final ed glossary pg5 glossary edver 021412

8/2/2019 FINAL ED Glossary PG5 Glossary EDver 021412

1/36

Glossary

Acceptance

Criteria.Asetofconditionsthatmustbemetbeforedeliverablesareaccepted.

AcceptedDeliverables. Products, results, or capabilities produced by a project and validated by the

projectcustomerorsponsorsasmeetingtheirspecifiedacceptancecriteria.

Accuracy.Withinthequalitymanagementsystem,accuracyisanassessmentofcorrectness.

AcquireProjectTeam.Theprocessofconfirminghuman resourceavailabilityandobtaining the team

necessarytocompleteprojectassignments.

Acquisition. Obtaining human and material resources necessary to perform project activities.

Acquisitionimpliesacostofresources,notnecessarilyfinancial.

Activity.Adistinct,scheduledportionofworkperformedduringthecourseofaproject.

Activity Attributes. Multiple attributes associated with each schedule activity that can be included

within the activity list. Activity attributes include activity codes, predecessor activities, successor

activities, logicalrelationships, leadsand lags,resourcerequirements, imposeddates,constraints,and

assumptions.

ActivityCode.Oneormorenumericalortextvaluesthatidentifycharacteristicsoftheworkorinsome

waycategorizethescheduleactivitythatallowsfilteringandorderingofactivitieswithinreports.

ActivityCost

Estimates.

The

projected

cost

of

the

schedule

activity

that

includes

the

cost

for

all

resourcesrequiredtoperformandcompletetheactivity,includingallcosttypesandcostcomponents.

ActivityDuration.Thetimeincalendarunitsbetweenthestartandfinishofascheduleactivity.Seealso

duration.

ActivityDurationEstimate.Aquantitativeassessmentofthelikelyamountoroutcomefortheduration

ofanactivity.

Activity Identifier.A shortuniquenumericor text identificationassigned toeach scheduleactivity to

differentiatethatprojectactivityfromotheractivities.Typicallyuniquewithinanyoneprojectschedule

networkdiagram.

ActivityList.Adocumentedtabulationofscheduleactivitiesthatshowstheactivitydescription,activity

identifier,anda sufficientlydetailed scopeofworkdescription soproject teammembersunderstand

whatworkistobeperformed.

ActivityNetworkDiagrams.Seeprojectschedulenetworkdiagram.


2/36

ActivityResourceRequirements.The typesandquantitiesofresourcesrequired foreachactivity ina

workpackage.

ActualCost(AC).Therealizedcostincurredfortheworkperformedonanactivityduringaspecifictime

period.

ActualDuration.Thetime incalendarunitsbetweentheactualstartdateofthescheduleactivityand

eitherthedatadateoftheprojectschedule, ifthescheduleactivity is inprogress,ortheactual finish

date,ifthescheduleactivityiscomplete.

AdaptiveLifeCycle.Aprojectlifecycle,alsoknownaschangedrivenoragilemethods,thatisintended

tofacilitatechangeandrequireahighdegreeofongoingstakeholder involvement.Adaptive lifecycles

arealso iterativeand incremental,butdiffer in that iterationsarevery rapid (usually2 to4weeks in

length)andarefixedintimeandresources.

AdditionalQualityPlanningTools.Asetoftoolsthatareusedtodefinethequalityrequirementsandto

planeffective

quality

management

activities.

They

include,

but

are

not

limited

to:

brainstorming,

force

fieldanalysis,nominalgrouptechniques,andqualitymanagementandcontroltools.

Adjusting Leads and Lags.A technique that isused to findways tobringproject activities that are

behindintoalignmentwithplanduringprojectexecution.

Advertising.Theprocessofcallingpublicattentiontotheprojectoreffort.

AffinityDiagram.Agroupcreativitytechniquethatallows largenumbersof ideastobeclassified into

groupsforreviewandanalysis.

Agreements.Anydocumentorcommunicationthatdefinesthe initial intentionsofaproject. Thiscan

take the form of a contract, amemorandum of understanding (MOU), letters of agreement, verbal

agreements,email,etc.

AlternativeAnalysis.Atechniqueusedtoevaluateidentifiedoptionsinordertoselectwhichoptionsor

approachestousetoexecuteandperformtheworkoftheproject.

AlternativesGeneration.Atechniqueusedtodevelopasmanypotentialoptionsaspossibleinorderto

identifydifferentapproachestoexecuteandperformtheworkoftheproject.

AnalogousEstimating.Atechniqueforestimatingthedurationorcostofanactivityoraprojectusing

historical

data

from

a

similar

activity

or

project.

Analytical Techniques.Various techniquesused to evaluate, analyze,or forecastpotentialoutcomes

basedonpossible variationsofprojectorenvironmental variablesand their relationshipswithother

variables.

ApplicationArea.Acategoryofprojectsthathavecommoncomponentssignificantinsuchprojects,but

arenotneededorpresent inallprojects.Applicationareasareusuallydefined in termsofeither the


3/36

product (i.e., by similar technologies or productionmethods) or the type of customer (i.e., internal

versusexternal,governmentversuscommercial)orindustrysector(i.e.,utilities,automotive,aerospace,

informationtechnologies,etc.).Applicationareascanoverlap.

ApplyingLeadsandLags.Atechniquethat isusedtoadjusttheamountoftimebetweenpredecessor

andsuccessor

activities.

ApportionedEffort.Anactivitywhereeffort isallottedproportionatelyacrosscertaindiscreteefforts

andnotdivisibleintodiscreteefforts.(Note:OneofthreeEVMtypesofactivitiesusedtocalculatecost.)

ApprovedChangeRequests.Achangerequestthathasbeenprocessedthroughtheintegratedchange

controlprocessandapproved.

Approved Change Requests Review. Reviewing the change requests to verify that they were

implementedasapproved.

Assumption.Afactorintheplanningprocessthatisconsideredtobetrue,realorcertain,withoutproof

ordemonstration.

AssumptionsAnalysis.Atechniquethatexplorestheaccuracyofassumptionsandidentifiesriskstothe

projectfrominaccuracy,inconsistency,orincompletenessofassumptions.

AttributeSampling.Methodofmeasuringqualitythatconsistsofnoting thepresence(orabsence)of

somecharacteristic(attribute)ineachoftheunitsunderconsideration.Aftereachunitisinspected,the

decisionismadetoacceptalot,rejectitortoinspectanotherunit.

Authority.Therighttoapplyprojectresources,expendfunds,makedecisions,orgiveapprovals.

BackwardPass.

A

Critical

Path

Method

technique

for

calculating

the

late

start

and

late

finish

dates

by

workingbackwardthroughtheschedulemodelfromtheprojectenddate.

Baseline. The approved versionof aworkproduct that canbe changedonly through formal change

controlproceduresandisusedasabasisforcomparison.

Basis of Estimates. Supporting documentation outlining the details used in establishing project

estimatessuchasassumptions,constraints,levelofdetail,ranges,andconfidencelevels.

Benchmarking.The comparisonofactualorplannedpractices, such asprocessesandoperations, to

those of comparable organizations to identify best practices, generate ideas for improvement, and

provideabasis

for

measuring

performance.

BidderConference.Themeetingswithprospectivesellerspriortothepreparationofabidorproposal

toensureallprospectivevendorshaveaclearand commonunderstandingof theprocurement.Also

knownascontractorconferences,vendorconferences,orprebidconferences.

BottomUpEstimating.Amethodofestimatingprojectdurationorcostbyaggregatingtheestimatesof

thelowerlevelcomponentsoftheWBS.


4/36

Brainstorming.A general data gathering and creativity technique that can be used to identify risks,

ideas,orsolutionstoissuesbyusingagroupofteammembersorsubjectmatterexperts.

Budget.The approvedestimate for theprojector anyworkbreakdown structure componentorany

scheduleactivity.

BudgetatCompletion(BAC).Thesumofallbudgetsestablishedfortheworktobeperformed.

Buffer.Seereserve.

BusinessCase.Adocumentedeconomic feasibilitystudyusedtoestablishvalidityofthebenefitsofa

selected component lacking sufficient definition and that is used as a basis for the authorization of

furtherprojectmanagementactivities.

Business Value. A concept that is unique to each organization and includes tangible and intangible

elements. Through the effective use of project, program, and portfolio management disciplines,

organizations will possess the ability to employ reliable, established processes to meet enterprise

objectivesandobtaingreaterbusinessvaluefromtheirinvestments.

Buyer.Theacquirerofproducts,services,orresultsforanorganization.

CauseandEffectDiagram.Adecompositiontechniquethathelpstraceanundesirableeffectbacktoits

rootcause.

CentralTendency.ApropertyoftheCentralLimitTheorempredicting thatthedataobservations ina

distributionwilltendtogrouparoundacentrallocation.Thethreetypicalmeasuresofcentraltendency

arethemean,themedian,andthemode.

ChangeControl.

A

process

whereby

modifications

to

documents,

deliverables,

or

baselines

associated

withtheprojectareidentified,documented,approved,orrejected.

Change Control Board (CCB). A formally chartered group responsible for reviewing, evaluating,

approving,postponing,orrejectingchangestotheproject,andforrecordingandcommunicatingsuch

decisions.

Change Control System. A set of procedures that describes how modifications to the project

documentation,deliverables,andbaselinesaremanagedandcontrolled.

ChangeControlTools Manual or automated tools to assist with change and/or configuration

management.At

aminimum,

the

tools

should

support

the

activities

of

the

CCB.

ChangeLog.Acomprehensive listofchangesmadeduringtheproject. Thistypically includesdatesof

thechangeandimpactsintermsoftime,cost,andrisk.

ChangeRequest.Aformalproposaltomodifyanydocument,deliverable,orbaseline.

Charter.Seeprojectcharter.


5/36

Checklist Analysis. A technique of systematically reviewing materials using a list for accuracy and

completeness.

Checksheets.Atallysheetthatcanbeusedasachecklistwhengatheringdata.

Claim. A request, demand, or assertion of rights by a seller against a buyer, or vice versa, for

consideration,compensation,orpaymentunder the termsofa legallybindingcontract,suchas fora

disputedchange.

ClaimsAdministration.Theprocessofprocessing,adjudicatingandcommunicatingcontractclaims.

CloseProcurements.Theprocessofcompletingeachprojectprocurement.

Close Project or Phase. The process of finalizing all activities across all of the ProjectManagement

ProcessGroupstoformallycompletetheprojectorphase.

Closed Procurements. Project contracts or other procurement agreements that have been formally

acknowledgedby

the

proper

authorizing

agent

as

being

finalized

and

signed

off.

ClosingProcessGroup.ThoseprocessesperformedtofinalizeallactivitiesacrossallProcessGroupsto

formallyclosetheprojectorphase.

Code of Accounts. A numbering system used to uniquely identify each component of the work

breakdownstructure.

CollectRequirements.Theprocessofplanning for,defining,anddocumentingstakeholdersneeds to

meettheprojectobjectives.

Colocation.An

organizational

placement

strategy

where

the

project

team

members

are

physically

located close to one another in order to improve communication, working relationships, and

productivity.

CommunicationConstraints.Restrictionsonthecontent,timing,audience,orindividualwhowilldeliver

acommunicationusuallystemmingfromspecificlegislationorregulation,technology,ororganizational

policies.

CommunicationMethods.Asystematicprocedure,technique,orprocessusedtotransfer information

amongprojectstakeholders.

CommunicationModels.

A

description,

analogy,

or

schematic

used

to

represent

how

the

communicationprocesswillbeperformedfortheproject.

CommunicationRequirementsAnalysis.Ananalyticaltechniquetodeterminetheinformationneedsof

the project stakeholders through interviews, workshops, study of lessons learned from previous

projects.etc.


6/36

Communication Technology. Specific tools, system, computer programs etc. used to transfer

informationamongprojectstakeholders.

CommunicationsManagementPlan.Acomponentof theproject,program,orportfoliomanagement

plan thatdescribeshow,when,andbywhom informationabouttheprojectwillbeadministeredand

disseminated.

Compliance.Ageneral conceptof conforming toa rule, standard, law,or requirement such that the

assessmentofcomplianceresultsinabinomialresultstatedascompliantornoncompliant.

ConductProcurements.Theprocessofobtaining seller responses, selecting a seller,andawarding a

contract.

ConfigurationManagement System.A subsystemof the overall projectmanagement system. It is a

collectionof formaldocumentedproceduresused toapply technicalandadministrativedirectionand

surveillance to: identifyanddocument the functionalandphysicalcharacteristicsofaproduct, 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. It includes thedocumentation, tracking systems,anddefinedapproval

levelsnecessaryforauthorizingandcontrollingchanges.

ConflictManagement.Handling,controllingandguidingaconflictualsituationtoachievearesolution.

Conformance.Withinthequalitymanagementsystem,conformance isageneralconceptofdelivering

resultsthatfallwithinthelimitsthatdefineacceptablevariationforaqualityrequirement.

ConformanceWork. In the costofquality framework, conformancework isdone to compensate for

imperfectionsthat

prevent

organizations

from

completing

planned

activities

correctly

as

essential

first

timework.Conformanceworkconsistsofactionsthatarerelatedtopreventionandinspection.

Constraint.An internalor external restrictionor limitation thataffects the executionof aprojector

process.

Context Diagrams. A visual depiction of the product scope showing a business system (process,

equipment,computersystem,etc.),andhowpeopleandothersystems(actors)interactwithit.

Contingency. An event or occurrence that could affect the execution of the project that may be

accountedforwithareserve.

ContingencyAllowance.Seereserve.

ContingencyReserve.Budgetwithin the costbaselineorperformancemeasurementbaseline that is

allocated for identified risks that are acceptedand forwhich contingentormitigating responses are

developed.


7/36

ContingentResponse Strategies.Reponsesprovidedwhichmaybeused in the event that a specific

triggeroccurs.

Contract.Acontract isamutuallybindingagreementthatobligatesthesellertoprovidethespecified

productorserviceorresultandobligatesthebuyertopayforit.

Contract Change Control System. The system used to collect, track, adjudicate, and communicate

changestoacontract.

Control.Comparingactualperformancewithplannedperformance,analyzingvariances,andassessing

trendstoeffect.

Control Account. A management control point where scope, budget, actual cost, and schedule are

integratedandcomparedtoearnedvalueforperformancemeasurement.

ControlChart.Agraphicdisplayofprocessdataover timeandagainstestablishedcontrol limits,and

thathasacenterlinethatassistsindetectingatrendofplottedvaluestowardeithercontrollimit.

ControlCommunications.Theprocessofmonitoringandcontrollingofcommunicationsthroughoutthe

entireprojectlifecycletoensuretheinformationneedsoftheprojectstakeholdersaremet.

Control Costs. The process ofmonitoring the status of the project to update the project costs and

managingchangestothecostbaseline.

Control Limits. The area composedof three standarddeviationson either sideof the centerline,or

mean,ofanormaldistributionofdataplottedonacontrolchartthatreflectstheexpectedvariationin

thedata.Seealsospecificationlimits.

ControlProcurements.

The

process

of

managing

procurement

relationships,

monitoring

contract

performance,andmakingchangesandcorrectionsasneeded.

ControlQuality.Theprocessofmonitoringand recording resultsofexecuting thequalityactivities to

assessperformanceandrecommendnecessarychanges.

ControlRisks. The process of implementing risk response plans, tracking identified risks,monitoring

residualrisks,identifyingnewrisks,andevaluatingriskprocesseffectivenessthroughouttheproject.

ControlSchedule.Theprocessofmonitoring thestatusof theproject toupdateprojectprogressand

managingchangestotheschedulebaseline.

ControlScope.Theprocessofmonitoring the statusof theprojectandproduct scopeandmanaging

changestothescopebaseline.

ControlStakeholderEngagement.Theprocessof controllingoverallproject stakeholder relationships

andadjustingstrategiesandplansforengagingstakeholders.


8/36

CorrectiveAction.An intentionalactivity that realigns theperformanceof theprojectworkwith the

projectmanagementplan.

CostAggregation.Summing the lower levelcostestimatesassociatedwith thevariousworkpackages

foragivenlevelwithintheproject'sWBSorforagivencostcontrolaccount.

CostBaseline. The approved versionof the timephasedprojectbudget, excluding anymanagement

reserves,thatcanonlybechangedthroughformalchangecontrolproceduresandisusedasabasisfor

comparisontoactualresults.

CostManagementPlan.Acomponentofaprojectorprogrammanagementplanthatdescribeshowthe

projectcostswillbeplanned,structured,monitored,andcontrolled.

CostofQuality.Amethodofdeterminingthecostsincurredtoensurequality.Preventionandappraisal

costs (cost of conformance) include costs for quality planning, quality control (QC), and quality

assurancetoensurecompliancetorequirements(i.e.,training,QCsystems,etc.).Failurecosts(costof

nonconformance)include

costs

to

rework

products,

components,

or

processes

that

are

noncompliant,

costsofwarrantyworkandwaste,andlossofreputation.

CostPerformanceIndex(CPI).Ameasureofthecostefficiencyofbudgetedresourcesexpressedasthe

ratioofearnedvaluetoactualcost.

CostPlusAwardFeeContracts (CPAF).A categoryof contract involvespayments to the seller forall

legitimateactualcostsincurredforcompletedwork,plusanawardfeerepresentingsellerprofit.

CostPlusFixedFeeContract(CPFF).Atypeofcostreimbursablecontractwherethebuyerreimburses

the seller for the sellers allowable costs (allowable costs are defined by the contract) plus a fixed

amountof

profit

(fee).

Cost Plus Incentive Fee Contract (CPIF). A type of costreimbursable contract where the buyer

reimbursesthesellerforthesellersallowablecosts(allowablecostsaredefinedbythecontract),and

thesellerearnsitsprofitifitmeetsdefinedperformancecriteria.

CostVariance(CV).Theamountofbudgetdeficitorsurplusatagivenpoint intime,expressedasthe

differencebetweentheearnedvalueandtheactualcost.

CostBenefitAnalysis.A financialanalysis toolused todetermine thebenefitsprovidedby aproject

againstitscosts.

CostReimbursableContract.A typeofcontract involvingpayment to theseller for thesellersactual

costs,plusafeetypicallyrepresentingsellersprofit.Costreimbursablecontractsoftenincludeincentive

clauseswhere, if the sellermeetsorexceeds selectedprojectobjectives, suchas schedule targetsor

totalcost,thenthesellerreceivesfromthebuyeranincentiveorbonuspayment.

Crashing.Atechniqueusedtoshortenthescheduleduration forthe least incrementalcostbyadding

resources.


9/36

Create WBS. The process of subdividing project deliverables and project work into smaller, more

manageablecomponents.

Criteria.Standards,rules,ortestsonwhichajudgmentordecisioncanbebased,orbywhichaproduct,

service,result,orprocesscanbeevaluated.

CriticalChainMethod.Aschedulemethodthatallowstheprojectteamtoplacebuffersonanyproject

schedulepathtoaccountforlimitedresourcesandprojectuncertainties.

Critical Path. The sequence of activities that represents the longest path through a project, which

determinestheshortestpossibleduration.

CriticalPathActivity.Anyactivityonthecriticalpathinaprojectschedule.

CriticalPathMethod.Amethodused toestimate theminimumprojectduration anddetermine the

amountofschedulingflexibilityonthelogicalnetworkpathswithintheschedulemodel.

Customer.The

person(s)

or

organization(s)

that

will

pay

for

the

projects

product,

service

or

result.

Customerscanbeinternalorexternaltotheperformingorganization.

CustomerSatisfaction.Withinthequalitymanagementsystem,astateoffulfillmentinwhichtheneeds

of a customer are met or exceeded for the customers expected experiences as assessed by the

customeratthemomentofevaluation.

DataDate.Apointintimewhenthestatusoftheprojectisrecorded.

DataGathering andRepresentation Techniques. Projects to collect, organize, and present data and

information.

DecisionTreeAnalysis.Adiagrammingand calculation technique forevaluating the implicationsofa

chainofmultipleoptionsinthepresenceofuncertaintywiththegoalofachievingadesiredoutcome.

Decomposition. A technique used for dividing and subdividing the project scope and project

deliverablesintosmaller,moremanageableparts.

Defect.Animperfectionordeficiencyinaprojectcomponentwherethatcomponentdoesnotmeetits

requirementsorspecificationsandneedstobeeitherrepairedorreplaced.

DefectRepair.Anintentionalactivitywhosepurposeistocorrectanonconformingproductorproduct

component.

DefineActivities.Theprocessofidentifyingthespecificactionstobeperformedtoproducetheproject

deliverables.

DefineScope.Theprocessofdevelopingadetaileddescriptionoftheprojectandproduct.


10/36

Deliverable.Anyuniqueandverifiableproduct,result,orcapabilitytoperformaservicethatmustbe

producedtocompleteaprocess,phase,orproject.

DelphiTechnique.Aninformationgatheringtechniqueusedasawaytoreachaconsensusofexpertson

a subject. Experts on the subject participate in this technique anonymously. A facilitator uses a

questionnaireto

solicit

ideas

about

the

important

project

points

related

to

the

subject.

The

responses

are summarized and are then recirculated to the experts for further comment. Consensus may be

reached inafewroundsofthisprocess.TheDelphitechniquehelpsreducebias inthedataandkeeps

anyonepersonfromhavingundueinfluenceontheoutcome.

Dependency.Seelogicalrelationship.DependencyDetermination.Atechniqueusedtoidentifythetypeofdependencythatisusedtocreate

thelogicalrelationshipsbetweenpredecessorandsuccessoractivities.

Design of Experiments. A statistical method for identifying which factors may influence specific

variablesof

aproduct

or

process

under

development

or

in

production.

Determine Budget. The process of aggregating the estimated costs of individual activities or work

packagestoestablishanauthorizedcostbaseline.

DevelopProjectCharter.Theprocessofdevelopingadocumentthatformallyauthorizestheexistence

ofaprojectandprovidestheprojectmanagerwiththeauthority toapplyorganizational resourcesto

projectactivities.

DevelopProjectManagementPlan.Theprocessofdefining,preparing,andcoordinatingallsubsidiary

planstointegratethemintoacomprehensiveprojectmanagementplan.

DevelopProjectTeam.Theprocessof improving thecompetencies, team interaction,and theoverall

teamenvironmenttoenhanceprojectperformance.

DevelopSchedule.Theprocessofanalyzingactivitysequences,durations,resourcerequirements,and

scheduleconstraintstocreatetheprojectschedulemodel.

Diagramming Techniques. Approaches to presenting information with logical linkages that aid in

understanding.

Dictatorship.A groupdecisionmaking technique inwhichone individualmakes thedecision for the

group.

Direct and Manage Project Work. The process of performing the work defined in the project

managementplantoachievetheprojectsobjectives.

DiscreteEffort.Anactivitythatcanbeplannedandmeasuredandthatyieldsaspecificoutput.(Note:

DiscreteeffortisoneofthreeEVMtypesofactivitiesusedtocalculatecost.)


11/36

Discretionary Dependency. A relationship that is established based on knowledge of best practices

withinaparticularapplicationareaoranaspectoftheprojectwhereaspecificsequenceisdesired.

Document Analysis. An elicitation technique that analyzes existing documentation and identifies

informationrelevanttotherequirements.

Documentation Reviews. The process of gathering a corpus of information and reviewing it to

determineaccuracyandcompleteness.

Duration(DUorDUR).Thetotalnumberofworkperiods(not includingholidaysorothernonworking

periods) required to complete a schedule activity orwork breakdown structure component.Usually

expressedasworkdaysorworkweeks.Sometimesincorrectlyequatedwithelapsedtime.Contrastwith

effort.

Early Finish Date (EF). In the Critical Path Method, the earliest possible point in time when the

uncompletedportionsofascheduleactivitycan finishbasedon the schedulenetwork logic, thedata

date,and

any

schedule

constraints.

Early Start Date (ES). In the Critical Path Method, the earliest possible point in time when the

uncompletedportionsofa scheduleactivity can startbasedon the schedulenetwork logic, thedata

date,andanyscheduleconstraints.

EarnedValue (EV).Themeasureofworkperformedexpressed in termsof thebudgetauthorized for

thatwork.

Earned Value Management. A methodology that combines scope, schedule, and resource

measurementstoassessprojectperformanceandprogress.

Effort.Thenumberoflaborunitsrequiredtocompleteascheduleactivityorworkbreakdownstructure

component,oftenexpressedinhours,days,orweeks.

EmotionalIntelligence.Thecapabilitytoidentify,assess,andmanagethepersonalemotionsofoneself

andotherpeople,aswellasthecollectiveemotionsofgroupsofpeople.

EnterpriseEnvironmentalFactors.Internalorexternalconditions,notunderthecontroloftheproject

team,thatinfluence,constrain,ordirecttheproject.

Estimate.Aquantitativeassessmentofthe likelyamountoroutcome.Usuallyappliedtoprojectcosts,

resources,

effort,

and

durations

and

is

usually

preceded

by

a

modifier

(i.e.,

preliminary,

conceptual,

feasibility,orderofmagnitude,definitive).Itshouldalwaysincludesomeindicationofaccuracy(e.g.,x%).Seealsobudgetandcost.EstimateActivityDurations.Theprocessofestimatingthenumberofworkperiodsneededtocomplete

individualactivitieswithestimatedresources.


12/36

EstimateActivity Resources. The process of estimating the type and quantities ofmaterial, people,

equipment,orsuppliesrequiredtoperformeachactivity.

EstimateatCompletion(EAC).Theexpectedtotalcostofcompletingallworkexpressedasthesumof

theactualcosttodateandtheestimatetocomplete.

Estimate Costs. The process of developing an approximation of the monetary resources needed to

completeprojectactivities.

EstimatetoComplete(ETC).Theexpectedcosttofinishalltheremainingprojectwork.

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

deliverables,andprovidingworkperformanceinformation.

Executing Process Group. Those processes performed to complete the work defined in the project

managementplantosatisfytheprojectspecifications.

ExpectedMonetary

Value

(EMV)

Analysis.

A

statistical

technique

that

calculates

the

average

outcome

when the future includes scenarios thatmayormaynothappen.Acommonuseof this technique is

withindecisiontreeanalysis.

ExpertJudgment. Judgmentthat isprovided,baseduponexpertise inanapplicationarea,Knowledge

Area,discipline, industry,etc.,asappropriate fortheactivitybeingperformed.Suchexpertisemaybe

providedbyanygrouporpersonwithspecializededucation,knowledge,skill,experience,ortraining.

ExternalDependency.Arelationshipbetweenprojectactivitiesandnonprojectactivities.

FacilitatedWorkshops.Anelicitation techniqueusing focusedsessions thatbringkeycrossfunctional

stakeholderstogether

to

define

product

requirements.

FailureModeandEffectAnalysis(FMEA).Ananalyticalprocedureinwhicheachpotentialfailuremode

ineverycomponentofaproductisanalyzedtodetermineitseffectonthereliabilityofthatcomponent

and,by itselfor incombinationwithotherpossible failuremodes,on the reliabilityof theproductor

systemandontherequiredfunctionofthecomponent;ortheexaminationofaproduct(atthesystem

and/orlowerlevels)forallwaysthatafailuremayoccur.Foreachpotentialfailure,anestimateismade

of itseffecton the total system andof its impact. In addition, a review isundertakenof the action

plannedtominimizetheprobabilityoffailureandtominimizeitseffects.

Fallback

Plan.

Fallback

plans

include

an

alternative

set

of

actions

and

tasks

available

in

the

event

the

primaryplanmustbeabandonedbecauseofissues,risksorothercauses.

Fast Tracking. A schedule compression technique in which activities or phases normally done in

sequenceareperformedinparallelforatleastaportionoftheirduration.

Fee.Representsprofitasacomponentofcompensationtoaseller.


13/36

FinishDate.Apointintimeassociatedwithascheduleactivityscompletion.Usuallyqualifiedbyoneof

thefollowing:actual,planned,estimated,scheduled,early,late,baseline,target,orcurrent.

FinishtoFinish(FF).Alogicalrelationshipinwhichasuccessoractivitycannotfinishuntilapredecessor

activityhasfinished.

FinishtoStart(FS).A logicalrelationship inwhichasuccessoractivitycannotstartuntilapredecessor

activityhasfinished.

FirmFixedPriceContract (FFP).A typeof fixedprice contractwhere thebuyerpays the sellera set

amount(asdefinedbythecontract),regardlessofthesellerscosts.

FixedFormulaMethod.Anearnedvaluemethodforassigningaspecified percentageofbudgetvalue

of a work package to the start milestone of the work package with the remaining budget value

percentageassignedwhentheworkpackageiscomplete.

Fixed Price Incentive Fee Contract (FPIF).A type of contractwhere the buyer pays the seller a set

amount (asdefinedbythecontract),and thesellercanearnanadditionalamount if thesellermeets

definedperformancecriteria.

Fixed Price with Economic Price Adjustment Contracts (FPEPA). A fixedprice contract, but with a

special provision allowing for predefined final adjustments to the contract price due to changed

conditions,suchasinflationchangesorcostincreases(ordecreases)forspecificcommodities.

FixedPriceContracts.Anagreementthatsetstheamountthatwillbepaidforadefinedscopedofwork

regardlessofcostorefforttodeliverit.

Float.Alsocalledslack.Seetotalfloatandfreefloat.Flowchart.Thedepictioninadiagramformatoftheinputs,processactions,andoutputsofoneormore

processeswithinasystem.

Focus Groups. An elicitation technique that brings together prequalified stakeholders and subject

matterexperts to learnabout theirexpectationsandattitudesaboutaproposedproduct, service,or

result.

Forecast. An estimate or prediction of conditions and events in the projects future based on

information and knowledge available at the time of the forecast. The information is based on the

projects

past

performance

and

expected

future

performance,

and

includes

information

that

could

impacttheprojectinthefuture,suchasestimateatcompletionandestimatetocomplete.

ForwardPass.ACriticalPathMethodtechniqueforcalculatingtheearlystartandearlyfinishdatesby

workingforwardthroughtheschedulemodelfromtheprojectstartdateoragivenpointintime.

FreeFloat.Theamountoftimethatascheduleactivitycanbedelayedwithoutdelayingtheearlystart

dateofanysuccessororviolatingascheduleconstraint.


14/36

Functional Manager. Someone with management authority over an organizational unit within a

functionalorganization.Themanagerofanygroupthatactuallymakesaproductorperformsaservice.

Sometimescalledalinemanager.

FunctionalOrganization.Ahierarchicalorganizationwhereeachemployeehasoneclearsuperior,and

staffare

grouped

by

areas

of

specialization

and

managed

by

aperson

with

expertise

in

that

area.

Funding Limit Reconciliation. The process of comparing the planned expenditure of project funds

againstany limitson thecommitmentof funds for theproject to identifyanyvariancesbetween the

fundinglimitsandtheplannedexpenditures.

GanttChart.Abarchartofscheduleinformationwhereactivitiesarelistedontheverticalaxis,datesare

shownon thehorizontalaxis,andactivitydurationsareshownashorizontalbarsplacedaccording to

startandfinishdates.

Grade.Acategoryorrankusedtodistinguish itemsthathavethesamefunctionaluse(e.g.,hammer),

butdo

not

share

the

same

requirements

for

quality

(e.g.,

different

hammers

may

need

to

withstand

differentamountsofforce).

GroundRules.Expectationsregardingacceptablebehaviorbyprojectteammembers.

Group Creativity Techniques. Techniques that are used to generate ideas within a group of

stakeholders.

Group Decision Making Techniques. Technique to assess multiple alternatives that will be used to

generate,classify,andprioritizeproductrequirements.

Guideline.Anofficial recommendationoradvice that indicatespolicies, standards,orprocedures for

howsomethingshouldbeaccomplished.

HammockActivity.Seesummaryactivity.Histogram.Aspecialformabarchartusedtodescribethecentraltendency,dispersion,andshapeofa

statisticaldistribution.

Historical Information. Documents and data on prior projects including project files, records,

correspondence,closedcontracts,andclosedprojects.

HumanResourcePlan.Acomponentoftheprojectorprogrammanagementplanthatdescribeshow

theroles

and

responsibilities,

reporting

relationships,

and

staff

management

will

be

addressed

and

structuredinaproject.

Idea/Mind Mapping. Technique used to consolidate Ideas created through individual brainstorming

sessions intoa singlemap to reflect commonalityanddifferences inunderstanding,and to generate

newideas.


15/36

IdentifyRisks.Theprocessofdeterminingwhich risksmayaffect theprojectanddocumenting their

characteristics.

IdentifyStakeholders.Theprocessof identifyingallrelevantpeopleororganizations impactedby the

project, analyzing and documenting relevant information regarding their interests, involvement,

interdependencies,and

potential

impact

on

project

success.

ImposedDate.Afixeddateimposedonascheduleactivityorschedulemilestone,usuallyintheformof

astartnoearlierthanandfinishnolaterthandate.

IncentiveFee.A setof financial incentives related tocost, schedule,or technicalperformanceof the

seller.

IncrementalLifeCycle.Aprojectlifecyclewheretheprojectscopeisgenerallydeterminedearlyinthe

projectlifecycle,buttimeandcostestimatesareroutinelymodifiedastheprojectteamunderstanding

of the product increases. Iterations develop the product through a series of repeated cycles, while

incrementssuccessively

add

to

the

functionality

of

the

product.

IndependentEstimates.Aprocessofusingathirdpartytoobtainandanalyze informationtosupport

predictionofcost,schedule,orotheritem.

InfluenceDiagram.Agraphicalrepresentationofsituationsshowingcausalinfluences,timeorderingof

events,andotherrelationshipsamongvariablesandoutcomes.

InformationGatheringTechniques.Repeatableprocessesusedtoassembleandorganizedataacrossa

spectrumofsources.

Information Management Systems. Facilities, processes and procedures used to collect, store and

distribute information between producers and consumers of information in physical or electronic

format.

InitiatingProcessGroup. Thoseprocessesperformed todefine anewprojector anewphaseof an

existingprojectbyobtainingauthorizationtostarttheprojectorphase.

Input.Any item,whether internalorexternal to theproject that is requiredbyaprocessbefore that

processproceeds.Maybeanoutputfromapredecessorprocess.

Inspection.Examiningormeasuringtoverifywhetheranactivity,component,product,result,orservice

conforms

to

specified

requirements.

Inspections andAudits.A process to observeperformanceof contractedworkor promisedproduct

againstagreedtorequirements.

InterpersonalSkills.Abilitytoestablishandmaintainrelationshipswithotherpeople.


16/36

InterrelationshipDigraphs.Aqualitymanagementplanningtool,theinterrelationshipdigraphsprovide

aprocessforcreativeproblemsolvinginmoderatelycomplexscenariosthatpossessintertwinedlogical

relationships.

Interviews.A formalor informalapproach toelicit information from stakeholdersby talking to them

directly.

Invitation forBid (IFB).Generally, this term isequivalent to request forproposal.However, in some

applicationareas,itmayhaveanarrowerormorespecificmeaning.

Issue.Apointormatter inquestionor indispute,orapointormatterthat isnotsettledand isunder

discussionoroverwhichthereareopposingviewsordisagreements.

IssueLog.Aprojectdocumentusedtodocumentandmonitorelementsunderdiscussionor indispute

betweenprojectstakeholders.

Iterative LifeCycle.Aproject life cyclewhere theproject scope isgenerallydeterminedearly in the

projectlifecycle,buttimeandcostestimatesareroutinelymodifiedastheprojectteamunderstanding

of the product increases. Iterations develop the product through a series of repeated cycles, while

incrementssuccessivelyaddtothefunctionalityoftheproduct.

Lag.Theamountoftimewherebyasuccessoractivitymustbedelayedwithrespecttoapredecessor

activity.

Late Finish Date (LF). In the Critical Path Method, the latest possible point in time when the

uncompletedportionsofascheduleactivitycanfinishbasedontheschedulenetworklogic,theproject

completiondate,andanyscheduleconstraints.

LateStartDate(LS).IntheCriticalPathMethod,thelatestpossiblepointintimewhentheuncompleted

portionsofascheduleactivitycanstartbasedon the schedulenetwork logic, theprojectcompletion

date,andanyscheduleconstraints.

Lead.Theamountoftimewherebyasuccessoractivitycanbeadvancedwithrespecttoapredecessor

activity.

Lessons Learned. The knowledge gained during a project which shows how project events were

addressedorshouldbeaddressedinthefuturewiththepurposeofimprovingfutureperformance.

Lessons

Learned

Knowledge

Base.

A

store

of

historical

information

and

lessons

learned

about

both

the

outcomesofpreviousprojectselectiondecisionsandpreviousprojectperformance.

LevelofEffort(LOE).Anactivitythatdoesnotproducedefinitiveendproductsandischaracterizedbya

uniformrateofworkoveraperiodoftimedeterminedbytheactivitiessupported.Note:Oneofthree

EVMtypesofactivitiesusedtocalculatecost.


17/36

Leveling.Seeresourceleveling.LifeCycle.Seeprojectlifecycle.Log.Adocumentusedtorecordanddescribeordenoteselecteditemsidentifiedduringexecutionofa

processoractivity.Usuallyusedwithamodifier,suchasissue,qualitycontrol,action,ordefect.

LogicalRelationship.Adependencybetweentwoactivities,orbetweenanactivityandamilestone.

Majority.Supportfrommorethan50%ofthemembersofthegroup.

MakeorBuyAnalysis.Theprocessofgatheringandorganizingdataaboutproductrequirementsand

analyzing them against available alternatives including the purchase or internal manufacture of the

product.

MakeorBuyDecisions.Decisionsmaderegarding theexternalpurchaseor internalmanufactureofa

product.

Manage Communications. Collect project performance data with respect to a plan, produce

performancemeasures,andreportanddisseminateperformanceinformation.

Manage Project Team. The process of tracking team member performance, providing feedback,

resolvingissues,andmanagingchangestooptimizeprojectperformance.

Manage Stakeholder Engagement. The process of communicating andworkingwith stakeholders to

meet their needs/expectations, address issues as they occur, and foster appropriate stakeholder

engagementinprojectdecisionsandactivities.

ManagementReserve.

An

amount

of

the

project

budget

withheld

for

management

control

purposes.

Thesearebudgetsreservedforunforeseenworkthatiswithinscopeoftheproject. Themanagement

reserveisnotincludedintheperformancemeasurementbaseline(PMB).

ManagementSkills.Theabilitytoplan,organize,direct,andcontrol individualsorgroupsofpeopleto

achievespecificgoals.

MandatoryDependency.Arelationshipthat iscontractuallyrequiredor inherent inthenatureof the

work.

MarketResearch.Theprocessofgatheringinformationatconferences,onlinereviewsandavarietyof

sourcesto

identify

market

capabilities.

Master Schedule.A summarylevel project schedule that identifies themajor deliverables andwork

breakdownstructurecomponentsandkeyschedulemilestones.Seealsomilestoneschedule.Material. The aggregate of things used by an organization in any undertaking, such as equipment,

apparatus,tools,machinery,gear,material,andsupplies.


18/36

MatrixDiagrams.Aqualitymanagementplanningtoolusedtoperformdataanalysiswhileshowingthe

strengthsofrelationshipsthatexistswithinandbetweentherowsandcolumnsofthematrix.

MatrixOrganization.Anyorganizational structure inwhich theprojectmanager shares responsibility

withthefunctionalmanagersforassigningprioritiesandfordirectingtheworkofpersonsassignedto

theproject.

Methodology.Asystemofpractices, techniques,procedures,and rulesusedby thosewhowork ina

discipline.

Milestone.Asignificantpointoreventinaproject.

MilestoneList.A list identifyingallprojectmilestonesandnormally indicateswhetherthemilestone is

mandatoryoroptional.

MilestoneSchedule.Asummarylevelschedulethat identifiesthemajorschedulemilestones.Seealso

masterschedule.Monitor.Collectprojectperformancedatawithrespecttoaplan,produceperformancemeasures,and

reportanddisseminateperformanceinformation.

MonitorandControlProjectWork.Theprocessoftracking,reviewing,andregulatingtheprogressto

meettheperformanceobjectivesdefinedintheprojectmanagementplan.

MonitoringandControllingProcessGroup.Thoseprocessesrequiredtotrack,review,andregulatethe

progressandperformanceoftheproject; identifyanyareasinwhichchangestotheplanarerequired;

andinitiatethecorrespondingchanges.

MonteCarlo

Analysis.

A

technique

that

computes

or

iterates,

the

project

cost

or

project

schedule

many

timesusinginputvaluesselectedatrandomfromprobabilitydistributionsofpossiblecostsordurations,

tocalculateadistributionofpossibletotalprojectcostorcompletiondates.

MonteCarloSimulation.Aprocesswhichgenerateshundredsor thousandsofprobableperformance

outcomesbasedonprobabilitydistributionsforcostandscheduleonindividualtasks.Theoutcomesare

thenusedtogenerateaprobabilitydistributionfortheprojectasawhole.

MostLikelyDuration.Estimateofthemostprobableactivitydurationthattakesintoaccountallofthe

knownvariablesthatcouldaffectperformance.

MultiCriteria

Decision

Analysis.

This

technique

utilizes

adecision

matrix

to

provide

asystematic

analyticalapproach forestablishingcriteria,suchasrisk levels,uncertainty,andvaluation,toevaluate

andrankmanyideas.

NearCriticalActivity.Ascheduleactivitythathaslowtotalfloat.Theconceptofnearcriticalisequally

applicable to a schedule activity or schedule network path. The limit below which total float is

considerednearcriticalissubjecttoexpertjudgmentandvariesfromprojecttoproject.


19/36

Negotiated Settlement. The processof reaching final equitable settlement of all outstanding issues,

claims,anddisputesthroughnegotiation.

Negotiation.Theprocessandactivities to resolvingdisputes throughconsultationsbetween involved

parties.

Network.Seeprojectschedulenetworkdiagram.NetworkAnalysis.Seeschedulenetworkanalysis.Network Logic. The collection of schedule activity dependencies that makes up a project schedule

networkdiagram.

Network Path.Any continuous series of schedule activities connectedwith logical relationships in a

projectschedulenetworkdiagram.

Networking. Establishing connections and relationships with other people from same or other

organizations.

Node.Oneof thedefiningpointsofaschedulenetwork;ajunctionpointjoined tosomeorallofthe

otherdependencylines.

NominalGroupTechnique.Atechniquethatenhancesbrainstormingwithavotingprocessusedtorank

themostusefulideasforfurtherbrainstormingorforprioritization.

NonconformanceWork. Inthecostofquality framework,nonconformancework isdone todealwith

the consequencesof errors and failures indoing activities correctlyon the firstattempt. Inefficient

qualitymanagementsystems,theamountofnonconformanceworkwillapproachzero.

Objective. Something towardwhichwork is to be directed, a strategic position to be attained, or a

purposetobeachieved,aresulttobeobtained,aproducttobeproduced,oraservicetobeperformed.

Observations. A technique that provides a direct way of viewing individuals in their environment

performingtheirjobsortasksandcarryingoutprocesses.

Opportunity.Ariskthat,ifitoccurs,hasapositiveeffectononeormoreprojectobjectives.

OptimisticDuration.Estimateoftheshortestactivitydurationthattakesintoaccountalloftheknown

variablesthatcouldaffectperformance.

OrganizationalBreakdown Structure (OBS).Ahierarchical representationof theprojectorganization

thatillustratestherelationshipbetweenprojectactivitiesandtheorganizationalunitsthatwillperform

thoseactivities.

OrganizationalProcessAssets.Plans,processes,policies,proceduresandknowledgebases,specificto

andusedbytheperformingorganization.


20/36

Output.Aproduct,result,orservicegeneratedbyaprocess.Maybeaninputtoasuccessorprocess.

Parametric Estimating. An estimating technique in which an algorithm is used to calculate cost or

durationbasedonhistoricaldataandprojectparameters.

ParetoDiagram.Ahistogram,orderedbyfrequencyofoccurrence,thatshowshowmanyresultswere

generatedbyeachidentifiedcause.

PathConvergence.Arelationshipinwhichascheduleactivityhasmorethanonepredecessor.

PathDivergence.Arelationshipinwhichascheduleactivityhasmorethanonesuccessor.

PaymentSystems.Thesystemusedtoprovideandtracksuppliers invoicesandpaymentsforservices

andproducts.

PercentComplete.Anestimateexpressedasapercentoftheamountofworkthathasbeencompleted

onanactivityoraworkbreakdownstructurecomponent.

PerformIntegratedChangeControl.Theprocesswherebymodificationstodocuments,deliverables,or

baselinesassociatedwiththeprojectareidentified,documented,approved,orrejected.

PerformQualitative Risk Analysis. The process of prioritizing risks for further analysis or action by

assessingandcombiningtheirprobabilityofoccurrenceandimpact.

Perform Quality Assurance. The process of auditing the quality requirements and the results from

qualitycontrolmeasurementstoensurethatappropriatequalitystandardsandoperationaldefinitions

areused.

PerformQuantitative

Risk

Analysis.

The

process

of

numerically

analyzing

the

effect

of

identified

risks

on

overallprojectobjectives.

PerformanceMeasurementBaseline(PMB).Anapproved, integratedscopeschedulecostplanforthe

projectworkagainstwhichprojectexecution iscompared tomeasureandmanageperformance.The

PMBincludescontingencyreserve,butexcludesmanagementreserve.

PerformanceReporting.SeeWorkPerformanceReports.PerformanceReports.SeeWorkPerformanceReports.PerformanceReviews.Atechniquethatisusedtomeasure,compare,andanalyzeactualperformance

ofworkinprogressontheprojectagainstthebaseline.

PerformingOrganization.Anenterprisewhosepersonnelaremostdirectly involved indoingthework

oftheprojectorprogram.

PessimisticDuration.Estimateof the longestactivitydurationorhighestactivity cost that takes into

accountalloftheknownvariablesthatcouldaffectperformance.


21/36

Phase.Seeprojectphase.Plan Communications Management. The process of gathering and analyzing project stakeholder

informationandrequirementstodevelopanappropriatecommunicationsapproachfortheproject.

PlanCostManagement.Theprocessthatestablishesthepolicies,procedures,anddocumentationfor

planning,managing,executing,andcontrollingprojectcosts.

Plan Human Resource Management. The process of identifying and documenting project roles,

responsibilities,andrequiredskills,reportingrelationships,andcreatingastaffingmanagementplan.

PlanProcurementManagement.Theprocessofdocumentingprojectpurchasingdecisions,specifying

theapproach,andidentifyingpotentialsellers.

PlanQualityManagement.Theprocessof identifyingquality requirementsand/or standards for the

projectanditsdeliverables,anddocumentinghowtheprojectwilldemonstratecompliancewithquality

requirements.

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

project.

PlanRiskResponses.Theprocessofdevelopingoptionsandactions toenhanceopportunitiesand to

reducethreatstoprojectobjectives.

PlanScheduleManagement.Theprocessofestablishingthepolicies,procedures,anddocumentation

forplanning,executing,andcontrollingtheprojectschedule.

PlanScopeManagement.Theprocessofcreatingascopemanagementplanthatdocumentshowthe

projectscope

will

be

defined,

validated,

and

controlled.

Plan Stakeholder Management. The process of developing appropriate management strategies to

effectivelyengagestakeholdersinprojectdecisionsandexecutionbasedontheanalysisoftheirneeds,

interests,andpotentialimpact.

PlannedValue(PV).Theauthorizedbudgetassignedtoscheduledwork.

PlanningPackage.Aworkbreakdownstructurecomponentbelowthecontrolaccountwithknownwork

contentbutwithoutdetailedscheduleactivities.Seealsocontrolaccount.Planning

Process

Group.

Those

processes

required

to

establish

the

scope

of

the

project,

refine

the

objectives, and define the course of action required to attain the objectives that the project was

undertakentoachieve.

Plurality.Decisionsmadebythelargestblockinagroup,evenifamajorityisnotachieved.

Policy.Astructuredpatternofactionsadoptedbyanorganization such that theorganizationspolicy

canbeexplainedasasetofbasicprinciplesthatgoverntheorganizationsconduct.


22/36

Portfolio.Projects,programs,orotherworkmanagedasagrouptoachievestrategicobjectives.

PortfolioManagement. The centralizedmanagement of one ormore portfolios to achieve strategic

objectives.

Practice.Aspecifictypeofprofessionalormanagementactivitythatcontributestotheexecutionofa

processandthatmayemployoneormoretechniquesandtools.

PrecedenceDiagrammingMethod(PDM).Atechniqueusedforconstructingaschedulemodelinwhich

activitiesare representedbynodesandaregraphically linkedbyoneormore logical relationships to

showthesequenceinwhichtheactivitiesaretobeperformed.

PrecedenceRelationship.Thetermusedintheprecedencediagrammingmethodforalogical

relationship.Incurrentusage,however,precedencerelationship,logicalrelationship,anddependency

arewidelyusedinterchangeably,regardlessofthediagrammingmethodused.Seealsologicalrelationship.

Precision.Withinthequalitymanagementsystem,precisionisameasureofexactness.

PredecessorActivity.Anactivitythatlogicallycomesbeforeadependentactivityinaschedule.

Preventive Action. An intentional activity undertaken to avoid an event that would impact the

performanceoftheproject.

PrioritizationMatrices.Aqualitymanagementplanning toolused to identifykey issuesandevaluate

suitablealternativestodefineasetofimplementationpriorities.

ProbabilityandImpactMatrix.Agridforratingeachrisk,basedontheprobabilityofitsoccurrenceand

theimpact

on

the

project

objectives

if

that

risk

occurs.

Procedure.Anestablishedmethodofaccomplishinga consistentperformanceor result,aprocedure

typicallycanbedescribedasthesequenceofstepsthatwillbeusedtoexecuteaprocess.

Process.Asystematicseriesofactivitiesdirectedtowardscausinganendresultsuchthatoneormore

inputswillbeactedupontocreateoneormoreoutputs.

ProcessAnalysis. A process analysis follows the steps outlined in the process improvement plan to

identifyneededimprovements.

ProcessDecision

Program

Charts

(PDPC).

The

PDPC

is

used

to

understand

agoal

in

relation

to

the

steps

forgettingtothegoal.

Process ImprovementPlan.Asubsidiaryplanoftheprojectmanagementplan. Itdetailsthesteps for

analyzingprocessestoidentifyactivitiesthatenhancetheirvalue.

ProcurementAudits.Thereviewofcontractsandcontractingprocessesforcompleteness,accuracy,and

effectiveness.


23/36

Procurement Documents. The documents utilized in bid and proposal activities, which include the

buyers Invitation forBid, Invitation forNegotiations,Request for Information,Request forQuotation,

RequestforProposalandsellersresponses.

Procurement Management Plan. A component of the project or program management plan that

describeshow

aproject

team

will

acquire

goods

and

services

from

outside

the

performing

organization.

ProcurementPerformanceReviews.Astructuredreviewofthesellersprogresstodeliverprojectscope

andquality,withincostandonschedule,ascomparedtothecontract.

Procurement Statement of Work. Describes the procurement item in sufficient detail to allow

prospectivesellerstodetermineiftheyarecapableofprovidingtheproducts,services,orresults.

Product. An artifact that is produced, is quantifiable, and can be either an end item in itself or a

component item.Additionalwords forproductsarematerialandgoods.Contrastwithresult.Seealso

deliverable.

Product Analysis. For projects that have a product as a deliverable, it is tool to define scope that

generally means asking questions about a product and forming answers to describe the use,

characteristicsandothertherelevantaspectsofwhatisgoingtobemanufactured.

ProductLifeCycle.Theseriesofphasesthatrepresenttheevolutionofaproduct,fromconceptthrough

delivery,growth,maturity,toretirement.

ProductScope.Thefeaturesandfunctionsthatcharacterizeaproduct,service,orresult.

ProductScopeDescription.Thedocumentednarrativedescriptionoftheproductscope.

Program.A

group

of

related

projects,

subprograms

and

program

activities,

managed

in

acoordinated

waytoobtainbenefitsnotavailablefrommanagingthemindividually.

ProgramEvaluationandReviewTechnique(PERT).Atechniqueforestimatingthatappliesaweighted

average of optimistic, pessimistic, and most likely estimates when there is uncertainty with the

individualactivityestimates.

ProgramManagement.Theapplicationofknowledge,skills,tools,andtechniquestoaprogramtomeet

theprogramrequirementsandtoobtainbenefitsandcontrolnotavailablebymanagingthecomponent

projectsindividually.

ProgressiveElaboration.

The

iterative

process

of

increasing

the

level

of

detail

in

any

project

product

as

greateramountsofinformationandmoreaccurateestimatesbecomeavailable.

Project.Atemporaryendeavorundertakentocreateauniqueproduct,service,orresult.

ProjectBased Organizations (PBO). A variety of organizational forms that involve the creation of

temporary systems for theperformanceof projects. PBOs conduct themajorityof their activities as

projectsand/orprovideprojectoverfunctionalapproaches.


24/36

ProjectCalendar.A calendar that identifiesworkingdays and shifts that are available for scheduled

activities.

Project Charter. A document issued by the project initiator or sponsor that formally authorizes the

existence of a project and provides the project manager with the authority to apply organizational

resourcesto

project

activities.

ProjectCommunicationsManagement.TheKnowledgeArea that includes theprocesses required to

ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval,

management,control,monitoring,andtheultimatedispositionofprojectinformation.

Project CostManagement. The Knowledge Area that includes the processes involved in estimating,

budgeting, funding,managing,and controlling costs so that theproject canbe completedwithin the

approvedbudget.

Project FundingRequirements. Forecastproject costs tobepaid for that are derived from the cost

baselinefor

total

or

periodic

including

projected

expenditures

plus

anticipated

liabilities.

ProjectGovernance.Thealignmentofprojectobjectiveswiththestrategyofthelargerorganizationby

theprojectsponsorandprojectteam.Aprojectsgovernanceisdefinedbyandmustfitwithinthelarger

contextoftheprogramororganizationsponsoringit,butisseparatefromorganizationalgovernance.

ProjectHumanResourceManagement.TheKnowledgeArea that includes theprocesses toorganize,

manage,andleadtheprojectteam.

ProjectInitiation.Launchingaprocessthatcanresultintheauthorizationofanewproject.

Project Integration Management. The Knowledge Area that includes the processes and activities

needed to identify, define, combine, unify, and coordinate the various processes and project

managementactivitieswithintheProjectManagementProcessGroups.

ProjectLifeCycle.Theseriesofphasesthataprojectpassesthroughfromitsinitiationtoitsclosure.

ProjectManagement.Theapplicationofknowledge,skills,tools,andtechniquestoprojectactivitiesto

meettheprojectrequirements.

Project Management Body of Knowledge. An inclusive term that describes the sum of knowledge

within theprofessionofprojectmanagement.Aswithotherprofessions, suchas law,medicine,and

accounting,

the

body

of

knowledge

rests

with

the

practitioners

and

academics

that

apply

and

advance

it.

The completeprojectmanagementbodyof knowledge includesproven traditionalpractices thatare

widelyappliedand innovativepractices thatareemerging in theprofession.Thebodyof knowledge

includesbothpublishedandunpublishedmaterials.Thisbodyofknowledgeisconstantlyevolving.PMIs

PMBOKGuide identifiesthatsubsetof theprojectmanagementbodyofknowledge that isgenerally

recognizedasgoodpractice.


25/36

Project Management Information System. An information system consisting of the tools and

techniquesusedtogather,integrate,anddisseminatetheoutputsofprojectmanagementprocesses.It

isusedtosupportallaspectsoftheprojectfrominitiatingthroughclosing,andcanincludebothmanual

andautomatedsystems.

ProjectManagement

Knowledge

Area.

An

identified

area

of

project

management

defined

by

its

knowledgerequirementsanddescribedintermsofitscomponentprocesses,practices,inputs,outputs,

tools,andtechniques.

ProjectManagementOffice (PMO).Anorganizational structure that standardizes theprojectrelated

governanceprocessesandfacilitatesthesharingofresources,methodologies,toolsandtechniques.

ProjectManagementPlan.Thedocumentthatdescribeshowtheprojectwillbeexecuted,monitored,

controlled,andclosed.

Project Management Process Group. A logical grouping of project management inputs, tools and

techniques,and

outputs.

The

Project

Management

Process

Groups

include

initiating

processes,

planning

processes, executing processes,monitoring and controlling processes, and closing processes. Project

ManagementProcessGroupsarenotprojectphases.

Project Management Staff. The members of the project team who perform project management

activitiessuchasschedule,communications,riskmanagement,etc.

Project Management System. The aggregation of the processes, tools, techniques, methodologies,

resources,andproceduresusedtomanageaproject.

ProjectManagement Team. Themembers of the project teamwho are directly involved in project

managementactivities.

On

some

smaller

projects,

the

project

management

team

may

include

virtually

alloftheprojectteammembers.

ProjectManager (PM).Thepersonassignedby theperformingorganization to lead the team that is

responsibleforachievingtheprojectobjectives.

ProjectOrganizationChart.Adocument thatgraphicallydepicts theproject teammembersand their

interrelationshipsforaspecificproject.

ProjectPhase.Acollectionoflogicallyrelatedprojectactivitiesthatculminatesinthecompletionofone

ormoredeliverables.

Project Procurement Management. Project Procurement Management includes the processes

necessarytopurchaseoracquireproducts,services,orresultsneededfromoutsidetheprojectteam.

ProjectQualityManagement. The KnowledgeArea that includes the processes and activitiesof the

performingorganizationusedtodeterminequalitypolicies,objectives,andresponsibilitiessothatthe

projectwillsatisfytheneedsforwhichitwasundertaken.


26/36

Project Risk Management. The Knowledge Area that includes the processes of conducting risk

managementplanning,identification,analysis,responseplanning,andcontrollingriskonaproject.

Project Schedule.Anoutputofa schedulemodel thatpresents linked activitieswithplanned dates,

durations,milestones,andresources.

ProjectScheduleNetworkDiagram.Agraphical representationofthe logical relationshipsamong the

projectscheduleactivities.

ProjectScope.Theworkperformed todeliveraproduct,service,or resultwiththespecified features

andfunctions.

ProjectScopeManagement.TheKnowledgeArea that includes theprocesses required toensure the

projectincludesalltheworkrequired,andonlytheworkrequired,tocompletetheprojectsuccessfully.

ProjectScopeStatement.Thedescriptionof theproject scope,majordeliverables,assumptions,and

constraints.

ProjectStakeholderManagement.TheKnowledgeAreathatincludestheprocessesrequiredtoidentify

allpeopleororganizations impactedbytheproject,analyzingstakeholderexpectationsand impacton

theproject,anddevelopingappropriatemanagementstrategiesforeffectivelyengagingstakeholdersin

projectdecisionsandexecution.

ProjectStatementofWork.SeeStatementofWork.Project Team.A set of individualswho support the projectmanager in performing thework of the

projecttoachieveitsobjectives.

ProjectTeam

Directory.

A

documented

list

of

project

team

members,

their

project

roles,

and

communicationinformation.

ProjectTimeManagement.TheKnowledgeArea that includes theprocesses required tomanage the

timelycompletionoftheproject.

ProjectizedOrganization.Anyorganizationalstructure inwhichtheprojectmanagerhasfullauthority

toassignpriorities,applyresources,anddirecttheworkofpersonsassignedtotheproject.

ProposalEvaluationTechniques.Theprocessofreviewingproposalsprovidedbysupplierstosupport

contractawarddecisions.

Prototypes.Amethodofobtainingearlyfeedbackonrequirementsbyprovidingaworkingmodelofthe

expectedproductbeforeactuallybuildingit.

Quality.Thedegreetowhichasetofinherentcharacteristicsfulfillsrequirements.

QualityAudits.Aqualityaudit isa structured, independentprocess todetermine ifprojectactivities

complywithorganizationalandprojectpolicies,processes,andprocedures.


27/36

QualityChecklists.Astructuredtoolusedtoverifythatasetofrequiredstepshasbeenperformed.

QualityControlMeasurements.Thedocumentedresultsofcontrolqualityactivities.

QualityManagementandControlTools.Atypeofqualityplanningtoolsusedtolinkandsequencethe

activitiesidentified.

QualityManagementPlan.Acomponentof theprojectorprogrammanagementplan thatdescribes

howanorganization'squalitypolicieswillbeimplemented.

Quality Management System. The organizational framework whose structure provides the policies,

processes,procedures,andresourcesrequiredtoimplementthequalitymanagementplan.Thetypical

project quality management plan should be compatible to the organizations quality management

system.

QualityMetrics.Adescriptionofaprojectorproductattributeandhowtomeasureit.

QualityPolicy.

A

policy

specific

to

the

Project

Quality

Management

Knowledge

Area,

it

establishes

the

basicprinciples that should govern theorganizations actions as it implements its system forquality

management.

QualityRequirement.Aconditionorcapabilitythatwillbeusedtoassessconformancebyvalidatingthe

acceptabilityofanattributeforthequalityofaresult.

Quantitative Risk Analysis and Modeling Techniques. Commonly used techniques for both event

orientedandprojectorientedanalysisapproaches

QuestionnairesandSurveys.Writtensetsofquestionsdesignedtoquicklyaccumulateinformationfrom

alarge

number

of

respondents.

RecordsManagementSystem.Aspecificsetofprocesses,relatedcontrolfunctions,andtoolsthatare

consolidatedandcombinedtorecordandretaininformationabouttheproject.

Regulation.A requirement imposedby a governmentalbody.Regulatory requirements can establish

product, process, or service characteristics, including applicable administrative provisions that have

governmentmandatedcompliance.

ReportingSystems.Facilities,processesandproceduresusedtogenerateorconsolidate reports from

one or more information management systems and facilitate report distribution to the project

stakeholders.

Request for Information (RFI). A type of procurement document whereby the buyer requests a

potential seller to provide various pieces of information related to a product or service or seller

capability.


28/36

Request for Proposal (RFP). A type of procurement document used to request proposals from

prospectivesellersofproductsorservices. Insomeapplicationareas, itmayhaveanarrowerormore

specificmeaning.

RequestforQuotation(RFQ).Atypeofprocurementdocumentusedtorequestpricequotationsfrom

prospectivesellers

of

common

or

standard

products

or

services.

Sometimes

used

in

place

of

request

for

proposalandinsomeapplicationareas,itmayhaveanarrowerormorespecificmeaning.

Requested Change. A formally documented change request that is submitted for approval to the

integratedchangecontrolprocess.

Requirement.Aconditionorcapabilitythatmustbepresentinaproduct,service,orresulttosatisfya

contractorotherformallyimposedspecification.

RequirementsDocumentation.Adescriptionofhow individual requirementsmeet thebusinessneed

fortheproject.

Requirements Management Plan. A component of the project or program management plan that

describeshowtheprojectrequirementswillbeanalyzed,documented,andmanaged.

Requirements Traceability Matrix. A grid that links product requirements from their origin to the

deliverablesthatsatisfiesthem.

Reserve.Aprovisionintheprojectmanagementplantomitigatecostand/orschedulerisk.Oftenused

withamodifier(e.g.,managementreserve,contingencyreserve)toprovidefurtherdetailonwhattypes

ofriskaremeanttobemitigated.

Reserve Analysis. An analytical technique to determine the essential features and relationships of

components intheprojectmanagementplantoestablishareserveforthescheduleduration,budget,

estimatedcost,orfundsforaproject.

ResidualRisk.Ariskthatremainsafterriskresponseshavebeenimplemented.

Resource. Skilled human resources (specific disciplines either individually or in crews or teams),

equipment,services,supplies,commodities,material,budgets,orfunds.

ResourceBreakdownStructure.Ahierarchicalrepresentationofresourcesbycategoryandtype.

Resource Calendar. A calendar that identifies the working days and shifts on which each specific

resourceis

available.

ResourceHistogram.Abarchartshowingtheamountoftimethataresourceisscheduledtoworkover

a series of time periods. Resource availability may be depicted as a line for comparison purposes.

Contrastingbarsmayshowactualamountsofresourcesusedastheprojectprogresses.

Resource Leveling. A technique in which start and finish dates are adjusted based on resource

constraintswiththegoalofbalancingdemandforresourceswiththeavailablesupply.


29/36

ResourceOptimization Techniques. A technique that is used to adjust the start and finish dates of

activitiesthatadjustsplannedresourceusetobeequaltoorlessthanresourceavailability.

Resource Smoothing. A technique which adjusts the activities of a schedule model such that the

requirementforresourcesontheprojectdonotexceedcertainpredefinedresourcelimits.

Responsibility.Anassignmentthatcanbedelegatedwithinaprojectmanagementplansuch thatthe

assignedresourceincursadutytoperformtherequirementsoftheassignment.

ResponsibilityAssignmentMatrix(RAM).Agridthatshowstheprojectresourcesassignedtoeachwork

package.

Result. An output from performing project management processes and activities. Results include

outcomes(e.g.,integratedsystems,revisedprocess,restructuredorganization,tests,trainedpersonnel,

etc.) and documents (e.g., policies, plans, studies, procedures, specifications, reports, etc.). Contrast

withproduct.Seealsodeliverable.

Rework. Action taken to bring a defective or nonconforming component into compliance with

requirementsorspecifications.

Risk.Anuncertaineventorconditionthat,ifitoccurs,hasapositiveornegativeeffectononeormore

projectobjectives.

RiskAcceptance.A risk response strategywhereby theproject teamdecides toacknowledge the risk

andnottakeanyactionunlesstheriskoccurs.

Risk Audits. Examination and documentation of the effectiveness of risk responses in dealing with

identifiedrisksandtheirrootcauses,aswellastheeffectivenessoftheriskmanagementprocess.

RiskAvoidance. A risk response strategy whereby the project team acts to eliminate the threat or

protecttheprojectfromitsimpact.

RiskBreakdownStructure(RBS).Ahierarchicalrepresentationofrisksaccordingtotheirriskcategories.

RiskCategorization.Organizationbysourcesofrisk(e.g.,usingtheRBS),theareaoftheprojectaffected

(e.g.,usingtheWBS),orotherusefulcategory(e.g.,projectphase)todeterminetheareasoftheproject

mostexposedtotheeffectsofuncertainty.

RiskCategory.Agroupofpotentialcausesofrisk.

RiskDataQualityAssessment.Techniquetoevaluatethedegreetowhichthedataaboutrisksisuseful

forriskmanagement.

Risk Management Plan. A component of the project, program, or portfolio management plan that

describeshowriskmanagementactivitieswillbestructuredandperformed.


30/36

RiskMitigation.A risk response strategywhereby theproject teamacts to reduce theprobabilityof

occurrenceorimpactofathreat.

RiskReassessment.Riskreassessment isthe identificationofnewrisks,reassessmentofcurrentrisks,

andtheclosingofrisksthatareoutdated.

RiskRegister.Adocumentinwhichrisksarerecordedtogetherwiththeresultsofriskanalysisandrisk

responseplanning.

RiskTolerance.Thedegree,amount,orvolumeofriskthatanorganizationorindividualwillwithstand.

RiskTransference.Ariskresponsestrategywherebytheprojectteamshiftstheimpactofathreattoa

thirdparty,togetherwithownershipoftheresponse.

RiskUrgencyAssessment.Reviewanddeterminationofthetimingofactionswhichmayneedtooccur

soonerthanotherriskitems.

Role.A

defined

function

to

be

performed

by

aproject

team

member,

such

as

testing,

filing,

inspecting,

coding.

RollingWavePlanning.An iterativeplanning technique inwhich thework tobeaccomplished in the

neartermisplannedindetail,whiletheworkinthefutureisplannedatamoregenerallevel.

RootCauseAnalysis.Ananalyticaltechniqueusedtodeterminethebasicunderlyingreasonthatcauses

avarianceoradefectorarisk.Arootcausemayunderliemorethanonevarianceordefectorrisk.

ScatterDiagram.Acorrelationchartthatusesaregressionlinetoexplainortopredicthowthechange

inanindependentvariablewillchangeadependentvariable.

Schedule.Seeprojectscheduleandseealsoschedulemodel.ScheduleBaseline.Theapprovedversionofaschedulemodelthatcanbechangedonlythroughformal

changecontrolproceduresandisusedasabasisforcomparisontoactualresults.

ScheduleCompression.Techniquesusedtoshortenthescheduledurationwithoutreducingtheproject

scope.

ScheduleData.Thecollectionofinformationfordescribingandcontrollingtheschedule.

ScheduleForecasts.Estimatesorpredictionsofconditionsandevents intheprojectsfuturebasedon

informationandknowledgeavailableatthetimethescheduleiscalculated.

ScheduleManagementPlan.Acomponentoftheprojectorprogrammanagementplanthatestablishes

thecriteriaandtheactivitiesfordeveloping,monitoring,andcontrollingtheschedule.


31/36

ScheduleModel.Arepresentationoftheplanforexecutingtheprojectsactivities includingdurations,

dependencies and other planning information, used to produce project schedules along with other

schedulingartifacts.

ScheduleNetworkAnalysis.Thetechniqueofidentifyingearlyandlatestartdates,aswellasearlyand

latefinish

dates,

for

the

uncompleted

portions

of

project

schedule

activities.

See

also

backwardpass,

criticalpathmethod,criticalchainmethod,andresourceleveling.ScheduleNetworkTemplates.Asetofactivitiesandrelationshipsthathavebeenestablishedandcan

be used repeatedly for a particular application area or an aspectof the projectwhere a prescribed

sequenceisdesired.

Schedule Performance Index (SPI). A measure of how efficiently the project team is using its time

expressedastheratioofearnedvaluetoplannedvalue.

ScheduleVariance(SV).Theamountbywhichtheprojectisaheadorbehindtheplanneddeliverydate,

atagiven

point

in

time,

expressed

as

the

difference

between

the

earned

value

and

the

planned

value.

SchedulingTool.Atoolwhichprovidesschedulecomponentnames,definitions,structuralrelationships,

andformatsthatsupporttheapplicationofaschedulingmethod.

Scope.Thesumoftheproducts,services,andresultstobeprovidedasaproject.Seealsoprojectscopeandproductscope.ScopeBaseline.Theapprovedversionofascopestatement,workbreakdownstructure(WBS),and its

associatedWBSdictionary,thatcanbechangedonlythroughformalchangecontrolproceduresand is

usedasabasisforcomparison.

ScopeChange.Anychangetotheprojectscope.Ascopechangealmostalwaysrequiresanadjustment

totheprojectcostorschedule.

ScopeCreep.Theuncontrolledexpansiontoproductorprojectscopewithoutadjustmentstotime,cost,

andresources.

ScopeManagementPlan.Acomponentoftheprojectorprogrammanagementplanthatdescribeshow

theprojectscopewillbedefined,developed,monitored,controlled,andverified.

SecondaryRisk.Ariskthatarisesasadirectresultofimplementingariskresponse.

SelectedSellers.

The

sellers

that

have

been

selected

to

provide

acontracted

set

of

services

or

products.

Seller.Aproviderorsupplierofproducts,services,orresultstoanorganization.

SellerProposals.Aproposalfromavendorwhohasundergoneapriorselectionprocesstobeoneofa

selectfewthatcancompeteorqualifyforfutureprocurements.


32/36

SensitivityAnalysis.Aquantitativeriskanalysisandmodelingtechniqueusedtohelpdeterminewhich

riskshavethemostpotentialimpactontheproject.Itexaminestheextenttowhichtheuncertaintyof

eachprojectelementaffectstheobjectivebeingexaminedwhenallotheruncertainelementsareheld

attheirbaselinevalues.Thetypicaldisplayofresultsisintheformofatornadodiagram.

SequenceActivities.

The

process

of

identifying

and

documenting

relationships

among

the

project

activities.

Seven Basic Quality Tools. The Seven basic quality tools are a standard toolkit used by quality

management professionals who are responsible for planning, monitoring, and controlling the issues

relatedtoqualityinanorganization.

Simulation.Asimulationusesaprojectmodelthat translates theuncertaintiesspecifiedatadetailed

levelintotheirpotentialimpactonobjectivesthatareexpressedatthelevelofthetotalproject.Project

simulationsusecomputermodelsandestimatesofrisk,usuallyexpressedasaprobabilitydistributionof

possible costs or durations at a detailedwork level, and are typically performed usingMonte Carlo

analysis.

SourceSelectionCriteria.Asetofattributesdesiredbythebuyerwhichasellermustmeetorexceedto

beselectedforacontract.

Specification.Adocument thatspecifies, inacomplete,precise,verifiablemanner, the requirements,

design,behavior,orothercharacteristicsofasystem,component,product,result,orserviceand,often,

the procedures for determining whether these provisions have been satisfied. Examples are:

requirementspecification,designspecification,productspecification,andtestspecification.

SpecificationLimits.Thearea,oneither sideof thecenterline,ormean,ofdataplottedonacontrol

chartthat

meets

the

customers

requirements

for

aproduct

or

service.

This

area

may

be

greater

than

or

lessthantheareadefinedbythecontrollimits.Seealsocontrollimits.

Sponsor.Apersonorgroupwhoprovidesresourcesandsupportfortheprojectand isaccountablefor

enablingprojectsuccess.

StaffingManagementPlan.A componentof thehuman resourceplan thatdescribeswhenandhow

projectteammemberswillbeacquiredandhowlongtheywillbeneeded.

Stakeholder.An individual,group,ororganizationwhomayaffect,beaffectedby,orperceive itselfto

beaffectedbyadecision,activity,oroutcomeofaproject.

StakeholderAnalysis.Atechniqueofsystematicallygatheringandanalyzingquantitativeandqualitative

informationtodeterminewhoseinterestsshouldbetakenintoaccountthroughouttheproject.

StakeholderManagementPlan.Thestakeholdermanagementplan isasubsidiaryplanof theproject

managementplan thatdefines theprocesses,procedures, tools,and techniques toeffectivelyengage


33/36

stakeholders in project decisions and execution based on the analysis of their needs, interests, and

potentialimpact

StakeholderRegister.Aprojectdocumentincludingtheidentification,assessment,andclassificationof

projectstakeholders.

Standard.Adocumentthatprovides,forcommonandrepeateduse,rules,guidelines,orcharacteristics

for activities or their results, aimed at the achievement of the optimum degree of order in a given

context.

StartDate.Apoint in timeassociatedwitha scheduleactivitys start,usuallyqualifiedbyoneof the

following:actual,planned,estimated,scheduled,early,late,target,baseline,orcurrent.

StarttoFinish(SF).Alogicalrelationshipinwhichasuccessoractivitycannotfinishuntilapredecessor

activityhasstarted.

StarttoStart (SS).A logical relationship inwhicha successoractivitycannotstartuntilapredecessor

activityhasstarted.

StatementofWork(SOW).Anarrativedescriptionofproducts,services,orresultstobesupplied.

StatisticalSampling.Choosingpartofapopulationofinterestforinspection.

Subnetwork.A subdivision (fragment)ofaproject schedulenetworkdiagram,usually representing a

subprojectoraworkpackage.Oftenused to illustrateor study somepotentialorproposed schedule

condition,suchaschangesinpreferentialschedulelogicorprojectscope.

Subproject.A smallerportionof theoverall project createdwhen aproject is subdivided intomore

manageablecomponents

or

pieces.

SuccessorActivity.Adependentactivitythatlogicallycomesafteranotheractivityinaschedule.

SummaryActivity.Agroupofrelatedscheduleactivitiesaggregatedanddisplayedasasingleactivity.

SWOTAnalysis. An analysis of strengths,weaknesses, opportunities and threats of an organization,

project,oroption.

TeamMembers.Seeprojectteammembers.Technique.Adefined systematicprocedureemployedbyahuman resource toperformanactivity to

produceaproductorresultordeliveraservice,andthatmayemployoneormoretools.

Templates.Apartiallycompletedocumentinapredefinedformatthatprovidesadefinedstructurefor

collecting,organizing,andpresentinginformationanddata.

Threat.Ariskthat,ifitoccurs,hasanegativeeffectononeormoreprojectobjectives.


34/36

ThreepointEstimate.Atechniqueusedtoestimatecostordurationbyapplyingaaverageofoptimistic,

pessimistic,andmostlikelyestimateswhenthereisuncertaintywiththeindividualactivityestimates.

Threshold.Acost, time,quality, technical,or resourcevalueusedasaparameter,andwhichmaybe

includedinproductspecifications.Crossingthethresholdshouldtriggersomeaction,suchasgenerating

anexception

report.

Time and Material Contract (T&M). A type of contract that is a hybrid contractual arrangement

containing aspects of both costreimbursable and fixedprice contracts. Time andmaterial contracts

resemble costreimbursable type arrangements in that theyhaveno definitive end,because the full

valueofthearrangementisnotdefinedatthetimeoftheaward.Thus,timeandmaterialcontractscan

grow in contract value as if they were costreimbursabletype arrangements. Conversely, time and

material arrangements can also resemble fixedprice 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.

TimeScaled

Schedule

Network

Diagram.

Any

project

schedule

network

diagram

drawn

in

such

away

that thepositioningand lengthof the scheduleactivity represents itsduration.Essentially, it isabar

chartthatincludesschedulenetworklogic.

ToCompletePerformanceIndex(TCPI).Ameasureofthecostperformancethatmustbeachievedwith

theremaining resources inorder tomeetaspecifiedmanagementgoal,expressedas the ratioofthe

costtofinishtheoutstandingworktothebudgetavailable.

Tolerance.Thequantifieddescriptionofacceptablevariationforaqualityrequirement.

Tool.Something tangible, suchasa templateor softwareprogram,used inperforminganactivity to

produceaproduct

or

result.

TotalFloat.Theamountoftimethatascheduleactivitycanbedelayedorextendedfromitsearlystart

datewithoutdelayingtheprojectfinishdateorviolatingascheduleconstraint.

TreeDiagram.Asystematicdiagramofadecompositionhierarchyused tovisualizeasparenttochild

relationshipsasystematicsetofrules.

TrendAnalysis.An analytical technique thatusesmathematicalmodels to forecast futureoutcomes

basedonhistoricalresults.Itisamethodofdeterminingthevariancefromabaselineofabudget,cost,

schedule,orscopeparameterbyusingpriorprogressreportingperiodsdataandprojectinghowmuch

thatparameters

variance

from

baseline

might

be

at

some

future

point

in

the

project

ifno

changes

are