [Process] The process of improving the competencies and interaction of team members to enhance project performance.

 

Develop Qualified Sellers List.  Develop list from existing files maintained by the organization or project team will develop their own. General information is available through libraries, local associations, trade associations, etc.

 

Develop Schedule. [Process]  The process of analyzing schedule activity sequences, schedule activity durations, resource requirements, and schedule constraints to create the project schedule.

 

Diagramming Techniques.  [Tools/Techniques] Cause-and-effect diagrams, system flow charts and influence diagrams (i.e. graphical representations of a problem showing causal influences, time of events, and other relationships among variables and outcomes), Arrow Diagramming Method (ADM), Precedence Diagramming Method (PDM)  and other various network diagramming techniques.

 

Direct and Manage Project Execution. [Process] The process of executing the work defined in the project management plan to achieve the project’s requirements defined in the project scope statement.

 

Distribute Information. [Process] Making needed information available to project stakeholders in a timely manner.

 

Documentation Reviews. [Tools/Techniques] Structured reviews of project management plan and assumptions; both overall and at a detailed level.

 

Duration.  The total number of work periods (not including holidays or other non-working periods) required to complete a schedule activity or work breakdown structure component.  Usually expressed as workdays or workweeks.  Sometimes incorrectly equated with elapsed time.  Contrast with effort.  

 

Duration Estimates.  [Output/Input/Project Document] The estimated durations show how much time is required for each activity that will appear on the Project Schedule.

 

Early Finish Date (EF).  In the critical path method, the earliest possible point in time on which the uncompleted portions of a schedule activity (or the project) can finish, based on the schedule network logic, the data date, and any schedule constraints. Early finish dates can change as the project progresses and as changes are made to the project management plan.

 

Early Start Date (ES). In the critical path method, the earliest possible point in time on which the uncompleted portions of a schedule activity (or the project) can start, based on the schedule network logic, the data date, and any schedule constraints. Early start dates can change as the project progresses and as changes are made to the project management plan.

 

Earned Value (EV).  The value of completed work expressed in terms of the approved budget assigned to that work for a schedule activity or work breakdown structure component. 

 

Earned Value Management (EVM).  [Tools/Techniques] A management methodology for integrating scope, schedule, and resources, and for objectively measuring project performance and progress. Performance is measured by determining the budgeted cost of work performed (i.e., earned value) and comparing it to the actual cost of work performed (i.e., actual cost).  Progress is measured by comparing the earned value to the planned value.

 

Earned Value Technique (EVT).  [Tools/Techniques]. A specific technique for measuring the performance of work and used to establish the performance measurement baseline (PMB).

 

Economic Value Added (EVA).  A nonconventional accounting procedure that measures an operation’s "real" profitability.  (After tax profit minus the total annual cost of capital.)

 

Effort.  The number of labor units required to complete a schedule activity or work breakdown structure component.  Usually expressed as staff hours, staff days, or staff weeks.  Contrast with duration.

 

Enhance.  Strategy used in dealing with positive risks or opportunity to modify the "size" of the opportunity. It is done by identifying and enhancing the key drivers for positive impact on the project objectives.

 

Enterprise Environmental Factors.  [Output/Input] Any or all external environmental factors and internal organizational environmental factors that surround or influence the project’s success.  These factors are from any or all of the enterprises involved in the project, and include organizational culture and structure, infrastructure, existing resources, commercial databases, market conditions, and project management software. When developing the Project Charter any and all of the organization’s environmental factors and systems that surround and influence the project’s success must be considered.

 

Estimate: [Input/Output] A quantitative assessment of the likely amount or outcome. Usually applied to project costs, resources, effort, and durations and is usually preceded by a modifier (i.e., preliminary, conceptual, feasibility, order-of-magnitude, definitive). It should always include some indication of accuracy (e.g., ± x percent).

 

Estimate Activity Resources. [Process] The process of estimating the types and quantities of resources required to perform each schedule activity.

 

Estimate Activity Duration. [Process] The process of estimating the number of work periods that will be needed to complete individual schedule activities.

                                                                                            

Estimate at Completion (EAC). [Input/Output] The expected total cost of a schedule activity, a work breakdown structure component, or the project when the defined scope of work will be completed. EAC is equal to the actual cost (AC) plus the estimate to complete (ETC) for all of the remaining work. EAC = AC plus ETC. The EAC may be calculated based on

performance to date or estimated by the project team based on other factors, in which case it is often referred to as the latest revised estimate. See also earned value technique and estimate to complete.

 

Estimate Costs. [Process] The process of developing an approximation of the monetary resources needed to complete project activities.

 

Estimate to Complete (ETC). [Input/Output] The expected cost needed to complete all the remaining work for a schedule activity, work breakdown structure component, or the project. See also earned value technique and estimate at completion.

 

Ethnocentrism.  The tendency to view the traits, ways, ideas, and values observed in other cultures as invariably inferior and less natural or logical than those of one's own group.

 

Evaluation Criteria.  Developed and used to score and rate proposals.  Can be subjective or objective.  Should be included in bid documents to give the seller a better understanding of the buyer’s needs.

 

Exception Report. Document that includes only major variations from the plan (rather than all variations).

 

Execute. Directing, managing, performing, and accomplishing the project work, providing the deliverables, and providing work performance information.

 

Executing Processes [Process Group]. Those processes performed to complete the work defined in the project management plan to accomplish the project’s objectives defined in the project scope statement.

 

Event. Something that happens, an occurrence, an outcome.

 

Expectancy Theory.  The worker is motivated to perform their duties because they expect a "desired reward" when they successfully complete the task.  The type of reward expected may change over time.  (Credited to Victor Vroom.)

 

Expected Monetary Value (EMV) Analysis. A statistical technique that calculates the average outcome when the future includes scenarios that may or may not happen. A common use of this technique is within decision tree analysis. Modeling and simulation are recommended for cost and schedule risk analysis because it is more powerful and less subject to misapplication than expected monetary value analysis.

 

Expert Judgment.  [Tools/Techniques] Provided by groups or individuals with specialized knowledge or training in an application/knowledge area, discipline, or industry.  Such experts could come from other units from within the performing organization, consultants, stakeholders, customers, professional and technical associations, industry groups, etc.

 

Exploit.  Strategy used dealing with positive risks or opportunities. It is used to ensure that the opportunity is realized (i.e. add more talented resources to reduce completion time).

  

Expected Monetary Value Analysis (EMV).  A statistical technique that calculates the average outcome when the future includes scenarios that may or may not happen.  A common use of this technique is within decision tree analysis.  Modeling and simulation are recommended for cost and schedule risk analysis because it is more powerful and less subject to misapplication that expected monetary value analysis.

 

Facilitated Workshops. [Tools/Techniques] Workshops are well focused groups that bring together essential stakeholders from a cross section of functional groups to help define product requirements. They are interactive and in most cases driven to impartiality by a group facilitator. There are different methods of facilitated workshops depending on industry application. For example, JAD (Joint Application Development) in the software field and QFD (Quality Function Deployment) in manufacturing.

 

Failure Mode and Effect Analysis (FMEA). [Tools/Techniques] An analytical procedure in which each potential failure mode in every component of a product is analyzed to determine its effect on the reliability of that component and, by itself or in combination with other possible failure modes, on the reliability of the product or system and on the required function of the component; or the examination of a product (at the system and/or lower levels) for all ways that a failure may occur. For each potential failure, an estimate is made of its effect on the total system and of its impact. In addition, a review is undertaken of the action planned to minimize the probability of failure and to minimize its effects.

 

Fast Tracking. [Tools/Techniques] Doing more activities in parallel to compress the duration of the project schedule without changing the project scope. Normally results in rework, increases risk and requires more attention to communication.    

 

Final Product, Service or Result.  [Output] Formal  acceptance and handover of the final product, service or result, including receipt of a formal statement that the terms of the contract have been met, that the project was authorized to produce. 

 

Finish-to-Finish (FF). The logical relationship where completion of work of the successor activity cannot finish until the completion of work of the predecessor activity. See also logical relationship.

 

Finish-to-Start (FS). The logical relationship where initiation of work of the successor activity depends upon the completion of work of the predecessor activity. See also logical relationship.

 

Firm-Fixed-Price (FFP) Contract. 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 costs.

 

Fixed-Price-Incentive-Fee (FPIF) Contract. 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.

 

Fixed-Price or Lump-Sum Contract. A type of contract involving a fixed total price for a well-defined product. Fixed-price contracts may also include incentives for meeting or exceeding selected project objectives, such as schedule targets. The simplest form of a fixed price contract is a purchase order.

 

Float. Also called slack. See total float and see also free float.

 

Focus Groups. [Tools/Techniques] A focus group is a form of qualitative research in which a group of people are asked about their attitude towards a product, service, concept, advertisement, idea, or packaging. Questions are asked in an interactive group setting where participants are free to talk with other group members.

 

Flowcharting.  [Tools/Techniques] Any graphical representation of a process  that shows how various elements of a system interrelate. Can help the project team anticipate where and what quality problems might occur.

 

Force Majeure. A situation that is referred to as an act of God (e.g. fire, storm, hurricane, earthquake, etc). Typically, it is an allowable excuse for either party not meeting contract requirements. It is usually resolved through the seller being given an extension of time on the contract.

 

Forecasts. [Output/Input/Project Document] Estimates which have been calculated in advance.

 

Forecasted Completion.  Estimate how much the project will cost at completion (EAC), or how much will it cost to complete (ETC).

 

Forward Pass. The calculation of the early start and early finish dates for the uncompleted portions of all network activities.

 

Forecasting/ Forecasts.  [Tools/Techniques] Estimates or predictions of conditions and events in the project’s future based on information and knowledge available at the time of the forecast. Forecasts are based on past work performance information and expected future performance and how this could impact the project’s estimate at completion or estimate to completion.

 

Formal Acceptance Documentation. Documents providing the formal confirmation that the product, service or result of the project has been accepted by the customer or sponsor.

 

Free Float (FF). The amount of time that a schedule activity can be delayed without delaying the early start of any immediately following schedule activities. See also total float.

 

Functional Manager. Someone with management authority over an organizational unit within a functional organization. The manager of any group that actually makes a product or performs a service. Sometimes called a line manager.

 

Functional Organization.  A hierarchical organization where each employee has one clear superior, staff are grouped by areas of specialization, and managed by a person with expertise in that area.

 

Funding Limit Reconciliation.  [Tools/Techniques]  Expenditures are periodically compared and reconciled with funding limits set by the customer or the performing organization (i.e. resource leveling maybe used to smooth large variations).

 

General Management Skills.  Soft skills: Leading, communicating, negotiating, problem solving, influencing the organization.

 

Gantt Chart. [Tools/Techniques]. 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 as date-placed horizontal bars.

 

Ground Rules. [Tools/Techniques]  A list of acceptable and unacceptable behaviors adopted by a project management team to improve working relationships, effectiveness, and communication.

 

Group Creativity Techniques. [Tools/Techniques] Examples would be brainstorming, nominal group voting techniques, Delphi technique, idea/mind mapping for consolidation, and affinity diagrams for sorting ideas into groups for further analysis.

 

Group Decision Making Techniques. [Tools/Techniques] The process of assessing multiple options with an expected outcome resulting in future actions resolution. Unanimity, Majority, Plurality, Dictatorship are examples.

 

Hammock Activity. Summary activity.

 

Situational Management II. (Hersy Blanchard ) The effectiveness of the leader depends on how his or her leadership style interrelates with the situation. See PM Mentors Workbook for details.

 

Hierarchy of Needs Theory.  (Abraham Maslow)  5 levels from top to bottom:  Physiological, Safety, Social, Esteem, and Self Actualization.  This theory states that the needs of each level must be fulfilled before the person can go on to fulfilling the needs of the next level.

 

Histogram. [Tools/Techniques]  Bar chart showing distribution of variables, the characteristics of a problem, and relative frequency of occurrence to help identify the cause of problems in a process by the shape and width of the distribution.

 

Historical information.  Documents and data on prior projects including project files, records, correspondence, closed contracts, and closed projects.

 

Historical Relationships.  [Tools/Techniques] Parametric and analogous estimates rely on parameters based on known historical information. Analogous and parametric models are likely to be more accurate when the historical information they are based on is true and correct, when the parameters used for the estimates are provable, and when the models can work for both any size project (i.e., they are scalable.)

 

Human Resource Plan [Output/Input] The human resource plan documents project roles and responsibilities, project organization charts, and includes or sometimes is a subsidiary of the staffing management which includes the timetable for staff acquisition and release.

 

Hygiene Theory.  (Frederick Herzberg)  Includes Hygiene Factors: (minimum requirements for workers): Administrative policies, working conditions, salary, personal life, peers, superior, subordinate relationships, status, security.  Motivating Agents (cause workers to want to go the "extra mile"):  Recognition, work content, responsibility, and professional growth.

 

Identify Risks. [Process] The process of determining which risks may affect the project and documenting their characteristics.

 

Identify Stakeholders. [Process]  The process of identifying all the people or organizations impacted by the project, and documenting relevant information regarding their interests, involvement and impact on the project.

 

Independent Estimates. [Tools/Techniques] Using an impartial third party to conduct estimates can sometimes help understand if the scope was properly understood internally.

 

Imposed Date.  A date for an activity or stated milestone which is fixed. Usually within the confines of "start no earlier than" or start no later than."

 

Influence Diagram. [Tools/Techniques]  A graphical representation of situations showing causal influences, time ordering of events, and other relationships among variables and outcomes.

 

Initiating Processes. [Process Group] Those processes performed to define a new project of phase of an existing project by obtaining authorization to start the project or phase.

 

Incentives. Benefits the seller receives for aligning with the buyer’s objectives of time, cost, quality, risk and performance (referred to as synchronization).

 

Indemnification (liability). To protect against or keep free from, loss or damage. Should specify which party is liable for personal injury, damage and accidents.

 

Independent Contractor. The seller is not an employee of the buyer (stated in the contract).

 

Independent Estimates.  Estimates provided by the procuring organization. A sanity check "should –cost" estimate.

 

Information Distribution Tools.  [Tools/Techniques] May include project meetings, hard copies, e-mails, databases, websites, portals, software, faxes, e-mails, and voice mails.

 

Information Gathering Techniques. [Tools/Techniques] Brainstorming possible risks, interviewing, root cause identification, Delphi technique, Strength, Weakness, Opportunity and Threat (SWOT) analysis.

 

Information Presentation Tools.  Software packages used to make presentations. Includes, table reporting, spreadsheet analysis, graphic capabilities, etc.

 

Information Retrieval Systems.  May include manual filing systems, electronic databases, project management software, and repositories for project related information.

 

Information Technology.  Used to increase the effectiveness and efficiency of the contract administration process (i.e. automated records management, electronic data exchange between buyer and seller, etc.).

 

Initiating Processes.  Those processes performed to authorize and define the scope of a new phase or project or that can result in the continuation of halted project work. A large number of the initiating processes are typically done outside the project’s scope of control by the organization, program, or portfolio processes and those processes provide input to the project’s initiating processes group.

 

Input. [Process Input] Any item required by a process in order for that process to progress. I could be an output from a previous process.

 

Inspection.  [Tools/Techniques] Measuring, examining, verifying and testing.  Undertaken to determine whether an activity, component, product, result or service conforms to specified requirements. (Review, Audit, Product Reviews, Walk-Through)

 

Inspection and Audits.  Conducting inspections and audits, which are mutually agreed upon in the contract, to gauge seller’s performance.

 

Intellectual property.  Legal ownership rights such as patents, trademarks, copyrights, processes, etc. It is used in connection with or developed as part of the contract, along with certain warranties to use certain intellectual properties in performance of the contract.

 

Integrated Change Control.  The process of reviewing all change requests, approving changes and controlling changes to deliverables and organizational process assets.

 

Internet Search.  [Tools/Techniques] Researching using the Internet.

 

Interpersonal Skills [Tools/Techniques]  Often called "soft skills." Empathize, anticipate the needs of, acknowledge the concerns of, and follow up with the team.

 

Interviews. [Tools/Techniques] Used to gather information. Formal and Informal.

 

Invitation for Bid (IFB). Generally this term is the same as "Request for Proposal" (RFP) However, in some environments it may have a more narrow or slightly different meaning.

 

Invoicing. Billing, charges or fees for an itemized list of goods sold or services rendered by the seller to the buyer.

 

Ishikawa’s Seven Basic Tools of Quality. Seven quality tools recognized by quality management gurus to solve most quality problems and attributed to Kaoru Ishikawa for their importance and recognition. They are: cause and effect diagrams, often referred to as Ishikawa diagrams,  control charts,  flowcharting, histograms,  Pareto charts, run charts, and scatter diagrams.

 

Issue. A point or matter in question or in dispute, or a point or matter that is not settled and is under discussion or over which there are opposing views or disagreements.

 

Issue Log. [Tools/Techniques/Project Document] Written log, documenting the person responsible for resolving specific issues. Helps the team monitor issues until resolved.

 

Kickoff Meetings.  "Kickoff Meetings" should be held after the Project Management Plan has been approved.  ("Project Kickoff Meetings" may also be held after the Project Charter has been approved.)  The appropriate stakeholders should be invited to the meetings.  Kickoff meetings are beneficial for project team communication, helping ensure a common understanding, team-building, and clarification of roles and responsibilities prior to execution of the project.

 

Knowledge Area Process. An identifiable project management process within a knowledge area.

 

Lag.  [Tools/Techniques] A modification of a logical relationship that directs a delay in the successor activity.  

 

Late Finish Date (LF). In the critical path method, the latest possible point in time that a schedule activity may be completed based upon the schedule network logic, the project completion date, and any constraints assigned to the schedule activities without violating a schedule constraint or delaying the project completion date. The late finish dates are determined during the backward pass calculation of the project schedule network.

 

Late Start Date (LS). In the critical path method, the latest possible point in time that a schedule activity may begin based upon the schedule network logic, the project completion date, and any constraints assigned to the schedule activities without violating

a schedule constraint or delaying the project completion date. The late start dates are determined during the backward pass calculation of the project schedule network.

 

Lead.  [Tools/Techniques] A modification of a logical relationship that allows an acceleration of the successor activity.

 

Lessons Learned. [Input/Output]. The learning gained from the process of performing the project. Lessons learned may be identified at any point. Also considered a project record, to be included in the lessons learned knowledge base.

 

Lessons Learned Knowledge Base.  What went well?  What could been done differently?  The causes of the variances, the reasoning behind the corrective action chosen, and other types of lessons learned should be documented so that they become part of the historical database for this project and other projects of the performing organization.  Lessons learned may be identified at any point.  The database is also the basis of knowledge management.

 

Letter of Intent. A letter stating that the buyer intends to hire the seller. It is not a contract and is usually not legally binding.

 

Liquidated damages. Estimated damages for specific defaults (usually from a default by the seller). Remedies for default should be specifically stated in the contract. 

 

Log.  A document used to record and describe or denote selected items identified during execution of a process or activity. Usually used with a modifier, such as issue, quality control, action, or defect.

 

Logical Relationship.  A dependency between two project schedule activities, or between a project schedule activity and a schedule milestone. See also precedence relationship. The four possible types of logical relationships are: Finish-to-Start; Finish-to-Finish; Start-to-Start; and Start-to-Finish.

 

Make-or-buy Analysis.   [Tools/Techniques] A general management technique used to determine whether to produce a product or service in house or purchase from outside the performing organization.

 

Make-or-buy Decisions. [Outputs/Inputs] The documented decisions of what project products, services, or results will be either be acquired outside of the project organization or will be developed by the project team.

 

Manage Project Team.  [Process] The process of tracking team member performance, providing feedback, resolving issues, and coordinating changes to enhance project performance.

 

Manage Stakeholder Expectations. [Process] The process of managing communications to satisfy the requirements of stakeholders, meeting their needs,  and resolving issues as they arise.

 

Management skills. [Tools/Techniques]  Talents inherently required of managers; including, but not limited to, organizational, time management, presentation, negotiation, communication and writing skills.

 

Management requirements. Requirements established by senior management for each project to accomplish meeting attendance, approval of staff, etc.

 

Master Schedule. [Tools/Techniques] A summary-level project schedule that identifies the major deliverables and work breakdown structure components and key schedule milestones.

 

Material Breach.  A breach so large that it may not be possible to complete the work under the contract.

 

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.

 

McClelland’s Theory.  According to McClelland’s theory, their needs can be "shaped/acquired" over time.  McClelland used the Thematic Appreciation Test (TAT) to assess the individual needs of people.  The test uses pictures that the subject responds to develop "their own spontaneous story" which provides insight as to the needs they aspire to. 1) Achievement: "They have the need to achieve."  High achievers should be given challenging projects, but reachable goals.  They have a need to achieve, but it must be perceived as being possible (i.e. approximately 50% likelihood).  Money can be an effective form of feedback, but not as important as a motivator.  2) Affiliation: People that have a high need for affiliation perform best in cooperative environments.  The tend to conform more to the norms of the group and "go with the flow."  2) Power: Categorized as either personal power or institutional power.  Both have a need to direct others, however, those who need institutional power are more effective in the organization than those who have the need for personal power.

 

Methodology.  A system of practices, techniques, procedures, and rules used by those who work in a discipline.

 

Milestone.  A significant point or event in the project. Has no duration.  A scheduled event used to measure progress.

 

Milestone Chart.   Primarily used for senior management and stakeholders to depict only the milestones in a project.

 

Milestone List.  [Output/Input/Project Document] This is a list of significant events in the project and indicates whether the milestone is optional or mandatory- possibly because it is a contract stipulation.

 

Milestone Schedule.  [Tools/Techniques] A summary-level schedule that identifies the major schedule milestones. See also master schedule.

 

Mitigate.  Strategy used in dealing with negative risks or threats. Utilized in seeking to reduce (lower) the probability and or consequence of an adverse risk event to an acceptable threshold.  When probability cannot be reduced, a back-up could be built to address the impact.

 

Modeling and Simulations.  Techniques used to iterate the project cost, project schedule or project risk using input values selected at random from probability distributions (i.e. Monte Carlo Analysis).

 

Monitor. Collect project performance data with respect to a plan, produce performance measures, and report and disseminate performance information.

 

Monitor and Control Project Work.  [Process] The process of tracking, reviewing, regulating the progress to meet the performance objectives defined in the project management plan.

 

Monitor and Control Risks. [Process] The process of putting into action response plans to risks, tracking all risks which have been identified, monitoring secondary risks, identifying new risks, and evaluating how the risk process is working for the length of the project.

 

Monitor and Control Processes. [Process Group]. A collection of monitoring processes performed to measure and monitor each knowledge area so corrective action can be taken when necessary to control the execution of the phase or project.

 

Monte Carlo Analysis.  A technique that computes, or iterates, the project cost or project schedule many times using input values selected at random from probability distributions of possible costs or durations, to calculate a distribution of possible total project cost or completion dates.  (Requires a computer.)

 

Near-Critical Activity. A schedule activity that has low total float. The concept of near critical is equally applicable to a schedule activity or schedule network path. The limit below which total float is considered near critical is subject to expert judgment and varies from project to project.

 

Negotiations.  Talks with project management team and functional managers or others to procure staff and other resources.

 

Negotiation. [Tools/Techniques] A strategy of conferring with parties of shared or opposite interests with the goal of reaching an agreement or compromise.

 

Network Logic. The collection of schedule activity dependencies that makes up a project schedule network diagram.

 

Network Path. Any continuous series of schedule activities connected with logical relationships in a project schedule network diagram.

 

Network Templates.  Standardized networks and sub-networks (fragnets) can expedite the preparation of networks of schedule activities.

 

Networking.   [Tools/Techniques] Developing relationships with persons who may be able to help in reaching objectives.

 

Node.  One of the defining points of a schedule network; a junction point joined to some or all of the other dependency lines.

 

Notice. Certain correspondence is sent to contractors regarding specific issues. It is typically detailed in the  contract.

 

Objective.  Something toward which work is to be directed, a strategic position to be attained, or a purpose to be achieved, a result to be obtained, a product to be produced, or a service to be performed.

 

Observations. [Tools/Techniques] A direct way to view how individuals work in their environment and how they carry out tasks or perform processes. Sometimes called "job shadowing."

 

Observation and Conversation.  [Tools/Techniques] To monitor work and interpersonal issues that may impact the project.

 

One-Time Estimating. Uses only one most likely estimate. Increases chances of padding, inaccuracy and uncertainty.

 

Opportunity. A condition or situation favorable to the project, a positive set of circumstances, a positive set of events, a risk that will have a positive impact on project objectives, or a possibility for positive changes.

 

Organizational Breakdown Structure (OBS) [Tools/Techniques]. A hierarchically organized depiction of the project organization arranged so as to relate the work packages to the performing organizational units. (Sometimes OBS is written as Organization Breakdown Structure with the same definition.)

 

Organizational Chart.  Graphic display of project reporting relationships.

 

Organizational Chart and Position Description.  [Tools/Techniques] A method for depicting interrelationships among a group of persons working together toward a common objective.  Formats include hierarchical, matrix, etc.  Helps ensure that each work package has been assigned an owner.

 

Organization Planning.  Identifying, documenting, and assigning project roles, responsibilities, and reporting relationships.

 

Organizational Process Assets. [Input/Outputs] Any or all process related assets, from any or all of the organizations involved in the project that are or can be used to influence the project’s success.  These process assets include formal and informal plans, policies, procedures, and guidelines. The process assets also include the organization’s knowledge bases such as lessons learned and historical information.

 

Organizational Structure.  [Project Documents] An Enterprise Environmental Factor which can affect how resources are allocated and how a project is conducted. They are typically categorized as Functional, Matrix, and Projectized. Matrix organizations are further broken down to Weak, Balanced and Strong.

 

Organizational Theory.  [Tools/Techniques] Substantial body of literature related to how organizations should be structured.

 

Output. [Process Output] A product result, or service generated by a process. May be an input to a successor process.

 

Outputs from Planning Processes. [Input] An input to Develop Project Management Plan.

 

Ownership. The party that will own the tangible items (materials, buildings, equipment)used in connection with or developed as part of the contract.

 

Parametric Estimating. [Tools/Techniques]  Uses a mathematical model based on relationship between historical data and other variables (e.g. lines of code in software or square footage in construction) to calculate estimates for activity characteristics (parameters) such as scope, cost, budget and duration.  Regression analysis (scatter diagram) and Learning Curve are two examples.

 

Pareto Chart.  [Tools/Techniques] A type of histogram (vertical bar chart), ordered by frequency of occurrence, that shows how many results were generated by each identified cause.

 

Parkinson’s Law.  Work expands so as to fill the time available for its completion.

 

Path Convergence. The merging or joining of parallel schedule network paths into the same node in a project schedule network diagram. Path convergence is characterized by a schedule activity with more than one predecessor activity.

 

Path Divergence. Extending or generating parallel schedule network paths from the same node in a project schedule network diagram. Path divergence is characterized by a schedule activity with more than one successor activity.

 

Payments. Monetary agreements transferred from buyer to seller for services or products produced by seller as agreed upon in the contract. Be aware of payment management questions, i.e. if the seller distributes inaccurate invoices the buyer could only stop payment on the disputed amounts, after notification to the seller of the dispute.

 

Payment Schedules and Requests.  Assumes that the project is using an external payment system. If it were internal, it would be "payment"

 

Payment Systems. [Tools/Techniques] Accounts payable system to pay the seller.  (Review, approve, and pay.)

 

Percent Complete (PC).  An estimate, expressed as a percent, of the amount of work that has been completed on an activity or work breakdown structure component.

 

Performance Information Gathering and Compilation.  Information gathered and compiled from electronic databases, project management software, manual filing systems, etc.

 

Perform Integrated Change Control. [Process] The process of reviewing all change requests, approving changes, and managing changes to the deliverables, organizational process assets, project documents, and project management plan.

 

Perform Qualitative Risk Analysis.  [Process] The process of prioritizing risks for further analysis or action by assessing and combining their probability of occurrence and impact on project objectives.

 

Perform Quality Assurance.  [Process] Applying planned, systematic, quality activities (such as audits, peer reviews) to ensure that the project will employ all processes to satisfy all relevant quality standards.

 

Performance Measurements. The performance measurement baseline integrates scope, schedule, cost, and quality parameters of a project.   Project execution is compared and deviations are measured for management control. The calculated variances are documented and communicated to stakeholders.

 

Performance Measurement Analysis.  Assessing the magnitude of variances (i.e. EVM)

 

Performance Measurement Baseline. An approved integrated scope-schedule-cost plan for the project work against which the project execution is compared to measure and manage performance. Technical and quality parameters may also be included. It is included in the Project Management Plan.

 

Perform Quality Control.  [Process] Monitoring specific project results to determine if they comply with relevant quality standards and identify ways to eliminate causes of unsatisfactory performance.

 

Perform Quantitative Risk Analysis. [Process] Numerically analyzing and measuring the probability and impact of identified risks on project objectives.

 

Performance Reports. [Input/Output/Project Document] Documents and presentations that provide organized and summarized work performance information, earned value management parameters and calculations, and analyses of project work progress and status. Common formats for performance reports include bar charts, S-curves, histograms, tables, and project schedule network diagram showing current schedule status.

 

Performance Reviews. [Tools/Techniques] This is a structured review of the seller’s progress to perform or deliver the agreed-upon goods or services for quality, cost and schedule as agreed upon in the contract.

 

Phase. A project phase.

 

Plan Communications.  [Process] The process of determining the information and communications needs of the project stakeholders; who they are, what is their level of interest and influence on the project, who needs what information, when will they need it, and how it will be given to them.

 

Plan Human Resources.  [Process] The process of identifying and documenting project roles, responsibilities and reporting relationships, as well as creating the Human Resources Plan.

 

Plan Quality. [Process] Identifying which quality standards are relevant to the project and determining how to satisfy them.

 

Plan Quality and Perform Quality Control tools and techniques  [Tools/Techniques] The tools and techniques used in the Plan Quality and Perform Quality Control Processes.

 

Plan Procurements.  [Process] The process of determining what to purchase or acquire, and determining when and how to do so.

 

Plan Risk Management. [Process] The process of defining how to conduct risk management activities for a project.

 

Plan Risk Responses. [Process] The process of developing options and actions to enhance opportunities and to reduce threats to project objectives.

 

Planned Value (PV). The authorized budget assigned to the scheduled work to be accomplished for a schedule activity or work breakdown structure component. Also referred to as the budgeted cost of work scheduled (BCWS).

 

Planning meeting and analysis  [Tools/Techniques] Meetings conducted for the purpose of evaluating risks to the project and developing a Risk Management Plan.

 

Planning Component.  A branch of the WBS component is used to develop the WBS at a high level when project scope cannot be sufficiently defined to decompose to the work package level. Two planning components are, Planning Package, and Control Account.

 

Planning Package.  WBS component below the control account with known work content but without detailed schedule activities.

 

Planning Processes. [Process Group] Those processes performed to define and mature the project scope, develop the project management plan, and identify and schedule the project activities* that occur within the project.

 

Point of Total Absorption.  A pricing (cost) strategy:  Long-term costs = absorption cost.  For long-term pricing, cost may be defined as absorption cost (e.g. direct materials, direct labor, variable manufacturing overhead, and fixed manufacturing overhead).  Stresses that all elements of production must be recovered in the selling price.  Data should be readily available because the absorption cost is used for valuing inventory on the balance sheet.

 

Point of Total Acceptance.  Refers to the point at which a deliverable is accepted.  The following two types of risks are associated with the point of total acceptance:

• Seller's risk--also called risk of a type I error. The probability that an acceptance plan will erroneously reject acceptable quality level (AQL) material or construction with respect to a single acceptance quality characteristic. It is the risk the contractor or producer takes in having AQL material or construction rejected.
• Buyer's risk--also called risk of a type II error. The probability that an acceptance plan will erroneously fully accept (100 percent or greater) rejectable quality level (RQL) material or construction with respect to a single acceptance quality characteristic. It is the risk the highway agency takes in having RQL material or construction fully accepted. [The probability of having RQL material or construction accepted (at any pay) may be considerably greater than the buyer's risk.]

Point of Total Assumption.  Point at which the share ratio ceases to operate and $1 of added costs results in $1 of decreased payment to the contractor.  Formula:  (ceiling price - target price)/share of overrun) + target cost

 

Portfolio. A collection of projects or programs and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives. The projects or programs of the portfolio may not necessarily be interdependent or directly related.

 

Portfolio Management.  [Tools/Techniques] The centralized management of one of more portfolios, which includes identifying, prioritizing, authorizing, managing and controlling projects, programs and other related work to achieve specific strategic business objectives.

 

Practice.  A certain kind of business or managerial activity that adds to the execution of a process and may use one or more tools and/or techniques.

Pre-assignment.  [Tools/Techniques] Sometimes, project staff may be pre-assigned if the project is the result of a competitive proposal and specific staffs were promised on the project. Pre-assignments are also done if, it is an internal project and staff assignments were defined within the Project Charter.

Precedence Diagramming Method (PDM).  [Tools/Techniques] Most popular schedule network diagramming method in which schedule activities are represented by boxes (or nodes), and linked by one or more logical relationships to show the sequence of the activities to be performed.

 

Precedence Relationship. See "Logical Relationship."

 

Predecessor Activity. The schedule activity that determines when the logical successor activity can begin or end.

 

Prioritized List of Quantified Risks.  List of those risks that pose the greatest threat to the project.

 

Probabilistic Analysis of the Project.  Forecasting potential project schedule and cost results, listing the possible completion dates or project duration and costs, with confidence levels.

 

Probability of Achieving Time and Cost Objectives.  Probability of achieving the project objectives under the current plan and with current knowledge.

 

Probability and Impact Matrix. [Tools/Techniques] Risk rating methodology used to rate risks by combining two dimensions of risk; its probability of occurrence and its impact if it does occur.  (Scales often include Very High, High, Medium, Low, and Very Low.) 

 

Procedures for dealing with conforming or non-conforming deliverables.  Process is defined in the contract terms and condition.

 

Process Analysis.  [Tools/Techniques] Identifies needed improvements from an organizational and technical standpoint (I.e. root cause analysis). Used to take preventive actions for similar problems.

 

Process Improvement Plan. [Output/Input] A "sub-plan" of the Project Management Plan that increases customer value by identifying/addressing waste. (I.e. process metrics, process configuration, process boundaries, etc).

 

Procurement Audits.  Structured review of the procurement process from plan purchases and acquisitions process through contract administration.  Used to identify successes and failures that warrant investigation/recognition/reporting, etc.

 

Procurement Documents. [Input/Output/Project Documents] Used for seeking proposals from prospective sellers; (RFP – Request for Proposal), (RFQ – Request for Quote), (IFB Invitation for Bid), "Bid" and "Quotation", etc. Should include SOW (Statement of Work). Should be "enough" to get the job done.

 

Procurement Negotiations. [Tools/Techniques] Negotiations help buyers and sellers come to agreed upon terms for contracts.

 

Procurement Management Plan.  [Input/Output] Describes how the procurement process will be managed from developing procurement documentation through contract closure.

Descriptions include:

1.     Type of contract to be used

2.     If independent estimates will be needed as evaluation criteria, then, who will prepare them and when.

3.     What actions the procurement department/project management team will take.

4.     Information on standardized procurement documentation.

5.     How multiple providers will be managed?

6.     How procurement will be coordinated with other projects, etc. Informal or formal, highly detailed or broadly framed, based on the needs of the project.

 

Procurement Statements of Work.  [Output/Input] Each procurement has it’s own statement of work which is developed from the project scope baseline. The scope for that contract is given in enough detail to let prospective sellers understand whether they can provide the goods and/or services to comply with the contract’s requirements.

 

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 materiel and goods. Contrast with result and service.

 

Product analysis.  Techniques for translating project objectives into tangible requirements and deliverables, such as systems engineering, value analysis, product breakdown analysis, quality functionality and deployment.

 

Product Life Cycle.  A collection of generally sequential, non-overlapping product phases whose name and number are determined by the manufacturing and control needs of the organization. The last product life cycle phase for a product is generally the product’s retirement. Generally, a project life cycle is  contained within one or more product life cycles.

 

Product Scope. The features and functions that define a product, service or result.

 

Program.  A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.  Programs usually include elements of related work outside of the scope of the discrete projects in the program.

 

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 centralized coordinated management of a program to arrive at the program’s targeted benefits and purposes.

 

Progress reporting.  Project progress report includes current schedule status (such as start and finish dates) and the remaining durations for unfinished schedule activities (i.e. Bar or Gantt charts). Reports could be electronic or paper-based. 

 

Progressive elaboration.  [Tools/Techniques] Continuously improving and detailing a plan as more detailed and specific information and more accurate estimates become available as the project progresses, and thereby producing more accurate and complete plans that result from the successive iterations of the planning process.

 

Project.  A temporary endeavor undertaken to create a unique product, service, or result.

 

Project Calendar.   A calendar with established activity dates that shows working and idle dates.  Updated to reflect any approved changes.

 

Project Charter.  [Input/Output] 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 Closure Documents.  Documents formalizing the procedures for transferring both the incomplete and completed deliverables of both a completed or cancelled project to others (e.g. the operations group).

 

Project Communications Management.  [Knowledge Area] A subset of project management that includes the processes required to ensure proper collection and dissemination of project information.  It consists of Communications Planning, Information Distribution, Performance Reporting, and Manage Stakeholders.

 

Project Cost Management.  [Knowledge Area] A subset of project management that includes the processes involved in planning, estimating, budgeting and controlling costs so that the project can be completed within the approved budget.  It consists of cost estimating, cost budgeting, and cost control.

 

Project Documents. [Output] Project documents are used to assist the Project Manager but are not a part of the Project Management Plan.  See the PMM PMI Certification Preparation Kit Workbook for a generous list.

 

Project Document Updates. [Output] Project documents which are affected at the outcome of a process need to be updated. This is a standard output in the ITTOs and could relate to any number of project documents affected by any change in the project .

 

Project Funding Requirements.  [Outputs/Inputs/Project Documents] Total and periodic (i.e. annual or quarterly) project funding requirements are derived from the cost baseline.  Adjusted for cost overruns or early progress.

 

Project Human Resource Management. [Knowledge Area] Includes the processes that organize and manage stakeholders, including the project team.

 

Project Initiation.  Launching a process that can result in the authorization of a new project.

 

Project Integration Management.  [Knowledge Area] A subset of project management that includes the processes and activities required to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups. It consists of Develop Project Charter, Develop Project Management Plan, Direct and Manage Project Execution, Monitor and Control Project Work, Perform Integrated Change Control, and Close Project or Phase.

 

Project Files.  Documents and records generated from project activities. E.g. Risk Registers, baselines, project calendars, etc.

 

Project Human Resource Management.  A subset of project management that includes the processes that organize and manage the project team.  It consists of Human Resource Planning, Acquire Project Team, Develop Project Team, and Manage Project Team.

 

Project Life Cycle.  A collection of generally sequential project phases whose name and number are determined by the control needs of the organization or organizations involved in the project.  A life cycle can be documented with a methodology^.

 

Project Management.  The application of knowledge, skills, tools, and techniques to project activities in order to meet project requirements.

 

Project Management Body of Knowledge (PMBOK).  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 material.  The PMBOK is constantly evolving.

 

Project Management Estimating Software.  [Tools/Techniques] Computerized spreadsheets, simulation, and statistical tools used to help estimate costs.

 

Project Management Information System.   [Tools/Techniques] A repository of tools, techniques, processes, methodologies, procedures to gather, integrate, refine, facilitate, and disseminate the outputs of the Project Management processes. Outputs could include for example, Charter, Project Management Plan, etc.  PMIS could comprise of both automated and manual systems.

 

Project Management Methodology.  A project management methodology defines a set of Project Management Process groups, their related processes and the related control functions that are consolidated and combined into a functioning unified whole.  This could be a formal mature process or an informal technique that aids a project management team in effectively developing a Project Charter.

 

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 body or entity assigned various responsibilities related to the centralized and coordinated management of those projects under its domain. The responsibilities of a PMO can range from providing project management support functions to actually being responsible for the direct management of a project. See also program management office.

 

Project Management Plan.  [Input/Output]  A formal, approved document that is used to manage project executing, monitoring and controlling. It also defines what the project is and what it is not. It comprises of one or more subsidiary management plans and other planning documents.

 

Project Management Plan Updates.  [Output] Updates to the Project Management Plan as it or any of it’s subsidiary plans or baselines change.

 

Project Management Processes.  42 Processes are required to be performed sequentially on any given project. These processes are divided into five groups, Initiating, Planning, Executing, Monitoring and Controlling and Closing. These five process groups have clear internal dependencies and must be performed sequentially, regardless of the application area or specific project life cycle. These Project Management Processes are unique to Project Management. These processes are not project phases.

 

Project Management Software.  [Tools/Techniques] Software designed to aid in project planning, controlling, scheduling, cost estimating, etc (e.g., MS Project, Prima Vera, etc.). 

 

Project Management System. [Tools/Techniques] The aggregation of the processes, tools, techniques, methodologies, resources, and procedures to manage a project.

 

Project Manager (PM).  The person assigned by the performing organization to achieve the project objectives.  Has the primary responsibility for executing the project.

 

Project Organization Chart. [Input/Output] A chart that shows all of the project team members and how they relate to each other in a hierarchical way.

 

Project Organizational Structure. [Project Document]  An Enterprise Environmental Factor which can affect how resources are allocated and how a project is conducted. They are typically categorized as Functional, Matrix, and Projectized. Matrix organizations are further broken down to Weak, Balanced and Strong.

 

Project Performance Appraisal. [Tools/Techniques]  Formal or informal appraisals to provide feedback, provide further training and or deal with unresolved issues.

 

Project Performance Reviews. Meetings held to review performance reports in conjunction with performance-reporting techniques (i.e. variance analysis, trend analysis, etc.).

 

Project Phase.  A collection of logically related project activities, usually culminating in the completion of a major deliverable.  Project phases (also called phases) are mainly completed sequentially, but can overlap in some project situations.  Phases can be subdivided into sub phases and then components. This hierarchy, if the project or portions of the project are divided into phases, is contained in the work breakdown structure.  A project phase is a component of a project life cycle. A project phase is not a project management process group.

 

Project Procurement Management. [Knowledge Area] A subset of project management that includes the processes to purchase or acquire the products, services, or results needed from outside the project team to perform the work.  It consists of Plan Purchases and Acquisitions, Plan Contracting, Request Seller Responses, Contract Administration, and Contract Closure.

 

Project Risk Management. [Knowledge Area] This group of processes contains all of the Project Management processes related to risk, including Plan Risk Management, Identify Risks, Perform Qualitative Risk Analysis, Perform Quantitative Risk Analysis, Plan Risk Responses, and Monitor and Control Risks.

 

Project Quality Management.  [Knowledge Area] A subset of project management that includes the processes and activities of the performing organization that determine quality policies, objectives, and responsibilities for completing the project. It consists of Quality Planning, Perform Quality Assurance, and Perform Quality Control.

 

Project Risk Management.  A subset of project management that includes the processes concerned with conducting risk management planning, identification, analysis, responses, and monitoring and controlling on a project.  It consists of Plan Risk Management, Identify Risks, Perform Qualitative Risk Analysis, Perform Quantitative Risk Analysis, Plan Risk Responses, and Monitor and Control Risks.

 

Project Schedule. [Input/Output] The planned dates for performing schedule activities and the planned dates for meeting schedule milestones.

 

Project Schedule Network Diangram. [Output/Input] See Schedule Network Diagram.

 

Project Scope.  All of the work and only the work required to deliver a product, service or result with specified, agreed upon features and functions.

 

Project Scope Management.  [Knowledge Area] A subset of project management that includes the processes required to ensure that the project includes all of the work required, and only the work required, to complete the project successfully.  Project Scope Management is primarily concerned with defining and controlling what is and is not included in the project.  It consists of Collect Requirements, Define Scope, Create WBS, Verify Scope, and Control Scope.

 

Project Scope Management Plan.  This document is a subsidiary of the Project Management Plan.  It describes how the project scope will be defined, developed, managed and controlled.  It provides instructions as to how the work breakdown structure will be created and defined.

 

Project Scope Statement.  [Input/Output] The narrative description of the project scope, including major deliverables, project objectives, project assumptions, project constraints, and a statement of work, that provides a documented basis for making future project decisions and for confirming or developing a common understanding of project scope among the stakeholders. 

 

Project Schedule. The planned dates for performing schedule activities and the planned dates for meeting schedule milestones

 

Project Schedule Network Diagram.  A schematic display of project activities and their dependencies (logical relationships).  Can be produced manually or with "project management software."  May include full project details or summary activities.

 

Project Staff Assignments.  [Output/Input] The appropriate people are assigned to work on the project.

 

Project Statement of Work (SOW).  [Input/ Project Document] A narrative description of products, services, or results to be supplied. For internal projects, the project initiator or sponsor provides the SOW based on business needs, product, or service requirements. For external projects, the SOW can be received from the customer as part of a Bid Document, for example, Request for Proposal (RFP), Request for Quote (RFQ), or as part of a contract. An input to Develop Project Charter.

 

Project Team Directory.  A document which contains team information including their names, what they are doing for the project, and how to get in touch with them.

 

Project Time Management.  [Knowledge Area] A subset of project management that includes the processes required to accomplish timely completion of the project.  It consists of Define Activities, Sequence Activities, Estimate Activity Resources, Estimate Activity Durations, Develop Schedule and Control Schedule.

 

Projectized Organization.  Any organizational structure in which the Project Manager has full authority to assign priorities, apply resources, and direct the work of individuals assigned to the project.

 

Proposals.  [Project Documents] Seller prepared documents that describe the seller’s ability and willingness to provide the requested product or service.  Considered formal and legally binding. Maybe supplemented with an oral presentation.

 

Proposal Evaluation Techniques.  [Tools/Techniques] Combination of evaluation criteria, weighting system, expert judgment, inputs from multiple reviewers, etc. Used to rate and score proposals.  May use both subjective and objective components.

 

Proprietary quality management methodologies [Tools/Techniques] These can include any number of Quality Management Methodologies. For example, Lean Six Sigma, CMMI, OPM3, etc.

 

Prototypes. [Tools/Techniques] Getting feedback from an early working model.

 

Published Estimating Data. [Tools/Techniques] Refers to commercially available data on labor, different industries, geographical locations, etc.

 

Qualified Sellers List.  Qualifications have been determined and verified in advance.  Names are put on a pre-qualified list.  Only qualified sellers on the list receive procurement documents. Only those on the list submit proposals and quotations.

 

Quality.  The degree to which a set of inherent characteristics fulfills requirements.  Conformance to requirements, specifications, and fitness for use.

 

Quality Audits.  [Tools/Techniques] Structured review of other quality management activities to improve performance of this project or other projects within the organization.  Can be scheduled or random, internal or facilitated by external vendors.

 

Quality Baseline.  Basis for measuring and reporting quality performance. Updated with any approved changes.

 

Quality Checklist.  [Output/Input/Project Document] Structured tool, usually item-specific, used to verify that a set of required steps has been performed.  Once completed, becomes part of the project’s records.

 

Quality Control Measurements. [Input/Output/Project Documents]  The documented results of activities related to quality control in a format agreed upon and specified during Quality Planning. Quality Control testing and measurement results are fed back to Quality Assurance to re-evaluate and analyze the quality standards and processes of the performing organization.

 

Quality Policy. Performing organization’s intended direction regarding quality. It is typically endorsed by senior management of the organization. The project management team may need to develop a quality policy for the project if one is unavailable.

 

Quality Management Plan.  [Input/Output] Describes how the team will implement its Quality Policy (ISO 9000, "Project Quality System"). The organizational structure, responsibilities, procedures, processes and resources needed to implement quality management.  Provides input to the overall project plan, and must address quality control, quality assurance, and quality improvement for the project.  (Could be formal or informal, highly detailed or broadly framed, based on the requirements of the project.)

 

Quality Metrics.  [Output/Input/Project Document] An operational definition that describes in very specific terms, what something is and how the quality control process measures it.

 

Quantitative Risk Analysis and Modeling Techniques.  [Tools/Techniques] Commonly used techniques for quantitative risk analysis includes: Sensitivity analysis, decision tree analysis, modeling and simulation (e.g. Monte Carlo), and expected monetary value analysis.

 

Questionnaires and Surveys. [Tools/Techniques] Written sets of questions to engender informative responses from respondents.

 

Recognition and Rewards.  [Tools/Techniques] Used to promote and reinforce desired behavior.

 

Records Management System.  [Tools/Techniques] Used by the project manager to manage contract documents and correspondence. Part of the Project Management Information System (PMIS).

 

Re-planning.  Approved change requests to the project scope can cause modifications to the WBS, WBS dictionary, etc. This, in turn, can cause updates to the Project Management Plan.

 

Report Performance. [Process] The process of collecting and distributing information.  This includes status reporting, progress measurement, and forecasting.

 

Reporting. The process of providing reports as required or as updates. The frequency of these reports, the identification of what reports are sent, from and to whom, should be specified in each of the various project management plans.

 

Reporting Systems. [Tools/Techniques] A standard tool for capturing, storing and distributing information to stakeholders about the project’s cost, progress and performance. These may be as simple as a spreadsheet or a graph or they may be more complex, such as customized vendor packages designed for specific project management application areas.

 

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.  [Input/Output] A formal documented change request that is submitted for approval and disposition through the Integrated Change Control process. 

 

Requirement.  A condition or capability that must be met or possessed by a system, product, service, result, or component to satisfy a contract, standard, specification, or other formally imposed document.  Requirements include the quantified and documented needs, wants, and expectations of the sponsor, customer, and other stakeholders.

 

Requirements Documentation. [Output/Input] Describes how individual requirements meet the business need for the project.

 

Requirements Management Plan. [Output] Documents how requirements will be analyzed, documented, and managed through the full course of the project.

 

Requirements Traceability Matrix.  [Output/Input/Project Document] A table that links requirements to their origin and traces them through the project lifecycle from beginning to end. Some of the items that may be traced through the project are business need, opportunities, project goals, and various project and product requirements.

 

Reserve. A provision in the project management plan to mitigate cost and/or schedule risk. Usually described as either management reserves or contingency reserves to describe which type(s) of risk are to be mitigated.

 

Reserve Analysis.  [Tools/Techniques] Analysis undertaken to determine the amount of "buffer" to be added to duration, budget or funds for the project (i.e. contingency reserve.). Used to address risk.

 

Residual Risk. A risk that remains after risk responses have been implemented.

 

Resolved Issues.  Issue log will document stakeholder requirements, issues and concerns that have been identified and resolved (i.e. customers agree to a follow-on contract).

 

Resource. Skilled human resources (specific disciplines either individually or in crews or teams), equipment, services, supplies, commodities, material, budgets, or funds.

 

Resource Availability.  Information regarding the potential availability of resources (such as, people, equipment and materials).  Resource availability is used to estimate the resource types.

 

Resource Breakdown Structure.  [Output/Project Document] This is a variation of the Responsibility Assignment Matrix (RAM) or Linear Resource Chart (LRC); generally used when assigning work components to individuals. It is a hierarchical rundown of resources by category and type.

 

Resource Calendar.  [Input/Output/Project Document] A composite resource calendar that typically defines resource availability periods and resource-specific holidays.

 

Resource Requirements.  [Output/Inputs/Project Document] See Activity Resource Requirements.

 

Resource Leveling.  [Tools/Techniques] A schedule network analysis tool in which scheduling decisions are driven by limited resources. It enables the Project Manager to level out peaks and valleys of resources.  Sometimes called the resource-based method of network analysis.

 

Responsibility Assignment Matrix (RAM) [Tool] A structure that relates the project organizational breakdown structure to the work breakdown structure to help ensure that each component of the project’s scope of work is assigned to a responsible person/team.

 

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 and service. See also deliverable.

 

Retainage. A specified amount of money (typically agreed upon in the contract), usually in the range of 5-10%, withheld from each payment until the final work is completed.

 

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 a project’s objectives. See also risk category and risk breakdown structure.

 

Risk Acceptance [Technique]. A risk response planning technique  that indicates that the project team has decided not to change the project management plan to deal with a risk, or is unable to identify any other suitable response strategy.

 

Risk Avoidance [Technique]. A risk response planning technique for a threat that creates changes to the project management plan that are meant to either eliminate the risk or to protect the project objectives from its impact. Generally, risk avoidance involves relaxing the time, cost, scope, or quality objectives.

 

Risk Audits.  Risk auditors examine and document the effectiveness of the strategies taken.

 

Risk Categorization. [Tools/Techniques] Grouping risks by sources and common root causes can lead to effective risk response (i.e. using a Risk Breakdown Structure as well as technical, environmental and organizational sources of risk.)

 

Risk Category. A group of potential causes of risk. Risk causes may be grouped into categories such as technical, external, organizational, environmental, or project management. A category may include subcategories such as technical maturity, weather, or aggressive estimating. See also risk breakdown structure.

 

Risk Data Quality Assessment.  [Tools/Techniques] Data associated with a risk needs accurate and unbiased examination of the extent of understanding of the risk, data available about the risk, quality of data, reliability and integrity of the data.

 

Risk Event Probability.  An estimate of the probability that a given risk event will occur.

 

Risk Event Value.  An estimate of the gain or loss (impact) that will be incurred if the risk event does occur (expressed as consequences, impact or amount at stake). Commonly used with decision tree analysis.

 

Risk Identification.  The process of determining which risks might affect the project and documenting their characteristics.

 

Risk Management Plan.  [Input/Output] A "sub-plan" of the Project Management Plan. It describes how risk management will be structured and performed.  Includes: Methodology (approaches, tools, etc.), roles and responsibilities, budgeting, timing (frequency), reporting formats(risk register), risk categories (RBS),  definitions of risk probability and impact (during qualitative analysis), probability and impact matrix, tracking(how everything will be recorded for current and future projects), and stakeholders’ risk thresholds.

 

Risk Management Planning.  The process of deciding how to approach and plan for anything that would impact the project positively or negatively by planning for risk management activities and strategies for a project.

 

Risk Mitigation. [Tools/Techniques] A risk response planning technique associated with threats that seeks to reduce the probability of occurrence or impact of a risk to below an acceptable threshold.

 

Risk Monitoring and Controlling.   Monitoring residual risks, identifying new risks, executing risk reduction plans and evaluating their effectiveness throughout the project life cycle.

 

Risk Probability and Impact Assessment.  [Tools/Techniques] The likelihood and consequences applied to specific risk events. Risk probabilities and impacts are rated according to definitions in the Risk Management Plan.  

 

Risk of Loss. Allocates the risk between the parties in a contract should goods or services be lost or destroyed during the performance of a contract.

 

Risk Reassessment.  Regularly scheduled to identify new risks, reassessment of risks; maybe necessary to perform additional response planning to control risk.

 

Risk Register. [Input/Output/Project Document] A key component of Project Risk Management containing the results of the qualitative risk analysis, quantitative risk analysis and risk response planning. Details all identified risks, their probability of occurrence, impact, owners, proposed responses, causes, current status, etc.

 

Risk Register Updates. [Output/Project Document]  Additions to the Risk Register that could include: prioritized list of project risks, categorized risks, lists of risk requiring response in the near term, list of risks for additional analysis and response, watch lists of low priority risks and trends in qualitative risk analysis results.

 

Risk Related Contract Decisions.  [Output/Input] Contracts showing responsibilities for specific identified risks (i.e. insurance).

 

Risk Urgency Assessment.  [Tools/Techniques] Prioritizing risks based on urgency of required response.  Factors could include: risk triggers, risk rating, etc. 

 

Roles and Responsibilities.  [Project Document] Project roles: who does what?  Who decides what?  Who has what capabilities? These can be defined as hierarchical charts, matrix type charts or text based documents.

 

Rolling Wave Planning. [Tools/Techniques] A form of progressive elaboration planning. During the early stages of planning if information is less well defined then the work in the near term is planned in detail at the lowest level of the WBS. All future work is planned at a high level of the WBS. 

 

Root Cause Analysis. [Technique] An analytical technique used to determine the basic underlying reason that causes a variance or a defect or a risk. A root cause my underlie more than one variance or defect or risk.

 

Run Chart. [Tools/Techniques]  Used to show trends and variations over time. Trend analysis is used to monitor technical performance (i.e., how many errors or defects? How many remaining uncorrected defects? ) Also used in cost and schedule performance (i.e. how many activities per period were completed with significant variances?).

 

S-Curve. Graphic display of cumulative costs, labor hours, percentage of work, or other quantities, plotted against time. Used to depict planned value, earned value, and actual cost of project work. The name derives from the S-like shape of the curve (flatter at the beginning and end, steeper in the middle) produced on a project that starts slowly, accelerates, and then tails off. Also a term for the cumulative likelihood.

 

Scatter Diagram. [Tools/Techniques]  Shows the pattern of relationship between two variables (i.e. regression analysis).

 

Schedule Activity.  A discrete scheduled component of work performed during the course of a project.  A schedule activity normally has an estimated duration, an estimated cost, and estimated resource requirements.  Schedule activities are connected to other schedule activities or schedule milestones with a logical relationships and are decomposed from work packages.

 

Schedule Baseline. [Output/Input]  Specific version of the project schedule accepted and approved by the project management team to be used as the baseline. It includes the baseline start and finish dates.

 

Schedule Change Control System.  A part of the integrated change control process, it defines the procedures needed to change project schedule and includes tracking systems, forms, and approval levels necessary. 

 

Schedule Comparison Bar Charts.  Charts with two bars for each activity. The bars graphically show planned versus actual progress.

 

Schedule Compression.  [Tools/Techniques] Shortening the project schedule duration without reducing the project scope. Two methods are commonly employed: Crashing (adding more resources) or fast tracking (doing tasks in parallel).

 

Schedule Control.  The process of controlling changes to the project schedule.

 

Schedule Data. [Output] Included the project schedule milestones, schedule activities, activity attributes, and documentation of all identified assumptions and constraints.

 

Schedule Management Plan.  [Output/Input] A "sub-management" plan within the project management plan.  Establishes a baseline and defines how changes to the schedule will be managed (formally or informally, highly detailed or broadly framed).

 

Schedule Model.  [Tools/Techniques] Combination of manual methods and computer software used to perform network analysis to generate a project schedule. Supporting data includes milestone, activities, activity attributes, and all identified assumptions and constraints.

 

Schedule Network Analysis. [Tools/Techniques] Used to identify Early Start and Late Start dates as well as Early Finish and Late Finish dates for the uncompleted portions of project schedule activities.

 

Schedule Network Diagrams. [Tools/Techniques] Schematic displays of the project’s schedule activities and the logical relationships (also know as dependencies) among them.

 

Schedule Network Templates. [Tools/Techniques] Standardized templates for use in expediting project activities into a workable network diagram.

 

Schedule Performance Index (SPI). A measure of schedule efficiency on a project. It is the ratio of earned value (EV) to planned value (PV). The SPI = EV divided by PV. An SPI equal to or greater than one indicates a favorable condition and a value of less than one indicates an unfavorable condition. See also earned value management.

 

Scheduled Start Date (SS). The point in time that work was scheduled to start on a schedule activity. The scheduled start date is normally within the range of dates delimited by the early start date and the late start date. It may reflect resource leveling of scarce resources. Sometimes called planned start date.

 

Schedule Variance (SV). A measure of schedule performance on a project. It is the algebraic difference between the earned value (EV) and the planned value (PV). SV = EV minus PV. See also earned value management.

 

Scheduled Finish Date (SF). The point in time that work was scheduled to finish on a schedule activity. The scheduled finish date is normally within the range of dates delimited by the early finish date and the late finish date. It may reflect resource leveling of scarce resources. Sometimes called planned finish date.

 

Scheduling Tool. [Tools/Techniques] A software package used to help facilitate and automate the scheduling process. MS Project would be an obvious example.

 

Scope.  The sum of the products, services, and results to be provided as a project.

 

Scope Baseline.  [Output/Input] The approved project scope statement and its associated detailed WBS and the WBS dictionary. It provides the basis for monitoring and controlling performance.

 

Scope Change. Any change to the project scope. A scope change almost always requires an adjustment to the project cost or schedule.

 

Scope Control. The process of controlling changes to the project scope. This formal process must be integrated with other control processes (i.e. schedule, cost, quality, etc.). Changes, if applicable, must comply with contractual obligations. Uncontrolled changes to scope are often referred to as scope creep.

 

Scope Creep.  Adding features and functionality (project scope) without addressing the effects on time, costs, and resources, or without customer approval.

 

Scope Management Plan. [Input/Output] The document that describes how the project scope will be defined, developed, and verified and how the work breakdown structure will be created and defined, and that provides guidance on how the project scope will be managed and controlled  by the project management team. It is contained in or is a subsidiary plan of the project management plan.

 

Screening System.  Establishing minimum requirements for one or more of the evaluation criteria.

 

Secondary Risk. A risk that arises as a direct result of implementing a risk response.

 

Select Sellers. [Outputs] Sellers whose reputation, goods or services were judged satisfactory enough to award a contract.

 

Seller. A provider or supplier of products, services, or results to an organization.

 

Seller Performance Evaluation Documentation.  Evaluation prepared by the buyer to rate seller’s performance. It is used to make decisions regarding continuation, termination or rehiring of the seller.

 

Seller Rating Systems.  Used in addition to other evaluation criteria and screening system to select sellers. Usually based on past performance, contractual compliance, and quality ratings.

 

Sellers Lists. [Project Documents]  Lists with information on prospective and previously qualified sellers, possibly including relevant past experience and other characteristics of the prospective sellers.

 

Sensitivity Analysis.  Used to determine which risks have the most potential impact on the project.  Examines the extent to which the uncertainty of each project element affects the objective being examined when all other uncertainties are held at their baseline values.

 

Sequence Activities. [Process] The process of identifying and documenting dependencies interactivity between schedule activities -typically in a network diagram.

 

Seven Basic Tools of Quality. Seven quality tools recognized by quality management gurus to solve most quality problems and attributed to Kaoru Ishikawa for their importance and recognition. They are: cause and effect diagrams, often referred to as Ishikawa diagrams,  control charts,  flowcharting, histograms,  Pareto charts, run charts, and scatter diagrams.

 

Share.  Strategy used in dealing with positive risks or opportunities. Sharing third party resources (i.e. joint ventures, risk shaping partnerships, etc. to manage opportunities).

 

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 durations at a detailed work level, and are typically performed using Monte Carlo analysis.

 

Site Access. Requirements established for access to the site where the work will be performed.

 

Slack. Also called float.

 

Source Selection Criteria.  [Output/Input/Project Document] The project selection criteria for choosing from among potential contractors or vendors. These may include variables like need, cost, technical capabilities, risk, lifecycle costs, production capabilities, timelines, past performance, proprietary rights, etc.

 

Special Cause.  A source of variation that is not inherent in the system, is not predictable, and is intermittent. It can be assigned to a defect in the system. On a control chart, points beyond the control limits, or non-random patterns within the control limits, indicate it. Also referred to as assignable cause. Contrast with common cause.

 

Specification.  A document that specifies, in a complete, precise, verifiable manner, the requirements,Intrer design, behavior, or other characteristics of a system, component, product, result, or service and, often, the procedures for determining whether these provisions have been satisfied. Examples are: requirement specification, design specification, product specification, and test specification.

 

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. See also control limits.

 

Sponsor.  The person or group that provides the financial resources, in cash or in kind, for the project.

 

Staff Acquisition.  Getting the necessary human resources assigned to and working on the project.

 

Staffing Management Plan.   Describes when and how human resources needs of a project will be met. It often involves histograms, reducing cost (effort) and improving morale.

 

Stakeholder.  Persons and organizations such as customers, sponsors, performing organization and the public, that are actively involved in the project, or whose interests may be positively or negatively affected by execution or completion of the project.  They may also exert influence over the project and its deliverables.

 

Status Meetings. [Tools/Techniques] Status meetings are team meetings designed to review the any status related to the  project including risk goals, objectives, and contingencies.

 

Interviews.  [Tools/Techniques] Perform analysis to identify, select, prioritize, quantify, and communicate the expressed and implied needs of stakeholders who will influence or be affected by the project. Important in the successful execution of the project, as well as the production of the project’s product, as expected.

 

Stakeholder Management Strategy.  [Output/Input/ Project Document] This documentation defines how to increase stakeholder support and minimize potential negative impact from stakeholders throughout the full length of the project.

 

Stakeholder Register. [Output/Input/Project Document] Identifies the interest in the project or impact on quality various stakeholders represent. It is also used to help identify stakeholder requirements to help create the Stakeholder Requirements Document.

 

Stakeholder Requirements. [Project Document] The project document that reports the requirements of the stakeholders as identified by Stakeholder Identification.

 

Standard.  A document established by consensus and approved by a recognized body. It provides for common and repeated use, rules, guidelines or characteristics, for activities or their results. Its goal is to achieve 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). The logical relationship where completion of the successor schedule activity is dependent upon the initiation of the predecessor schedule activity. See also logical relationship.

 

Start-to-Start (SS). The logical relationship where initiation of the work of the successor schedule activity depends upon the initiation of the work of the predecessor schedule activity. See also logical relationship.

 

Statement of Work (SOW).   [Input/Project Document] A narrative description of product, services, or results to be supplied.  An input to Develop Project Charter. See Project Statement of Work.

 

Statistical Sampling.  [Tools/Techniques] Choosing part of a population of interest for inspection.

 

Status Meetings.  Periodic status meetings to review project Risk Management.

 

Status Review Meeting.  Meeting to review and assess project status and or progress.

 

Strategies for Negative Risks or Threats. [Tools/Techniques] Strategies deal with threats or risks that may negatively affect project objectives.  The four strategies are Avoidance, Transference, Mitigation, and Acceptance. 

 

Strategies for Positive Risk or Opportunities.  [Tools/Techniques]  Strategies designed to deal with positive risks or opportunities which may have potentially positive impacts on project objectives. Strategies include: Exploitation, Sharing, Enhancing, and Acceptance.

 

Strategy for Both Threats and Opportunities.  Strategy to deal with risk that may have either a positive or negative impact on project objective is called: Acceptance; deciding not to take any action. If it happens, it happens.  Sometimes all risk can’t be eliminated (i.e. establish a contingency reserve to handle known or unknown threats or opportunities).

 

SWOT Analysis. [Tools/Techniques] SWOT stands for Strengths, Weaknesses, Opportunities, and Threats. This information gathering technique examines the project from the perspective of each project’s strengths, weaknesses, opportunities, and threats to increase the breadth of the risks considered by risk management.

 

Subnetwork. A subdivision (fragment) of a project schedule network diagram, usually representing a subproject or 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.

 

Sub phase. A subdivision of a phase.

 

Subproject. A smaller portion of the overall project created when a project is subdivided into more manageable components or pieces. Subprojects are usually represented in the work breakdown structure. A subproject can be referred to as a project, managed as a project, and acquired from a seller. May be referred to as a sub network in a project schedule network diagram.

 

Successor Activity. The schedule activity that follows a predecessor activity, as determined by their logical relationship.

 

Summary Activity. A group of related schedule activities aggregated at some summary level, and displayed/reported as a single activity at that summary level. See also subproject and sub network.

 

System. An integrated set of regularly interacting or interdependent components created to accomplish a defined objective, with defined and maintained relationships among its components, and the whole producing or operating better than the simple sum of its components. Systems may be either physically process based or management process based, or more commonly a combination of both. Systems for project management are

composed of project management processes, techniques, methodologies, and tools operated by the project management team.

 

Target Completion Date (TC). An imposed date that constrains or otherwise modifies the schedule network analysis.

 

Target Finish Date (TF). The date that work is planned (targeted) to finish on a schedule activity.

 

Target Schedule. A schedule adopted for comparison purposes during schedule network analysis, which can be different from the baseline schedule. See also baseline.

 

Target Start Date (TS). The date that work is planned (targeted) to start on a schedule

activity.

 

Task. A term for work whose meaning and placement within a structured plan for project work varies by the application area, industry, and brand of project management software.

 

TCPI - To-Complete-Performance-Index.  [Tools/Techniques] The calculated projection of cost performance that must be achieved on the remaining work to meet a specified management goal, such as budget at completion (BAC) or the estimate at completion (EAC). It is the ratio of "remaining work" to the "funds remaining."

 

Team Building Activities.  [Tools/Techniques] Undertakings of management and individuals to improve team performance, involving staff in key decisions, building trust, establishing good working relationships (i.e. developing WBS, professional virtual training for remote teams, etc.)

 

Team Performance Assessment.  [Output/Input/Project Documents] Formal or informal evaluation of the project team’s effectiveness.

 

Teaming Agreements.  [Input/Project Documents] An agreement arrived at by two or more parties or entities  to create a joint venture, partnership, or other arrangement. Buyer and seller roles are defined by the agreement and are terminated when the business opportunity ends.

 

Technical Performance Measurement. [Tools/Techniques] Identifying variances from the Project Management Plans schedule of technical achievement.

 

Templates.  [Tools/Techniques] Partially complete document in a predefined format used to collect, organize and present information and data. Usually gathered from standard industry publications or based on documents from previous projects. Reduces time and effort and increases consistency of results.

 

Termination.  Stopping the work before it is completed. Typically, termination is exercised by the buyer but it should not take place until all affected parties have been notified.

 

Theory X and Y.  (Douglas McGregor)  Theory X: The worker is lazy and needs constant supervision and/or punishment to motivate them to work.  Theory Y:  The worker is self-motivated and willing to perform their duties.

 

Theory Z.  (William Ouchi)  The participative management style that relates to lifetime employment, that workers are motivated by a sense of commitment, opportunity, and advancement (e.g. moving up through the ranks of the company).   Theory Z is considered superior to Theory Y—see above.)

 

Three-Point Estimates. [Tools/Techniques]  An analytical technique that uses three cost or duration estimates to represent the optimistic, most likely, and pessimistic scenarios.  Three point estimates improve the accuracy of estimates. Three point estimates are also called Triangular Estimates.

 

Time and Material (T&M) Contract. 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 is of the Essence. A phrase used to notify the seller that time is extremely important and that any delay may be considered a material breach. In these situations, delivery is strictly binding.

 

Time Reporting Systems.  Provide and record time spent for the project.

 

Time-Scaled Schedule Network Diagram [Tool]. 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).  [Tools/Techniques] The calculated projection of cost performance that must be achieved on the remaining work to meet a specified management goal, such as budget at completion (BAC) or the estimate at completion (EAC). It is the ratio of "remaining work" to the "funds remaining."

 

Tool. Something tangible, such as a template or software program, used in performing an activity to produce a product or result.

 

Total Float (TF). The total amount of time that a schedule activity may be delayed from its early start date without delaying the project finish date, or violating a schedule constraint. Calculated using the critical path method technique and determining the difference between the early finish dates and late finish dates. See also free float.

 

Total Quality Management (TQM) [Technique]. A common approach to implementing a quality improvement program within an organization.

 

Training.  [Tools/Techniques] Enhancing competencies.

 

Transfer.  Strategy used in dealing with negative risks or threat to shift the consequences of the risk to a third party (i.e. using insurance, and fixed price contract).

 

Trend Analysis [Technique]. 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.

 

Triggers. Indications that a risk has occurred or is about to occur. Triggers may be discovered in the risk identification process and watched in the risk monitoring and control process. Triggers are sometimes called risk symptoms or warning signs.

 

Trend Analysis.  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.

 

Trends in Quantitative Risk Analysis.   As the analysis is repeated, a trend of results may become apparent.

 

User. The person or organization that will use the project’s product or service. See also customer.

 

Validation.  The technique of evaluating a component or product during or at the end of a phase or project to ensure it complies with the specified requirements.

 

Validated Changes. [Output] Any changed or repaired items are inspected and will either be accepted or rejected before notification of the decision is provided. Rejected items may need to be re-worked.

 

Validated Deliverables. [Output]  The results of quality control are deliverables that can be verified as correct.

 

Value Engineering (VE).  A creative 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 from a known baseline or expected value. Planned versus actual.

 

Variance Analysis. [Tools/Techniques] Comparing planned scope, cost and schedule variables with actual scope, cost and schedule variables and resolving the variances.

 

Variance and Trend Analysis. [Tools/Techniques] Are assumptions still valid? Has the risk changed, or can it be retired? Have Risk management policies been followed? Can contingency reserves be modified? These are some of the goals of variance and trend analysis using reporting information gathered throughout the project.

 

Vendor Bid Analysis. [Tool/Technique] Cost estimating technique that assumes what a project should cost based on analysis of the responsive bids from trusted, qualified vendors.

 

Verification [Technique]. The technique of evaluating a component or product at the end of a phase or project to assure or confirm it satisfies the conditions imposed. Contrast with validation.

 

Verify Scope. [Process]. The process of formalizing acceptance of the completed project deliverables.

 

Vendor Bid Analysis.  Cost estimates by analyzing submitted bids from vendors.

 

Verification. Technique used to evaluate a component or product at the end of a project or phase to ensure that it meets the previously established acceptance criteria.

 

Virtual Teams.  [Tools/Techniques] A group of persons with a shared objective who fulfill their roles with little or no time spent meeting face to face, sometimes separated by great distances.

 

Waivers.  Statements declaring that rights under the contract may not be waived or modified other than by express agreements of the parties. Project Managers can intentionally or unintentionally give up a right in the contract through conduct, inadvertent failure to enforce or lack of oversight.

 

Warranties.  A guarantee of quality for the goods or services delivered under the contract, usually restricted to a limited time period.

 

WBS. See Work Breakdown Structure.

 

What-if Scenario Analysis.  [Tools/Techniques] Analysis of the question, "what if the situation represented by scenario ‘X’ happens?"  Most common is Monte Carlo stimulation, where the computer runs several "what if" scenarios (combinations) to come up with the most accurate estimates.

 

Workaround.  A reactive response to a negative risk (threat) that has occurred.  Distinguished from contingency plan in that a workaround is not planned in advance of the occurrence or the risk event.

 

Work Authorization System (WAS).   A subsystem of the overall project management system.  It is a collection of formal documented procedures that defines how project work will be authorized to ensure that the work is done by the identified documents, tracking system, and defined approval levels needed to issue work authorizations.

 

Work Breakdown Structure (WBS).  [Output/Input] A deliverable-oriented hierarchical decomposition of the work to be executed by the project team to accomplish the project objectives and create the required deliverables.  It organizes and defines the total scope of the project.  Each descending level represents an increasingly detailed definition of the project work.  The WBS is decomposed into work packages.  The deliverable orientation of the hierarchy includes both internal and external deliverables.   

 

Work Breakdown Structure Dictionary. [Output/Input]  Describes and cross-references each component in the WBS.  A brief definition of the scope or statement of work, defined deliverables, a list of associated activities and a list of milestones is included for each component.  It identifies assigned resources, the responsible organization or person, start and end dates, quality requirements, etc. It facilitates and increases understanding of the effort associated with each WBS component. 

 

Work Breakdown Structure Template.  WBS from previous projects can be saved (usually in the PMIS) and then modified and reused on future projects. Many application areas of performing organizations have standard WBS templates. The PMI Practice Standards for WBS Publication provides industry-specific templates that can be tailored to specific projects.

 

Work for Hire.  Specifies that the work provided under the contract will be owned by the buyer.

 

Work Package.  A deliverable or project work component at the lowest level of each branch of the work breakdown structure.  The work package includes the schedule activities and schedule milestones required to complete the work package deliverable or project work component.

 

Work Performance Information.  [Output/Input/Project Documents]  Information and data routinely collected during project plan execution is used to determine the status of the project work being performed. Status of deliverables starts and end dates of schedule activities, status of change requests, corrective actions, resource utilization details, etc. are good examples.

 

Work Performance Measurements. [Output/Input/Project Documents] Planned verses actual results or other measurements defined by the scope of the project to be documented and reported to the stakeholders.

 

Workaround. [Technique]  A response to a negative risk that has occurred. Distinguished from contingency plan in that a workaround is not planned in advance of the occurrence of the risk event.