PM Glossary

Glossary of Project Management Terms
Term
Abstract resource
Acceptance
Acceptance criteria
Acceptance test
Accountability Matrix
Accrued costs
Acquisition strategy
Action Item
Active
Activity
Activity Definition
Activity Description (AD)
Activity duration
Activity Duration Estimating
Activity file
Activities ID
Activity
Activity
Activity status
Actual Cost (AC)
Actual Cost of Work Performed (ACWP)(Spent Costs)

Actual dates
Actual direct costs
Actual Finish Date (AF)
Actual Start Date (AS)

ACWP
AD
Adjourning
ADM
Administrative Closure
Advanced material release
AF
AND relationship
AOA
AON
Approved
AS
Assumption
Activity
Activity Definition

Activity
Activity
Actual Cost of Work Performed (ACWP)

APIs
Application Area
Approval
Approval to proceed
Arrow
Arrow Diagramming Method (ADM)
Arrow diagram
Arrow diagram method
AS
As late as possible (ALAP)
As
Associated revenue
As soon as possible (ASAP)
Assumptions
Audit
Authorization
Authorized un
Authorized work
Automatic decision event
Backward Pas
Bar Chart
Baseline
Baseline Finish Date

Baseline Start Date
BAC
Backward Pass
Balanced matrix
Bar Char
Baseline
Baseline cost
Baseline dates
Baseline review
Baseline schedule
Baseline Start Date

BCWP
BCWS
Benefits
Benefits framework
Benefits management
Benefits management plan
Bid
Bid analysis
Bottom up cost estimating
Brainstorming
Breakdown structure
Budget
Budget at completion (BAC)

Budget cost
Budget Estimate
Budgetary control
Note: a budget should provide the information necessary to enable
Budgeted Cost of Work Performed (BCWP)
Budgeted Cost of Work Scheduled (BCWS)
Budget element
Budget estimate
Budgeting
Budget unit
Burden
Business case
Calendar Unit
Calendars
Cancelled
Capital cost
Note: see also revenue cost.
Capital employed
Cascade chart
Cash flow
Cash flow, net
CCB
Champion
Change control
Change Control Board (CCB)
Change in Scope
Change log
Change management
Change Request
Chart of Accounts
Charter
Child activity
Client or Customer
Close out
Closure
CMM
Code of Accounts
Commissioning
Commitment
Committed costs
Communication
Communications planning
Completed
Completion date
Compound risk
Conception phase
Concurrent Engineering
Configuration
Configurations audit
Configurations control
Configuration identification
Configuration item
Configuration management
Configuration status accounting
Conflict management
Constraint
Consumable resource
Contingencies
Contingency
Contingency Allowance
Contingency plan
Contingency planning
Contingency Reserve
Contract
Fixed price or lump sum contractsthis category of contract involve
Cost reimbursable contractsthis category of contract involves paym
Unit price contractsthe contractor is paid a preset amount per uni
Contract Administration
Contract budget base
Contract Close
Contractor
Contract target cost
Contract target price
Control
Control Charts
Coordination
Coordinated matrix
Corrective Action
Cost account
Cost account manager
Cost benefit analysis
Note: the hard, tangible, readily measurable benefits may sometim
Cost breakdown structure

Cost budgeting
Cost center
Cost code
Cost Control
Cost control point
Cost control system
Cost curve
Cost element
Cost Estimating
Cost incurred
Cost management
Cost of Quality
Cost overrun
Cost Performance Index (CPI)
Cost performance report
Cost plan
Cost Plus Fixed Fee (CPFF) Contract
Cost Plus Incentive Fee (CPIF) Contract

Cost reimbursement type contracts
Cost
Cost Variance (CV)
Any difference between the estimated cost of an activity and the ac
In earned value, BCWP less ACWP
CPFF
CPIF
CPI
CPM
Crashing
Critical Activity
Criticality index
Critical Path
Critical path analysis
Critical Path Method (CPM)

Critical performance indicator
Critical success factor
Current Finish Date
Current Start Date
Customer
Cut
CV
Dangle
Data Date (DD)
DD
Decision
Decision event
Definitive Estimate
Delaying resource
Delegation
Deliberate decision event
Deliverables
Delphi technique
Denied
Dependency
Dependency arrow
Design authority
Design and development
Deterministic network
Direct costs
Discounted cash flow (DCF)
Discrete milestone
Logical link that may require time but no other resource.
Dummy activity in activity on arrow network
DU
Dummy Activity
Duration (DU)
Duration Compression
EAC
Earliest feasible date
Early dates
Early Finish Date (EF)
Early Start Date (ES)
Earned hours
Earned Value (EV)
Earned value analysis
Earned value cost control
EF
Effort
Effort
Effort remaining
Elapsed time
End activity
End event (of a project)
Environmental factoring
Equivalent activity
ES
Estimate
Estimate at completion (EAC)
Estimate to complete (ETC)
Estimating
ETC
EV
Event
Event
Exception report
Exclusive OR relationship
Execution phase
Expenditure
Exceptions
Expected Monetary Value
External constraint
Fasttracking
Fallback plan
Feasibility phase
Feasibility study
Feasible schedule
FF
FFP
Final report
Finish date
Finishing activity
Finish
Finish
Finish
Finish
Firm Fixed Price (FFP) Contract
Fixed date
Fixed
Fixed finish
Fixed
Fixed start
Fixed Price Incentive Fee (FPIF) Contract
Float
Forecast at completion
Forecast Final Cost
Forward Pass
FPIF
Fragnet
Free Float (FF)
FS
Functional Manager
Functional matrix
Functional organization
Functional specification
Funding profile
Gantt chart
(A Gantt chart is a time
GERT
Goal
Grade
Graphical Evaluation and Review Technique (GERT)
Hammock
Hammock activity
Handover
Hanger
hierarchical coding structure
Hierarchy of networks
Histogram
Holiday
Host organization
Hypercritical activities
IFB
Impact
Impact analysis
Implementation phase
(Note: realization is the internationally accepted and preferred te
Imposed date
Note: a symbol is inserted immediately above the event concerned
Imposed finish
Imposed start
Inclusive OR relationship
Incurred costs
Indirect cost
Information Distribution
In
Initiation
In progress
Integrated Cost/Schedule Reporting
Integrated logistics support
Integration
Internal rate of return (IRR)
Note: IRR is a special case of the discounted cash flow procedure
Inverted matrix
Invitation for Bid (IFB)
Issue
Key events major events, the achievement of which that are deemed
Key Event Schedule
Key performance indicators
Labor rate variances
Ladder
Lag
Late dates
Latest event time
Late event date
Late Finish Date (LF)
Latest finish time
Late Start Date (LS)

Latest start time
Lead
Lead contractor
Leadership
Letter of intent
Level of Effort (LOE)
Leveling
LF
Life cycle
Life
Likelihood
Line Manager
The manager of any group that actually makes a product or perfor
A functional manager.
Link
Linked bar chart
LOE
Logic
Logic diagram
Logical Relationship
Finish
Finish
Start
Start
Loop
Management by project
Management development
Management Reserve
Mandate
Master network
Master Schedule
Material
Mathematical Analysis
Matrix Organization
Methodology
Mid
Milestone
Milestone plan
Milestone schedule
Mission statement
Mitigation
Mobilization
Modern Project Management (MPM)
Monitoring
Monte carol simulation
MPM
Multi
Multi
Multi
Multi
Near
Negative total float
Negotiated contract cost
Negotiation
Net present value
Network
Network Analysis
Network interface
Network Logic
Network Path
Node
Nodes
Non
Non
Note: resources should not be diverted from a non
No earlier than
No later than
Objectives
OBS
On
Operation phase
Opportunity
Order of magnitude estimate
Organizational breakdown structure (OBS)
Organization designs
Organizational Planning
Original budget
Original duration
Other direct costs (ODC)
Out
Output format
Outsourcing
Overall change control
Overlap
Overhead
Overrun
Parallel activities
Parametric Estimating
Parent activity
Pareto Diagram
Parties (to a contract)
Path
Path Convergence
Path Float
PC
PDM
Pending
Percent Complete (PC)

Performance measurement techniques
Performance Reporting
Performance specification
Performing
Performing Organization
PERT
PERT Chart
PF
Phase (of a project)
Physical percent complete

Pilot
Plan
Planned activity
Planned cost
Planned Finish Date (PF)
Planned Start Date (PS)
Planned Value (PV)
Planner
Planning
Planning stage
PM
PMBOK
PMP
Portfolio
Portfolio management
Positive float
Post implementation review
Post project appraisal
Precedence Diagramming Method (PDM)
Precedence network
Start of activity depends on finish of preceding activity, either im
Finish of activity depends on finish of preceding activity, either i
Start of activity depends on start of preceding activity, either imm
Finish of activity depends on start of preceding activity, either im
Precedence Relationship
Preceding event
Pre
Predecessor
Predecessor Activity
In the arrow diagramming method, the activity which logically pre
In the precedence diagramming method, the from activity.
Prime or lead contractor
Probabilistic network
Probability
Process
Procurement
Procurement Planning
Product breakdown structure
Product description
Product flow diagram
Program
Program benefits review
Program Evaluation and Review Technique (PERT)
Program director
Program directorate
Program evaluation and review technique (PERT)
Program management
Program management Office

Program manager
Program support office
Progress
Progress payments
Progress report
Project
Project appraisal
Project base date
Project board
Project brief
Project calendar
Project Change Control
Project Change Control Board (PCCB)
Project Communications Management
Project coordination
Project coordination procedure
Project champion
Project closure
Project Cost Management
Project culture
Project definition
Project director
Project environment
Project evaluation
Project file
Project Human Resource Management
Project initiation
Project initiation document

Project Integration Management
Project issue report

Project life cycle
Note: the project life cycle may include the operation and disposal
Project life cycle cost
Project log
Project logic
Project logic drawing
Project Management Body of Knowledge (PMBOK)
Project Management Plan
Project Management Office
Project Management Professional (PMP)
Project Management Software
Project Management Team
Project Manager (PM)
Project Management (PM)
Project matrix
Project monitoring
Project network
Project Network Diagram
Project network techniques

Note: the terms program evaluation and review technique (PERT)
Project organization
Project Phase
Project Plan
Project Plan Development
Project Plan Execution

Project Planning
Project Portfolio
Project Portfolio Management (PPM
Project procedures manual
project procurement management
Project progress report
Project Quality Management
Project Procurement Management
Project review calendar
Project Risk Management

Project Schedule
Project Scope Management
Project sponsor
The individual or body for whom the project is undertaken, the pri
The individual representing the sponsoring body and to whom the
A person or organization providing funds for the project.
Project start
Project Status Indicators
Green = On Track
Yellow = Caution, at risk, behind schedule, over budget, action n
Red = Alert, project in serious trouble and almost certain to mis
Project status report
Project strategy
Project success/failure criteria
Project support office
Project team
Project Team Members The people who report either directly or indirectly to the project manager.
Project technical plan
Project Time Management A subset of project management including the processes required to ensu
Projectized Organization Any organizational structure in which the project manager has full authority
PS
Public relations
QA Quality Assurance
QC Quality Control
Qualitative risk analysis
Quality
Quality Assurance (QA)
Quality assurance plan
Quality audit
Quality Control (QC)
Quality criteria
Quality guide
Quality plan (for a project)

Quality Planning
Quality review
RAM
RDU
Recurring costs
Relationship
Remaining Duration (RDU)
Re
Request for change
Request for Proposal (RFP)
Request for Quotation (RFQ)

Requirements
Requirements definition
Reserve
Resource
Resource aggregation
Resource allocation
Resource analysis
Resource assignment
Resource availability
Resource breakdown structure
Resource calendar
Resource constraint
Resource accumulation
Resource driven task durations
Resource histogram
Resource level
Resource Leveling
Resource
Resource optimization
Resource plan
Resource Planning
Resource requirement
Resource scheduling
Resource smoothing
Responsibility matrix
Responsible organization
Responsibility Assignment Matrix (RAM)
Responsibility Chart
Responsibility Matrix
Retainage
Retention
Revenue cost
RFP
RFQ
Risk
Risk analysis
Risk assessment
Risk avoidance
Risk Evaluation
Risk Event
Risk Identification
Risk management
Risk management plan
Risk matrix
Risk prioritizing
Risk Quantification
Risk Ranking
Risk Reduction
Risk Register
Risk response
Risk Response Control

Risk Response Development
Risk, secondary
Risk sharing
Risk transfer
Risk treatment
Safety plan
Schedule
Schedule control
Schedule dates
Schedule performance index (SPI)
Schedule variance (cost)
Scheduled finish
Scheduled start
Scheduling
Scope
Scope change
Scope change control
Scope verification
Scope of work
Secondary risk
Schedule A time sequence of activities and events representing an operating timetable for performin
Schedule Analysis See network analysis.

Schedule Compression See duration compression.
Schedule Control Controlling changes to the project schedule.
Schedule Development Analyzing activity sequences, activity durations, and resource requirements
Schedule performance index (SPI) ratio of work accomplished versus work planned (BCWP/BCWS), fo
Schedule Variance (SV)
Scheduled Finish Date (SF) The point in time work was scheduled to finish on an activity. The schedu
Scheduled Start Date (SS) The point in time work was scheduled to start on an activity. The schedule
Scope The sum of the products and services to be provided as a project.
Scope Baseline See baseline.
Scope Change Any change to the project scope. A scope change almost always requires an adjustme
Scope Change Control Controlling changes to project scope.
Scope Definition Decomposing the major deliverables into smaller, more manageable components to
Scope Planning Developing a written scope statement that includes the project justification, the maj
Scope Verification Ensuring that all identified project deliverables have been completed satisfactorily
Sequence
SF
Should
Slack
Slip chart
Slippage
Soft project
Soft skills
Solicitation
Solicitation Planning
Source Selection
SOW Statement Of Work
SPI
Splittable Activity
Sponsor The executive responsible for the overall project delivery including management, monitorin
SS
Staff Acquisition
Stage
Stage payment
Stakeholder
Start Date
Start event of a project
Note: there may be more than one start event.
Start
Start
Start
Starting activity
Statement of Work (SOW)
Status
Status Report A report completed and distributed to all stakehold
Steering Committee A group of high
Steering group
Subcontract
Subcontractor
Subnet or Subnetwork
Subproject
Success criteria
Success factors
Successor
Successor Activity
Sunk costs
Super
Supplier
SV
System
Systems and procedures
Systems management
Target Completion Date (TC)An imposed date which constrains or otherwise modifies the network ana
Target finish Date

Target Schedule
Target start date
Task
TC
Team Development
Team Members
TF
Time
Target Completion Date
Target Date
Target Finish Date (TF)

Target Start Date (TS)
Target start date
Task
Team
Team building
Team development
Team leader
Technical assurance
Technical guide
Technical products
Tender
Termination
Terms of reference
Tied activities
Time analysis
Time based network
Time limited scheduling
Note: this may cause the envisaged resource levels to be exceede
Time
Time now
Time recording
Time
Time
Time sheet
Top down cost estimating
Total Float (TF)
Total Quality Management (TQM)
TQM
Transit time
TS
Turnaround Report
Unlimited schedule
Users
Value
Value management
Value engineering
Value planning
Variance
Variance at completion
Variation
Variation orders
WBS
What
What
Work
Work breakdown code
Workaround
Work Breakdown Structure (WBS)
Work Item
Workload
Work Package
Work Units
Zero Float
gement Terms
Definition
Imaginary resource introduced so its availability and activity requirement gives an extra means of
control. (For example, two jobs not being worked upon simultaneously in order to obviate an
accident hazard)
The formal process of accepting delivery of a product or a deliverable.
Performance requirements and essential conditions that have to be achieved before project
deliverables are accepted.
Formal, pre defined test conducted to determine the compliance of the deliverable item(s) with the
acceptance criteria.
See responsibility assignment matrix.
Earmarked for the project and for which payment is due, but has not been made.
Determining the most appropriate means of procuring the component parts or services of a project
Something agreed to be done by a person as a result of a discussion at a meeting and usually
recorded in the minutes or log of the meeting.
Project status describing an approved initiative or project with applied resource and management
activities.
Task, job, operation or process consuming time and possibly other resources. (The smallest self
contained unit of work used to define the logic of a project. In general, activities share the following
characteristics: a definite duration, logic relationships to other activities in a project, use resources
such as people, materials or facilities, and have an associated cost. They should be defined in
terms of start and end dates and the person or organization responsible for their completion.)
Identifying the specific activities to be performed in order to produce the various project
deliverables.
A short phrase or label used in a project network diagram. The activity description normally
describes the scope of work of the activity.
Specifies the length of time (hours, days, weeks, months) that it takes to complete an activity.
Estimating the number of work periods which will be needed to complete individual activities
A file containing all data related to the definition of activities on a particular project.
A unique code identifying each activity in a project.
On arrow networ k arrow diagram, network in which the arrows symbolize the activities.
On node network precedence diagram, a network in which the nodes symbolize the activities.
The state of completion of an activity. A planned activity has not yet started. A started activity is in
progress. A finished activity is complete.
Incurred costs charged to the project budget for which payment has been made or accrued for
payment. See Earned Value Analysis.
Total costs incurred (direct and indirect) in accomplishing work during a given time period. See also
earned value analysis.
Actual dates are entered as the project progresses. These are the dates that activities really started
and finished as opposed to planned or projected dates.
Costs specifically identified with a contract or project. See also direct costs.
The point in time that work actually ended on an activity. (Note: in some application areas, the
activity is considered finished when work is substantially complete.)
The point in time that work actually started on an activity.
Actual Cost of Work Performed
Activity Description
The last stage of team building where the team disbands
Arrow Diagramming Method
Generating, gathering, and disseminating information to formalize project completion.
A document used by organizations to initiate the purchase of long lead time or time critical
materials prior to the final release of a design.
Actual Finish date
Logical relationship between two or more activities that converge on or diverge from an event.
Note: the AND relationship indicates that every one of the activities has to be undertaken.
Activity On Arrow
Activity On Node
Project status describing Governance or Steering Committee approval prior to the start of project
activities.
Actual Start date
Factors, for planning purposes, considered to be true, real, or certain. Assumptions generally
involve a degree of risk.
An element of work performed during the course of a project. An activity normally has an expected
duration, an expected cost, and expected resource requirements. Activities are often subdivided
into tasks.
Identifying the specific activities that must be performed in order to produce the various project
deliverables.
A short phrase or label used in a project network diagram. The activity description normally
describes the scope of work of the activity.
Estimating the number of work periods which will be needed to complete individual activities.
On Arrow (AOA) See arrow diagramming method.
On Node (AON) See precedence diagramming method.
Total costs incurred (direct and indirect) in accomplishing work during a given time period. See also
earned value.
The point in time that work actually ended on an activity. (Note: in some application areas, the
activity is considered finished when work is substantially complete.)
Application Programming Interface
A category of projects that have common elements not present in all projects. Application areas are
usually defined in terms of either the product of the project (i.e., by similar technologies or industry
sectors) or the type of customer (e.g., internal vs. external, government vs. commercial).
Application areas often overlap.
The term used when an individual accepts a deliverable as fit for purpose so that the project can
continue.
Approval given to the project at initiation or prior to the beginning of the next stage.
The graphic presentation of an activity. See also arrow diagramming method. A connecting line
between two nodes in a network.
A network diagramming technique in which activities are represented by arrows. The tail of the
arrow represents the start and the head represents the finish of the activity (the length of the arrow
does not represent the expected duration of the activity). Activities are connected at points called
nodes (usually drawn as small circles) to illustrate the sequence in which the activities are
expected to be performed. See also precedence diagramming method.
See activity on arrow network.

One of two conventions used to represent an activity in a project. Also known as activity on arrow.
Actual Start date
An activity for which the early start date is set as late as possible without delaying the early dates
of any successor.
Of Date See data date.
That part of a project cost that is of a revenue nature and therefore charged as incurred to the
profit and loss account. Note: associated revenue differs from the capital element of the project in
that the capital element is taken as an asset to the balance sheet and depreciated over future
accounting periods.
An activity for which the early start date is set to be as soon as possible. This is the default activity
type in most project management systems.
Assumptions are factors that, for planning purposes, are considered to be true, real, or certain.
Assumptions generally involve a degree of risk.
Systematic retrospective examination of the whole, or part, of a project or function to measure
conformance with predetermined standards. Note: audit is usually qualified, for example financial
audit, quality audit, design audit, project audit, health and safety audit.
The decision that triggers the allocation of funding needed to carry on the project
Priced work any scope change for which authorization to proceed has been given, but for which
the estimated costs are not yet settled.
The effort which has been defined, plus that work for which authorization has been given, but for
which defined contract costs have not been agreed upon.
Decision event where the decision depends only on the outcome of the preceding activities and
that can be programmed or made automatic.
The calculation of late finish dates and late start dates for the uncompleted portions of all network
activities. Determined by working backwards through the network logic from the projects end date.
The end date may be calculated in a forward pass or set by the customer or sponsor. See also
network analysis.
A graphic display of schedule related information. In the typical bar chart, activities or other project
elements 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. Also called a Gantt chart.
The original plan (for a project, a work package, or an activity), plus or minus approved changes.
Usually used with a modifier (e.g., cost baseline, schedule baseline, performance measurement
baseline).
See scheduled finish date.
See scheduled start date.
Budget At Completion
The calculation of late finish dates and late start dates for the uncompleted portions of all network
activities. Determined by working backwards through the network logic from the projects end date.
The end date may be calculated in a forward pass or set by the customer or sponsor. See also
network analysis.
An organizational matrix where functions and projects have the same priority.
A graphic display of schedule related information. In the typical bar chart, activities or other project
elements 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. Also called a Gantt chart.
The original plan (for a project, a work package, or an activity), plus or minus approved changes.
Usually used with a modifier (e.g., cost baseline, schedule baseline, performance measurement
baseline).
The amount of money an activity was intended to cost when the schedule was baselined.
Original planned start and finish dates for an activity. Used to compare with current planned dates
to determine any delays. Also used to calculate budgeted cost of work scheduled for earned valued
analysis.
A customer review conducted to determine that a contractor is continuing to use the previously
accepted performance system and is properly implementing a baseline on the contract or option
under review.
The baseline schedule is a fixed project schedule. It is the standard by which project performance is
measured. The current schedule is copied into the baseline schedule which remains frozen until it is
reset. Resetting the baseline is done when the scope of the project has been changed significantly,
for example after a negotiated change. At that point, the original or current baseline becomes
invalid and should not be compared with the current schedule.

Budgeted Cost of Work Performed
Budgeted Cost of Work Scheduled
The enhanced efficiency, economy and effectiveness of future business or other operations to be
delivered by a project or program.
An outline of the expected benefits of the project or program, the business operations affected and
current and target performance measures.
Combined with project or program management, Benefits Management is the process for planning,
managing, delivering and measuring the project or program benefits.
Specifies who is responsible for achieving the benefits set out in the benefit profiles and how
achievement of the benefits is to be measured, managed and monitored.
A tender, quotation or any offer to enter into a contract
An analysis of bids or tenders.
This is the method of making estimates for every activity in the work breakdown structure and
summarizing them to provide a total project cost estimate.
The unstructured generation of ideas by a group of people.
A hierarchical structure by which project elements are broken down, or decomposed. See also
product breakdown structure (PBS), organizational breakdown structure (OBS) and work breakdown
structure (WBS).
Quantification of resources needed to achieve a task by a set time, within which the task owners
are required to work. Note: a budget consists of a financial and/or quantitative statement, prepared
and approved prior to a defined period, for the purpose of attaining a given objective for that
period. (The planned cost for an activity or project.)
The sum total of the time phased budgets. The estimated total cost of the project when done.
The cost anticipated at the start of a project.
See estimate.
System of creating budgets, monitoring progress and taking appropriate action to achieve
budgeted performance.
Making bodies to assess a project proposal and reach a rational decision.
The sum of the budget for work completed plus apportioned work in progress to be completed
during a relevant time period. BCWP can also be calculated by taking the percentage of work
completed times the baseline cost of the activity (% Complete x Planned Cost for each activity).
The sum of the budgets for work scheduled to be accomplished during a relevant time period. See
also earned value analysis. The planned cost of work that should have been achieved according to
the project baseline dates. Elapsed costs / baseline cost to date.
Budget elements are the same as resources the people, materials, or other entities needed to do
the work budget elements can be validated against a resource breakdown structure (RBS). They are
typically assigned to a work package, but can also be defined at the cost account level.
An approximate estimate prepared in the early stages of a project to establish financial viability or
secure resources.
Time phased financial requirements.
The budget unit is the base unit for the calculation. For example, the engineer budget element
might have a budget unit of hours. Since budget units are user defined, they can be any
appropriate unit of measure. For example, a budget unit might be hours, pounds sterling, linear
meters, or tons.
Overhead expenses distributed over appropriate direct labor and/or material base.
Information necessary to enable approval, authorization and policy making bodies to assess a
project proposal and reach a reasoned decision
The smallest unit of time used in scheduling the project. Calendar units are generally in hours,
days, or weeks, but can also be in shifts or even in minutes. Used primarily in relation to project
management software.
A project calendar lists time intervals in which activities or resources can or cannot be scheduled. A
project usually has one default calendar for the normal workweek (for example Monday to Friday),
but may have other calendars as well. Each calendar can be customized with its own holidays and
extra work days. Resources and activities can be attached to any of the calendars that are defined.
Project status given to a cancelled project.
The carrying cost in a balance sheet of acquiring an asset and bringing it to the condition where it
is capable of performing its intended function over a future series of periods.
The carrying cost in a balance sheet of acquiring an asset and bringing it to the condition where it
is capable of performing its intended function over a future series of periods.
Amount of investment in an organization or project, normally the sum of fixed and current assets,
less current liabilities at a particular date.
Bar chart on which the vertical order of activities is such that each activity is dependent only on
activities higher in the list.
Cash receipts and payments in a specified period.
Difference between cash received and payments made during a specific period.
Change Control Board
An end user representative often seconded into a project team. Someone who acts as an advocate
for a proposal or project.
Process that ensures potential changes to the deliverables of a project or the sequence of work in a
project, are recorded, evaluated, authorized, and managed.
A formally constituted group of stakeholders responsible for approving or rejecting changes to the
project baselines.
See scope change.
A record of all project changes, proposed, authorized, or rejected.
The formal process where changes to the project are introduced and approved.
A request submitted to obtain formal approval for project changes (see Project Change Control).
Change requests may arise through changes in the business or because of issues in the project.
Change requests should be documented, logged, analyzed, and approved before a change to the
project can be made.
Any numbering system used to monitor project costs by category (e.g., labor, supplies, materials).
The project chart of accounts is usually based upon the corporate chart of accounts of the primary
performing organization. See also code of accounts.
See project charter.
Subordinate task belonging to a parent task existing at a higher level in the work breakdown
structure.
The party to a contract who commissions the work and pays for it on completion. The client or
customer also functions as a representative for the users and is a project stakeholder.
The completion of work on a project.
The formal end point of a project, either because it has been completed or because it has been
terminated early.
Capability Maturity Model
Any numbering system used to uniquely identify each element of the work breakdown structure.
See also chart of accounts.
Advancement of an installation from the stage of static completion to full working order and
achievement of the specified operational requirements.
A binding financial obligation, typically in the form of a purchase order or contract.
Costs legally committed even if delivery has not taken place with invoices neither raised nor paid.
The transmission of information so that the recipient understands clearly what the sender intends.
Determining project stakeholders communication and information needs.
Project status describing work that has moved through the full project lifecycle and has been
accepted as complete by the customer or client.
The date calculated by which the project could finish following careful estimating.
A risk made up of a number of inter related risks.
The phase that triggers and captures new ideas or opportunities and identifies potential candidates
for further development in the feasibility phase
An approach to project staffing that, in its most general form, calls for implementers to be involved
in the design phase. Sometimes confused with fast tracking.
Functional and physical characteristics of a product as defined in technical documents and

achieved in the product. Note: in a project this should contain all items that can be identified as
being relevant to the project and that should only be modified after authorization by the relevant
manager (This includes documentation).
A check to ensure that all deliverable items on a project conform with one another and to the
current specification. It ensures that relevant quality assurance procedures have been implemented
and that there is consistency throughout project documentation.
A system through which changes may be made to configuration items.
Identifies uniquely all items within the configuration.
A part of configuration that has a set function and is designated for configuration management. It
identifies uniquely all items within the configuration.
Technical and administrative activities concerned with the creation, maintenance and controlled
change of configuration throughout the life of the product.
Records and reports the current status and history of all changes to the configuration. Provides a
complete record of what happened to the configuration to date
The ability to manage conflict creatively and effectively.
Applicable restriction affecting the performance of the project. Any factor affecting when an activity
can be scheduled.
A type of resource that only remains available until consumed (for example, a material).
See reserve and contingency planning.
A contingency is the planned allotment of time and cost or other resources for unforeseeable
elements with a project.
See reserve.
Alternative course(s) of action devised to cope with project risks. Note: See risk plan.
The development of a management plan using alternative strategies to minimize or negate the
adverse effects of a risk, should it occur.
A separately planned quantity used to allow for future situations which may be planned for only in
part (sometimes called known unknowns). For example, rework is certain, the amount of rework
is not. Contingency reserves may involve cost, schedule, or both. Contingency reserves are
intended to reduce the impact of missing cost or schedule objectives. Contingency reserves are
normally included in the projects cost and schedule baselines.
A contract is a mutually binding agreement which obligates the seller to provide the specified
product and obligates the buyer to pay for it. Contracts generally fall into one of three broad
categories:
Defined product. Fixed price contracts may also include incentives for meeting or exceeding
selected project objectives such as schedule targets.
Managing the relationship with the seller.
The negotiated contract cost value plus the estimated value of authorized but unpriced work.
Out Completion and settlement of the contract, including resolution of all outstanding items.
A person, company, or firm who holds a contract for carrying out the works and/or the supply of
goods or services in connection with the project
The negotiated costs for the original defined contract and all contractual changes that have been
agreed and approved, but excluding the estimated cost of any authorized, unpriced changes. The
contract target cost equals the value of the budget at completion plus management or contingency
reserve.
The negotiated estimated costs plus profit or fee.
The process of comparing actual performance with planned performance, analyzing variances,
evaluating possible alternatives, and taking appropriate corrective action as needed.
Control charts are a graphic display of the results, over time and against established control limits,
of a process. They are used to determine if the process is in control or in need of adjustment.
The act of ensuring that work carried out by different organizations and in different places fits
together effectively. It involves technical matters, time, content, and cost in order to achieve the
project objectives effectively.
An organizational structure where the project leader reports to the functional manager and doesnt
have authority over team members from other departments.
Changes made to bring expected future performance of the project into line with the plan.
Defines what work is to be performed who will perform it and who is to pay for it. Cost accounts are
the focal point for the integration of scope, cost, and schedule. Another term for cost account is
control account.
A member of a functional organization responsible for cost account performance, and for the
management of resources to accomplish such tasks.
An analysis of the relationship between the costs of undertaking a task or project, initial and
recurrent, and the benefits likely to arise from the changed situation, initially and recurrently.
An analysis of the relationship between the costs of undertaking a task or project, initial and
recurrent, and the benefits likely to arise from the changed situation, initially and recurrently.
Hierarchical breakdown of a project into cost elements.
Allocating cost estimates to individual project components.
Location, person, activity or project in respect of which costs may be ascertained and related to
cost units.
Unique identitier for a specified element of work. (Code assigned to activities that allow costs to be
consolidated according to the elements of a code structure.)
Controlling changes to the project budget.
The point within a program at which costs are entered and controlled. Frequently, the cost control
point for a project is either the cost account or the work package.
Any system of keeping costs within the bounds of budgets or standards based upon work actually
performed.
A graph plotted against a horizontal time scale and cumulative cost vertical scale.
A unit of costs to perform a task or to acquire an item. The cost estimated may be a single value or
a range of values.
Estimating the cost of the resources needed to complete project activities.
Costs identified through the use of the accrued method of accounting or costs actually paid. Costs
include direct labor, direct materials, and all allowable indirect costs.
The effective financial control of the project through evaluating, estimating, budgeting, monitoring,
analyzing, forecasting and reporting the cost information.
The costs incurred to ensure quality. The cost of quality includes quality planning, quality control,
quality assurance, and rework.
The amount by which a contractor exceeds or expects to exceed the estimated costs, and/or the
final limitations (the ceiling) of a contract.
The ratio of budgeted costs to actual costs (BCWP/ACWP). CPI is often used to predict the
magnitude of a possible cost overrun using the following formula: original cost estimate/CPI =
projected cost at completion. See also earned value. The cost efficiency ratio of earned value to
actual costs. CPI is often used to predict the magnitude of a possible cost overrun. See also earned
value.
A regular cost report to reflect cost and schedule status information for management.
A budget which shows the amounts and expected dates of incurring costs on the project or on a
contract.
A type of contract where the buyer reimburses the seller for the sellers allowable costs (allowable
costs are defined by the contract) plus a fixed amount of profit (fee).
A type of contract where the buyer reimburses the seller for the sellers allowable costs (allowable
costs are defined by the contract), and the seller earns its profit if it meets defined performance
criteria.
A category of contracts based on payments to a contractor for allowable estimated costs, normally
requiring only a best efforts performance standard from the contractor. Risk for all growth over the
estimated value rests with the project owner.
Time resource sheet (CTR) a document that describes each major element in the work breakdown
structure, including a statement of work (SOW) describing the work content, resources required, the
time frame of the work element and a cost estimate.
Cost Plus Fixed Fee
Cost Plus Incentive Fee
Cost Performance Index
Critical Path Method
A specific type of project schedule compression technique performed by taking action to decrease
the total project schedule duration after analyzing a number of alternatives to determine how to
get the maximum schedule duration compression for the least cost. Typical approaches for crashing
a schedule include reducing schedule activity durations and increasing the assignment of resources
on schedule activities.Credited resource created by an activity or event and can then be used by
the project.
Any activity on a critical path with zero or negative float. 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.
Used in risk analysis, the criticality index represents the percentage of simulation trails that
resulted in the activity being placed on the critical path.
In a project network diagram, the series of activities which determines the earliest completion of
the project. The critical path will generally change from time to time as activities are completed
ahead of or behind schedule. Although normally calculated for the entire project, the critical path
can also be determined for a milestone or subproject. The critical path is usually defined as those
activities with float less than or equal to a specified value, often zero. See critical path method.
Procedure for calculating the critical path and floats in a network.
A network analysis technique used to predict project duration by analyzing which sequence of
activities (which path) has the least amount of scheduling flexibility (the least amount of float).
Early dates are calculated by means of a forward pass using a specified start date. Late dates are
calculated by means of a backward pass starting from a specified completion date (usually the
forward passs calculated project early finish date).
A critical factor against which aspects of project performance may be assessed
A factor considered to be most conducive to the achievement of a successful project
The current estimate of the point in time when an activity will be completed.
The current estimate of the point in time when an activity will begin.
Any person who defines needs or wants, justifies or pays for part or the entire project, or evaluates
or uses the results. Could be the project promoter, client, owner or employer
Off date the ending date of a reporting period.
Cost Variance
An activity or network which has either no predecessors or no successors. If neither, it is referred to
as an isolated activity.
The point in time that separates actual (historical) data from future (scheduled) data. Also called as
of date.
Data Date
The removal of uncertainty with respect to a course of action.
State in the progress of a project when a decision is required before the start of any succeeding
activity. Note: the decision determines which of a number of alternative paths is to be followed.
See estimate.
In resource scheduling, inadequate availability of one or more resources may require that the
completion of an activity be delayed beyond the date on which it could otherwise be completed.
The delaying resource is the first resource on an activity that causes the activity to be delayed.
The practice of effectively getting others to perform work which one chooses not to do oneself. The
process by which authority and responsibility is distributed from project manager to subordinates.
Decision event where the decision is made as a result of the outcomes of the preceding activities
and possibly other information. A deliberate decision event cannot be made automatically
End products of a project or the measurable results of intermediate activities within the project
organization. Note: deliverables may be in the form of hardware, software, services, processes,
documents, or any combination thereof.
A process where a consensus view is reached by consultation with experts. Often used as an
estimating technique.
Project status describing proposed project work that will not be considered.
Precedence relationship. Restriction that one activity has to precede, either in part or in total,
another activity. (Dependencies are relationships between products or tasks. For example, one
product may be made up of several other dependent products or a task may not begin until a
dependent task is complete.) See logical relationship
A link arrow used in an activity on a node network to represent the interrelationships of activities in
a project.
The person or organization with overall design responsibility for the products of the project
Phase The time period in which facility and production processes are developed and designed.
Contains paths, all of which have to be followed and whose durations are fixed. Note: deterministic
network is a term used to distinguish traditional networking from probabilistic networking.
Costs specifically attributable to an activity or group of activities without apportionment. (Direct
costs are best contrasted with indirect costs that cannot be identified to a specific project.)
Concept of relating future cash inflows and outflows over the life of a project or operation to a
common base value thereby allowing more validity to comparison of projects with different
durations and rates of cash flow.
A milestone that has a definite scheduled occurrence in time.
A milestone that has a definite scheduled occurrence in time.
An activity representing no actual work to be done but required for reasons of logic or
nomenclature. Note: there are three uses for a dummy activity in activity on arrow network: logic,
time delay, and Uniqueness.
Duration
An activity of zero duration used to show a logical relationship in the arrow diagramming method.
Dummy activities are used when logical relationships cannot be completely or correctly described
with regular activity arrows. Dummies are shown graphically as a dashed line headed by an arrow.
The number of work periods (not including holidays or other non working periods) required to
complete an activity or other project element. Usually expressed as workdays or workweeks.
Sometimes incorrectly equated with elapsed time. See also effort.
Shortening the project schedule without reducing the project scope. Duration compression is not
always possible and often requires an increase in project cost.
Estimate At Completion
The earliest date on which the activity could be scheduled to start based on the scheduled dates of
all its predecessors, but in the absence of any resource constraints on the activity itself. This date is
calculated by resource scheduling.
Calculated in the forward pass of time analysis, early dates are the earliest dates on which an
activity can start and finish.
In the critical path method, the earliest possible point in time on which the uncompleted portions of
an activity (or the project) can finish based on the network logic and any schedule constraints.
Early finish dates can change as the project progresses and changes are made to the project plan.
In the critical path method, the earliest possible point in time on which the uncompleted portions of
an activity (or the project) can start, based on the network logic and any schedule constraints. Early
start dates can change as the project progresses and changes are made to the project plan.
The time in standard hours credited as a result of the completion of a given task or a group of
tasks.
A measure of the value of completed work. Earned value uses original estimates and progress to
date to show whether the actual costs incurred are on budget and whether the tasks are ahead or
behind the baseline schedule.
Analysis of project progress where the actual money, hours (or other measure) budgeted and spent
is compared to the value of the work achieved.
The quantification of the overall progress of a project in financial terms so as to provide a realistic
yardstick against which to compare the actual cost to date.
Early Finish date
The number of labor units necessary to complete the work. Effort is usually expressed in staff
hours, staff days or staff weeks and should not be confused with duration.
Driven activity an activity whose duration is governed by resource usage and availability. The
resource requiring the greatest time to complete the specified amount of work on the activity will
determine its duration.
The estimate of effort remaining to complete an activity.
Elapsed time is the total number of calendar days (excluding non work days such as weekends or
holidays) that is needed to complete an activity. It gives a realistic view of how long an activity is
scheduled to take for completion.
An activity with no logical successors.
Event with proceeding, but no succeeding activities. Note: there may be more than one end event.
Use of data relating to an external factor (such as the weather) to modify or bias the value of
parameters concerned.
Activity that is equivalent, in the probabilistic sense, to any combination of series and parallel
activities.
Early Start date
An assessment of the likely quantitative result. Usually applied to project costs and durations and
should always include some indication of accuracy (e.g., x percent). Usually used with a modifier
(e.g., preliminary, conceptual, feasibility). Some application areas have specific modifiers that imply
particular accuracy ranges (e.g., order of magnitude estimate, budget estimate, and definitive
estimate in engineering and construction projects).
A value expressed in either money and/or hours, to represent the projected final costs of work when
completed. The EAC is calculated as ETC + ACWP.
The value expressed in either money or hours developed to represent the cost of the work required
to complete a task.
The act of combining the results of post project reviews, metrics, consultation and informed
assessment to arrive at time and resource requirements for an activity.
Estimate (or Estimated) To Complete (or Completion)
Earned Value
State in the progress of a project after the completion of all preceding activities, but before the
start of any succeeding activity. (A defined point that is the beginning or end of an activity)
On Node A network diagramming technique in which events are represented by boxes (or nodes)
connected by arrows to show the sequence in which the events are to occur. Used in the original
Program Evaluation and Review Technique.
Focused report drawing attention to instances where planned and actual results are expected to be,
or are already, significantly different. Note: an exception report is usually triggered when actual
values are expected to cross a predetermined threshold that is set with reference to the project
plan. The actual values may be trending better or worse than plan.
Logical relationship indicating that only one of the possible activities can be undertaken.
The phase of a project in which work towards direct achievement of the projects objectives and the
production of the projects deliverables occurs. Sometimes called the implementation phase
A charge against available funds, evidenced by a voucher, claim, or other documents. Expenditures
represent the actual payment of funds.
Occurrences causing deviation from a plan, such as issues, change requests and risks. Exceptions
can also refer to items where the cost variance and schedule variance exceed predefined
thresholds.
The product of an events probability of occurrence and the gain or loss that will result. For
example, if there is a 50 percent probability that it will rain, and rain will result in a $100 loss, the
expected monetary value of the rain event is $50 (.5 x $100).
A constraint from outside the project network.
Reducing the duration of a project usually by overlapping phases or activities originally planned to
be to done sequentially. (The process of reducing the number of sequential relationships and
replacing them typically with parallel relationships, usually to achieve shorter overall durations but
often with increased risk).
A plan for an alternative course of action that can be adopted to overcome the consequences of a
risk, should it occur (including carrying out any advance activities that may be required to render
the plan practical).
The project phase that demonstrates that the clients requirement can be achieved, this phase
identifies and evaluates the options to determine the one preferred solution.
Analysis to determine if a course of action is possible within the terms of reference of the project.
Any schedule capable of implementation within the externally determined constraints of time
and/or resource limits.
Free Float or Finish to Finish
Firm Fixed Price
Post implementation report. Normally a retrospective report that formally closes the project having
handed over the project deliverables for operational use. Note: the report should draw attention to
experiences that may be of benefit to future projects and may form part of the accountability of the
project team
The actual or estimated time associated with an activitys completion.
A finishing activity is the last activity that must be completed before a project can be considered
finished. This activity is not a predecessor to any other activity it has no successors.
To Finish (FF) See logical relationship.
To finish lag the finish to finish lag is the minimum amount of time that must pass between the
finish of one activity and the finish of its successor(s).
To Start (FS) See logical relationship.
To start lag the finish to start lag is the minimum amount of time that must pass between the
finish of one activity and the start of its successor(s). The default finish to start lag is zero.
A type of contract where the buyer pays the seller a set amount (as defined by the contract)
regardless of the sellers costs.
A calendar date (associated with a plan) that cannot be moved or changed during the schedule.
Duration scheduling a scheduling method in which, regardless of the number of resources
assigned to the task, the duration remains the same.
See imposed finish.
Price contracts a generic category of contracts based on the establishment of firm legal
commitments to complete the required work. A performing contractor is legally obligated to finish
the job, no matter how much it costs to complete. Risks of all cost growth rest on the performing
contractor.
See imposed start.
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 it meets defined performance criteria.
The amount of time an activity may be delayed from its early start without delaying the project
finish date. Float is a mathematical calculation and can change as the project progresses and
changes are made to the project plan. Also called slack, total float, and path float. See also free
float.
Scheduled cost for a task.
See estimate at completion.
The calculation of the early start and early finish dates for the uncompleted portions of all network
activities. See also network analysis and backward pass.
Fixed Price Incentive Fee
See subnet.
The amount of time an activity can be delayed without delaying the early start of any immediately
following activities. See also float.
Finish to Start
A manager responsible for activities in a specialized department or functional group (e.g.,
engineering, manufacturing, marketing).
An organization type where the project has a team leader in each functional department and the
products are passed from one team to the next.
Management structure where specific functions of an organization are grouped into specialist
departments providing dedicated services. Examples of functional organization are finance,
marketing and design departments.
A document specifying in some detail the functions that is required of a system and the constraints
that will apply
An estimate of funding requirements over time.
Particular type of bar chart showing planned activity against time. Note: Gantt chart, although
named for a particular type of bar chart, is in current usage as a name for bar charts in general.
Phased graphic display of activity durations. Activities are listed with other tabular information on
the left side with time intervals over the bars. Activity durations are shown in the form of horizontal
bars.)
Graphical Evaluation and Review Technique
A one sentence definition of specifically what will be accomplished, while incorporating an event
signifying completion.
A category or rank used to distinguish items that have the same functional use (e.g., hammer)
but do not share the same requirements for quality (e.g., different hammers may need to withstand
different amounts of force).
A network analysis technique that allows for conditional and probabilistic treatment of logical
relationships (i.e., some activities may not be performed).
An aggregate or summary activity (a group of related activities is shown as one and reported at a
summary level). A hammock may or may not have an internal sequence. See also subproject and
subnet.
Joining two specified points, that span two or more activities. (Note: its duration is initially
unspecified and is only determined by the durations of the specified activities. Hammocks are
usually used to collect time dependent information, e.g. overheads. A group of activities,
milestones, or other hammocks aggregated together for analysis or reporting purposes. Sometimes
used to describe an activity such as management support that has no duration of its own but
derives one from the time difference between the two points to which it is connected.)
The formal process of transferring responsibility for and ownership of the products of a project to
the operator or owner.
An unintended break in a network path. Hangers are usually caused by missing activities or missing
logical relationships.
A coding system that can be represented as a multi level tree structure in which every code except
those at the top of the tree has a parent code.
Range of networks at different levels of detail, from summary down to working levels, showing the
relationships between those networks.
A graphic display of planned and or actual resource usage over a period of time. It is in the form of
a vertical bar chart, the height of each bar representing the quantity of resource usage in a given
time unit. Bars may be single, multiple, or show stacked resources.
An otherwise valid working day that has been designated as exempt from work.
Organization providing the administrative and logistical support for the project.
Activities on the critical path with negative float.
Invitation For Bid
The assessment of the adverse effects of an occurring risk.
Assessing the merits of pursuing a particular course of action.
The project phase that develops the chosen solution into a completed deliverable.
The project phase that develops the chosen solution into a completed deliverable.
Point in time determined by circumstances outside the network.
Point in time determined by circumstances outside the network.
A finished date imposed on an activity by external constraints.
A start date imposed on an activity by external constraints.
Logical relationship indicating that at least one but not necessarily all of the activities have to be
undertaken.
Sum of actual and committed costs, whether invoiced/paid or not, at a specified time.
Costs associated with a project that cannot be directly attributed to an activity or group of
activities. (Resources expended which are not directly identified to any specific contract, project,
product or service, such as overheads and general administration).
Making needed information available to project stakeholders in a timely manner.
House project a project commissioned and carried out entirely within a single organization
Committing the organization to begin a project or phase.
An activity that has been started, but not yet completed.
See earned value.
Disciplined approach to activities necessary to a) cause support considerations to be integrated
into product design, b) develop support arrangements that are consistently related to design and to
each other, and c) provide the necessary support at the beginning and during customer use at
optimum cost.
The process of bringing people, activities and other things together to perform effectively.
Discount rate at which the net present value of a future cash flow is zero.
Discount rate at which the net present value of a future cash flow is zero.
A project oriented organization structure that employs permanent specialists to support projects.
Generally, this term is equivalent to request for proposal. However, in some application areas it
may have a narrower or more specific meaning.
An immediate problem requiring resolution. If a risk (see Risk) does occur, it may turn into an issue
or issues and be managed as an issue.
An immediate problem requiring resolution. If a risk (see Risk) does occur, it may turn into an issue
or issues and be managed as an issue.
See master schedule.
Measurable indicators used to report progress chosen to reflect the critical success factors of the
project.
Difference between planned labor rates and actual labor rates.
Device for representing a set of overlapping activities in a network diagram. Note: The start and
finish of each succeeding activity are linked only to the start and finish of the preceding activity by
lead and lag activities, which consume only time.
A) In a network diagram, the minimum necessary lapse of time between the finish of one activity
and the finish of an overlapping activity or b) delay incurred between two specified activities. For
example, in a finish to start dependency with a 10 day lag, the successor activity cannot start until
10 days after the predecessor has finished. See also lead.
Calculated in the backward pass of time analysis, late dates are the latest dates by which an
activity can be allowed to start or finish.
Latest time by which an event has to occur within the logical and imposed constraints of the
network, without affecting the total project duration.
Calculated from backward pass, it is the latest date an event can occur.
In the critical path method, the latest possible point in time that an activity may be completed
without delaying a specified milestone (usually the project finish date).
The latest possible time by which an activity has to finish within the logical activity and imposed
constraints of the network, without affecting the total project duration.
In the critical path method, the latest possible point in time that an activity may begin without
delaying a specified milestone (usually the project finish date).
Latest possible time by which an activity has to start within the logical and imposed constraints of
the network, without affecting the total project duration.
In a network diagram, the minimum necessary lapse of time between the start of one activity and
the start of an overlapping activity. For example, in a finish to start dependency with a 10 day lead,
the successor activity can start 10 days before the predecessor has finished. See also lag.
The contractor who has responsibility for overall project management and quality assurance
Getting others to follow.
A letter indicating intent to sign a contract, usually so that work can commence prior to signing that
contract.
Support type activity (e.g., vendor or customer liaison) that does not readily lend itself to
measurement of discrete accomplishment. It is generally characterized by a uniform rate of activity
over a specific period of time.
See resource leveling.
Late Finish date
A sequence of defined stages over the full duration of a project.
Cycle Costing The concept of including acquisition, operating, and disposal costs when evaluating
various alternatives.
Assessment of the probability that a risk will occur.
See logical relationship.
A bar chart that shows the dependency links between activities
Level Of Effort
See network logic.
A diagram that displays the logical relationships between project activities. See project network
diagram.
A dependency between two project activities, or between a project activity and a milestone. See
also precedence relationship. The four possible types of logical relationships are:
To startthe from activity must finish before the to activity can start.
To finishthe from activity must finish before the to activity can finish.
To startthe from activity must start before the to activity can start.
To finishthe from activity must start before the to activity can finish.
A network path that passes the same node twice. Loops cannot be analyzed using traditional
network analysis techniques and are treated as errors.LS Late Start date
A term used to describe normal management processes that are being project managed.
All aspects of staff planning, recruitment, development, training and assessment.
A separately planned quantity used to allow for future situations which are impossible to predict
(sometimes called unknown unknowns). Management reserves may involve cost or schedule.
Management reserves are intended to reduce the risk of missing cost or schedule objectives. Use of
management reserve requires a change to the projects cost baseline.
A document that defines the goals and constraints of a project and functions as a working
agreement or contract between the client and the project manager.
Network showing the complete project, from which more detailed networks are derived
A summary level schedule which identifies the major activities and key milestones. See also
milestone schedule.
Property which may be incorporated into or attached to an end item to be delivered under a
contract, or which may be consumed or expended in the performance of a contract. It includes, but
is not limited to, raw and processed material, parts, components, assemblies, fuels and lubricants,
and small tools and supplies which may be consumed in normal use in the performance of a
contract.
See network analysis.

Any organizational structure in which the project manager shares responsibility with the functional
managers for assigning priorities and for directing the work of individuals assigned to the project.
A documented process for management of projects containing the process, definitions, and roles
and responsibilities. An organization may have multiple methodologies for various types of
activities, initiatives, or projects.
Stage assessment an assessment in the middle of a project that can be held for several reasons:
1) At the request of the project board, 2) to authorize work on the next stage before current one is
completed, 3) to allow for a formal review in the middle of a long project, or 4) to review exception
plans.
A key event. An event selected for its importance in the project. Note: milestones are commonly
used in relation to progress. (A milestone is often chosen to represent the start of a new phase or
the completion of a major deliverable. They are used to monitor progress at summary level.
Milestones are activities of zero duration).
A plan containing only milestones which highlight key points of the project.
A schedule that identifies the major milestones. See also master schedule.
Brief summary, approximately one or two sentences, that sums up the background, purposes and
benefits of the project.
Working to reduce risk by lowering its chances of occurring or by reducing its effect if it occurs.
The bringing together of project personnel and securing equipment and facilities. carried out during
project start up phases.
A term used to distinguish the current broad range of project management (scope, cost, time,
quality, risk, etc.) from narrower, traditional use that focused on cost and time.
The capture, analysis, and reporting of project performance, usually as compared to plan.
A schedule risk assessment technique used to estimate the likely range of outcomes from a
complex process by simulating the process under randomly selected conditions a large number of
times.
Modern Project Management
Project a project consisting of multiple sub projects.
Project analysis multi project analysis is used to analyze the impact and interaction of activities
and resources whose progress affects the progress of a group of projects or for projects with shared
resources or both. Multi project analysis can also be used for composite reporting on projects
having no dependencies or resources in common.
Project management managing multiple projects that are interconnected either logically or by
shared resources.
Project scheduling use of the techniques of resource allocation to schedule more than one project
concurrently.
Critical Activity An activity that has low total float.
Time by which the duration of an activity or path has to be reduced in order to permit a limiting
imposed date to be achieved.
The estimated cost negotiated in a cost plus fixed fee contract or the negotiated contract target
cost in either a fixed price incentive contract or a cost plus incentive fee contract. See also contract
target cost.
The art of satisfying needs by reaching agreement or compromise with other parties.
Aggregate of future net cash flows discounted back to a common base date, usually the present.
A pictorial presentation of project data in which the project logic is the main determinant of the
placements of the activities in the drawing. Frequently called a flowchart, PERT chart, logic drawing,
or logic diagram. See project network diagram.
The process of identifying early and late start and finish dates for the uncompleted portions of
project activities. See also Critical Path Method, Program Evaluation and Review Technique, and
Graphical Evaluation and Review Technique.
Activity or event common to two or more network diagrams.
The collection of activity dependencies making up a project network diagram.
Any continuous series of connected activities in a project network diagram.
One of the defining points of a network; a junction point joined to some or all of the other
dependency lines. See also arrow diagramming method and precedence diagramming method.
Points in a network at which arrows start and finish.
Recurring costs expenditures against specific tasks that are expected to occur only once on a
given project.
Splittable activity an activity that, once started, has to be completed to plan without interruption.
Splittable activity to another activity.
A restriction on an activity that indicates that it may not start or end earlier than a specified date.
A restriction on an activity that indicates that it may not start or end later than a specified date.
Predetermined results towards which effort is directed.
Organization(al) Breakdown Structure
Hold Status describing a change from Active (see Active) to being held, generally due to other
work demands or priorities.
Period when the completed deliverable is used and maintained in service for its intended purpose.
The opposite of a risk. The chance to enhance the project benefits.
An estimate carried out to give very approximate indication of likely out turn costs. See estimate.
Hierarchical way in which the organization may be divided into management levels and groups, for
planning and control purposes and to relate work packages to organizational units.
The design of the most appropriate organizational design for a project.
Identifying, documenting, and assigning project roles, responsibilities, and reporting relationships.
The initial budget established at or near the time a contract was signed or a project authorized,
based on the negotiated contract cost or managements authorization.
The duration of activities or groups of activities as recorded in the baseline schedule.
A group of accounting elements which can be isolated to specific tasks, other than labor and
material. Included in ODC are such items as travel, computer time, and services.
Of sequence progress progress that has been reported even though activities that have been
deemed predecessors in project logic have not been completed.
Information that governs the final appearance of a report or drawing. (Usually refers to computer
generated documents).
Contracting out, buying in facilities or work (as opposed to using in house resources).
Coordinating and controlling changes across an entire project.
See lead.
Costs incurred in the operation of a business that cannot be directly related to the individual
products or services being produced. See also indirect cost.
Costs incurred in excess of the contract target costs on an incentive type contract or the estimated
costs on a fixed price contract. An overrun is that value of costs which are needed to complete a
project, over that value originally authorized by management.
Parallel activities are two or more activities than can be done at the same time. This allows a
project to be completed faster than if the activities were arranged serially.
An estimating technique that uses a statistical relationship between historical data and other
variables (e.g., square footage in construction, lines of code in software development) to calculate
an estimate.
Task within the work breakdown structure that embodies several subordinate child tasks.
A histogram, ordered by frequency of occurrence, that shows how many results were generated by
each identified cause.
The persons or companies who sign a contract with one another.
A set of sequentially connected activities in a project network diagram. (Refer to critical path
method for information on critical and non critical paths).
In mathematical analysis, the tendency of parallel paths of approximately equal duration to delay
the completion of the milestone where they meet.
See float.
Percent Complete
Precedence Diagramming Method
Status describing project work submitted for review but not yet discussed.
An estimate, expressed as a percent, of the amount of work which has been completed on an
activity or group of activities. May be aggregated to sections of a project or the whole project.
Performance measurement techniques are the methods used to estimate earned value. Different
methods are appropriate to different work packages, either due to the nature of the work or to the
planned duration of the work package.
Collecting and disseminating information about project performance to help ensure project
progress.
Statement of the totality of needs expressed by the benefits, features, characteristics, process
conditions, boundaries and constraints that together define the expected performance of a
deliverable. Note: a performance specification should provide for innovation and alternative
solutions, by not defining or unduly constraining the technical attributes of the intended
deliverable.
A team building stage where the emphasis is on the work currently being performed.
The enterprise whose employees are most directly involved in doing the work of the project.
Program Evaluation and Review Technique
A specific type of project network diagram. See Program Evaluation and Review Technique.
Planned Finish date
That part of a project during which a set of related and interlinked activities are performed. Note: a
project consists of a series of phases that together constitute the whole project life cycle. See
project phase.
The percentage of the work content of an activity that has been achieved.
A form of testing a new development and its implementation prior to committing to its full release.
An intended future course of action. It is owned by the project manager, it is the basis of the project
controls and includes the what, how, when, and who.
An activity not yet started.
Estimated cost of achieving a specified objective.
The sum of the budgets for all planned work scheduled to be accomplished within a given time
period. Also known as the Budgeted Costs of Work Scheduled (BCWS).
A member of a project team or project support office with the responsibility for planning, scheduling
and tracking of projects. They are often primarily concerned with schedule, progress and manpower
resources.
The process of identifying the means, resources and actions necessary to accomplish an objective.
The stage prior to the implementation stage when product activity, resource and quality plans are
produced.
Project Management or Project Manager
Project Management Body of Knowledge
Project Management Professional
A grouping of projects and programs for management convenience. They may or may not have a
common objective and are often related only by the use of common resources, funding, or by
company departments.
The management of a number of projects that do not share a common objective
Positive float is defined as the amount of time that an activitys start can be delayed without
affecting the project completion date. An activity with positive float is not on the critical path and is
called a non critical activity. The difference between early and late dates (start or finish) determines
the amount of float.
A review between 6 12 months after a system in a project has met its objectives to verify that it
continues to meet user requirements.
An evaluation that provides feedback in order to learn for the future.
A network diagramming technique in which activities are represented by boxes (or nodes) and the
relationship between them by arrows. Activities are linked by precedence relationships to show the
sequence in which the activities are to be performed.
A multiple dependency network. An activity on node network in which a sequence arrow represents
one of four forms of precedence relationship, depending on the positioning of the head and the tail
of the sequence arrow. The relationships are:
The term used in the precedence diagramming method for a logical relationship. In current usage,
however, precedence relationship, logical relationship, and dependency are widely used
interchangeably regardless of the diagramming method in use.
In an activity on arrow network, an event at the beginning of an activity
Commissioning that work which is carried out prior to commissioning in order to demonstrate that
commissioning may be safely undertaken.
An activity that must be completed (or be partially completed) before a specified activity can begin.
A main supplier who has a contract for much or all of the work on a contract
Network containing alternative paths with which probabilities are associated
Likelihood of a risk occurring.
Set of interrelated resources and activities which transform inputs into outputs
The securing of goods or services
Determining what to procure and when.
A hierarchy of deliverable products which are required to be produced on the project. It forms the
base document from which the execution strategy and product based work breakdown structure
may be derived. It provides a guide for configuration control documentation.
The description of the purpose form and components of a product. It should always be used as a
basis for acceptance of the product by the customer.
Represents how the products are produced by identifying their derivation and the dependencies
between them.
A portfolio of projects selected, planned, and managed in a coordinated way to achieve a set of
defined objectives; a single, large or very complex project with phases managed as separate
projects; or a set of otherwise unrelated projects bounded by a business cycle.
A review to assess if targets have been reached and to measure the performance levels in the
resulting business operations.
An event oriented network analysis technique used to estimate project duration when there is a
high degree of uncer tainty with the individual activity duration estimates. PERT applies the critical
path method to a weighted average duration estimate. Also given as Program Evaluation and
Review Technique.
The senior manager with the responsibility for the overall success of the program.
A committee that directs the program when circumstances arise where there is no individual to
direct the program.
PERT is a project management technique for determining how much time a project needs before it
is completed. Each activity is assigned a best, worst, and most probable completion time estimate.
These estimates are used to determine the average completion time. The average times are used
to calculate the critical path and the standard deviation of completion times for the entire project.
The effective management of several individual but related projects or functional activities in order
to produce an overall system that works effectively.
The office responsible for the business and technical management of a specific contract or
program.
Individual or body with responsibility for managing a group of projects.
A group that gives administrative support to the program manager and the program executive.
The partial completion of a project, or a measure of the same.
Payments made to a contractor during the life of a fixed price type contract, on the basis of some
agreed to formula, for example, budget cost of work performed or simply costs incurred.
A regular report to senior personnel, sponsors or stakeholders summarizing the progress of a
project including key events, milestones, costs and other issues.
The application of resources to a unique set of coordinated activities, with a defined start and
finish, undertaken to meet specific objectives within defined cost and performance parameters.
The discipline of calculating the viability of a project.
Reference date used as a basis for the start of a project calendar.
A project board is the body to which the project manager is accountable for achieving the project
objectives.
Statement that describes the purpose, cost, time and performance requirements/constraints for a
project. (A statement of reference terms for a project. A written statement of the clients goals and
requirements in relation to the project.)
A calendar that defines global project working and non working periods.
The process ensuring potential changes to a project including scope, cost, resources, time
(schedule), deliverables, design, methods, costs, or any other planned aspects of a project are
recorded, evaluated, authorized, and managed.
A formally constituted group of stakeholders responsible for approving or rejecting project change
requests. In some cases, the project Steering Committee may serve as the PCCB. Project Charter. A
document issued by senior management that provides the project manager with the authority to
apply organizational resources to project activities.
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 administrative closure.
Communication linking various areas of a project to ensure the transfer of information or hardware
at interface points at the appropriate times and identification of any further necessary resources.
Defines the parties relevant to the project and the approved means of communicating between
them.
Person within the parent organization who promotes and defends a project.
Formal termination of a project at any point during its life.
A subset of project management including resource planning, cost estimating, cost control and cost
budgeting in an effort to complete the project within its approved budget.
The general attitude toward projects within the business.
A report defining a project, i.e. Why it is required? What will be done? How when and where it will
be delivered? The organization and resources required the standards and procedures to be
followed.
The manager of a very large project that demands senior level responsibility or the person at the
board level in an organization who has the overall responsibility for the management of projects.
The project environment is the context within which the project is formulated, assessed and
realized. This includes all external factors that have an impact on the project.
A documented review of the projects performance, produced at project closure. It ensures that the
experience of the project is recorded for the benefit of others.
A file containing the overall plans of a project and any other important documents.
A subset of project management that includes the processes required to make the most effective
use of the people involved with the project. It consists of organizational planning, staff acquisition,
and team development.
The beginning of a project at which point certain management activities are required to ensure that
the project is established with clear reference terms and adequate management structure.
A document approved by the project board at project initiation that defines the terms of reference
for the project.
A subset of project management that includes the processes required to ensure that the various
elements of the project are properly coordinated. It consists of project plan development, project
plan execution, and overall change control.
A report that raises either technical or managerial issues in a project.
All phases or stages between a projects conception and its termination.
All phases or stages between a projects conception and its termination.
Cumulative cost of a project over its whole life cycle
A project diary. A chronological record of significant occurrences throughout the project
The relationships between the various activities in a project.
A representation of the logical relationships of a project.
An inclusive term describing 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 who apply and advance it. The PMBOK includes proven, traditional
practices which are widely applied as well as innovative and advanced ones which have seen more
limited use.
A plan for carrying out a project, to meet specific objectives, that is prepared by or for the project
manager
The office or department responsible for establishing, maintaining and enforcing project delivery
and management processes, procedures, and standards. It provides services, support, and training
for project managers.
An individual certified as such by the Project Management Institute.
A class of computer applications specifically designed to aid with planning and controlling project
costs and schedules.
The members of the project team who are directly involved in project management activities. On
some smaller projects, the project management team may include virtually all of the project team
members.
The person responsible for all elements of planning, managing, executing, and controlling the
project and who is responsible for bringing the project in on time, cost, to specifications, and to a
given quality with agreed upon resources
The application of knowledge, skills, tools, and techniques to project activities in order to meet or
exceed stakeholder needs and expectations from a project.
An organization matrix that is project based, in which the functional structures are duplicated in
each project.
Comparison of current project status with what was planned to be done to identify and report any
deviations.
Representation of activities and/or events with their inter relationships and dependencies.
Any schematic display of the logical relationships of project activities. Always drawn from left to
right to reflect project chronology. Often incorrectly referred to as a PERT chart.
Group of techniques that, for the description, analysis, planning, and control of projects, considers
the logical inter relationships of all project activities The group includes techniques concerned with
time, resources, costs, and other influencing factors, e.g. uncertainty.
Group of techniques that, for the description, analysis, planning, and control of projects, considers
the logical inter relationships of all project activities The group includes techniques concerned with
time, resources, costs, and other influencing factors, e.g. uncertainty.
Structure that is created or evolves to serve the project and its participants. (A term which refers to
the structure, roles, and responsibilities of the project team and its interfaces to the outside world.)
A collection of logically related project activities, usually culminating in the completion of a major
deliverable.
A formal, approved document used to guide both project execution and project control. The primary
uses of the project plan are to document planning assumptions and decisions, to facilitate
communication among stakeholders, and to document approved scope, cost, and schedule
baselines. A project plan may be summary or detailed.
Taking the results of other planning processes and putting them into a consistent, coherent
document.
Carrying out the project plan by performing the activities included therein.
The development and maintenance of the project plan.
The constituent projects within a program.
The organization of projects and programs into a single portfolio to allow prioritization based on
factors such as alignment with corporate strategy, ROI, risk, applied resource levels, and
technology focus. Used wisely, it will increase the companys value by exposing redundant or risky
projects, while revealing how to shift funds from low value investments to high value, strategic
ones. The process also allows the corporate strategy to be communicated throughout the
organization, better equipping it to choose and execute those projects and initiatives that support
the strategy, while eliminating those that do not.
A collected set of the management and administrative procedures needed for the project.
A subset of project management that includes procurement planning, source selection, enquiry,
tender assessment, placement of purchase orders and contracts for goods and services, contract
and purchase order administration and close out in an effort to obtain goods and services from
outside organizations.
Formal statement that compares the project progress, achievements and expectations with the
project plan.
A subset of project management including the processes required to ensure that the project will
satisfy the needs for which it was undertaken. It consists of quality planning, quality assurance, and
quality control.
A subset of project management that includes the processes required to acquire goods and services
from outside the performing organization. It consists of procurement planning, solicitation planning,
solicitation, source selection, contract administration, and contract closeout.
Calendar of project review dates, meetings and issues of reports set against project week numbers
or dates.
A subset of project management including the processes concerned with identifying, analyzing, and
responding to project risk. It consists of risk identification, risk quantification, risk response
development, and risk response control.
The planned dates for performing activities and meeting milestones.
A subset of project management including the processes required to ensure that the project
includes all of the work required, and only the work required, to complete the project successfully. It
consists of initiation, scope planning, scope definition, scope verification, and scope change control.
Up the creation of the project team.
A report on the status of accomplishments and any variances to spending and schedule plans.
A comprehensive definition of how a project will be developed and managed.
The criteria by which the success or failure of a project may be judged.
The central location of planning and project support functions. Often provides personnel and
facilities for centralized planning, cost management, estimating, documentation control and
sometimes procurement to a number of projects.
Set of individuals, groups and/or organizations that are responsible to the project manager for
undertaking project tasks (this includes all contractors and consultants).
Set of individuals, groups and/or organizations that are responsible to the project manager for
undertaking project tasks (this includes all contractors and consultants).
A plan produced at the beginning of a project that addresses technical issues and strategic issues
related to quality control and configuration management.
Planned Start date
An activity meant to improve the project organizations environment in order to improve project
performance and reception.
A generic term for subjective methods of assessing risks.
A trait or characteristic used to measure the degree of excellence of a product or service. Meeting
customers needs.
(1) The process of evaluating overall project performance on a regular basis to provide confidence
that the project will satisfy the relevant quality standards. (2) The organizational unit that is
assigned responsibility for quality assurance.
A plan that guarantees a quality approach and conformance to all customer requirements for all
activities in a project.
An official examination to determine whether practices conform to specified standards or a critical
analysis of whether a deliverable meets quality criteria
(1) The process of monitoring specific project results to determine if they comply with relevant
quality standards and identifying ways to eliminate causes of unsatisfactory performance. (2) The
organizational unit that is assigned responsibility for quality control.
The characteristics of a product that determines whether it meets certain requirements.
The quality guide describes quality and configuration management procedures and is aimed at
people directly involved with quality reviews, configuration management and technical exceptions.
The part of the project plan that concerns quality management and quality assurance strategies.
Identifying which quality standards are relevant to the project and determining how to apply them.
A review of a product against an established set of quality criteria.
Responsibility Assignment Matrix
Remaining Duration
Expenditures against specific tasks that would occur on a repetitive basis. Examples are hire of
computer equipment, tool maintenance, etc.
A logical connection between two activities.
The time needed to complete an activity or project.
Planning actions performed for any remaining effort within project scope. Often the cost and/or
schedule variances are zeroed out at this time for history items.
A proposal by the project manager for a change to the project as a result of a project issue report.
A type of bid document used to solicit proposals from prospective sellers of products or services. In
some application areas it may have a narrower or more specific meaning.
Generally, this term is equivalent to request for proposal, but with more specific application areas.
A negotiated set of measurable customer wants and needs.
Statement of the needs that a project has to satisfy.
A provision in the project plan to mitigate cost and/or schedule risk. Often used with a modifier
(e.g., management reserve, contingency reserve) to provide further detail on what types of risk are
meant to be mitigated. The specific meaning of the modified term varies by application area.
Any personnel, material or equipment required for the performance of an activity.
Summation of the requirements for each resource, and for each time period. Note: where the
earliest start time of an activity is used alone, it is often termed an early start aggregation.
Similarly a late start aggregation uses the latest start times.
Scheduling of activities and the resources required by those activities, so that predetermined
constraints of resource availability and/or project time are not exceeded.
The process of analyzing and optimizing the use of resources on a project. Often uses resource
leveling and resource smoothing techniques.
The work on an activity related to a specific resource.
The level of availability of a resource, which may vary over time.
A hierarchical structure of resources that enables scheduling at the detailed requirements level,
and roll up of both requirements and availabilities to a higher level.
A calendar that defines the working and non working patterns for specific resources.
Limitation due to the availability of a resource.
Process of accumulating the requirements for each resource to give the total required to date at all
times throughout the project.
Task durations that are driven by the need for scarce resources.
A view of project data in which resource requirements, usage, and availability are shown using
vertical bars against a horizontal time scale.
A specified level of resource units required by an activity per time unit.
Any form of network analysis in which scheduling decisions (start and finish dates) are driven by
resource management concerns (e.g., limited resource availability or difficult to manage changes in
resource levels).
Limited Schedule A project schedule whose start and finish dates reflect expected resource
availability so predetermined resource levels are never exceeded. The final project schedule should
always be resource limited. Note: this may cause the minimum overall or specified project duration
to be exceeded
A term for resource leveling and resource smoothing.
Part of the definition statement stating how the program will be resource loaded and what
supporting services, infrastructure and third party services are required.
Determining what resources (people, equipment, materials) are needed in what quantities to
perform project activities.
The requirement for a particular resource by a particular activity.
The process of determining dates on which activities should be performed in order to smooth the
demand for resources, or to avoid exceeding stated constraints on these restraints.
Scheduling of activities, within the limits of their float, so that fluctuations in individual resource
requirements are minimized. (In smoothing, as opposed to resource leveling, the project completion
date may not be delayed)
A document correlating the work required by a work breakdown structure element to the functional
organizations responsible for accomplishing the assigned tasks.
A defined unit within the organization structure which is assigned responsibility for accomplishing
specific tasks, or cost accounts.
A structure which relates the project organization structure to the work breakdown structure to help
ensure that each element of the projects scope of work is assigned to a responsible individual.
A portion of a contract payment that is held until contract completion in order to ensure full
performance of the contract terms.
A part of payment withheld until the project is completed in order to ensure satisfactory
performance or completion of contract terms.
Expenditure charged to the profit and loss account as incurred or accrued due.
Request For Proposal
Request For Quotation
The likelihood of the occurrence of an event expressed in terms of probability, impact, and a
triggering event.
Systematic use of available information to determine how often specified events may occur and the
magnitude of their likely consequences. (A technique designed to quantify the impact of
uncertainty)
The process of identifying potential risks, quantifying their likelihood of occurrence and assessing
their likely impact on the project
Planning activities to avoid risks that have been identified.
Process used to determine risk management priorities.
A discrete occurrence that may affect the project for better or worse.
Determining which risk events are likely to affect the project.
Systematic application of policies, procedures, methods and practices to the tasks of identifying,
analyzing, evaluating, treating and monitoring risk. (The process whereby decisions are made to
accept known or assessed risks and /or the implementation of actions to reduce the consequences
or probability of occurrence.)
A document defining how project risk analysis and management is to be implemented in the
context of a particular project.
A matrix with risks located in rows and with impact and likelihood in columns.
Ordering of risks according first to their risk value, and then by which risks need to be considered
for risk reduction, risk avoidance, and risk transfer.
Evaluating the probability of risk event occurrence and effect.
Allocating a classification to the impact and likelihood of a risk.
Action taken to reduce the likelihood and impact of a risk.
Formal record of identified risks (a body of information listing all the risks identified for the project,
explaining the nature of each risk and recording information relevant to its assessment and
management).
Contingency plans to manage a risk should it materialize (action to reduce the probability of the
risk arising, or to reduce the significance of its detrimental impact if it does arise).
Responding to changes in risk over the course of the project.
Defining enhancement steps for opportunities and mitigation steps for threats.
Risk that can occur as a result of treating a risk.
Diminution of a risk by sharing it with others, usually for some consideration.
A contractual arrangement between two parties for delivery and acceptance of a product where the
liability for the costs of a risk is transferred from one party to the other.
Selection and implementation of appropriate options for dealing with risk.
The standards and methods which minimize to an acceptable level the likelihood of accident or
damage to people or equipment
The timetable for a project. It shows how project tasks and milestones are planned out over a
period of time.
Controlling schedule changes.
Start and finish dates calculated with regard to resource or external constraints as well as project
logic.
Ratio of work accomplished versus work planned, for a specified time period. The SPI is an
efficiency rating for work accomplishment, comparing work accomplished to what should have
been accomplished.
The difference between the budgeted cost of work performed and the budgeted cost of work
scheduled at any point in time.
The earliest date on which an activity can finish, having regard to resource or external constraints
as well as project logic.
The earliest date on which an activity can start, having regard to resource or external constraints as
well as project logic.
Scheduling is the process of determining when project activities will take place depending on
defined durations and precedent activities. Schedule constraints specify when an activity should
start or end based on duration, predecessors, external predecessor relationships, resource
availability, or target dates.
The scope is the sum of work content of a project.
Any change in a project scope that requires a change in the projects cost or schedule.
Controlling changes to the scope.
Ensuring all identified project deliverables have been completed satisfactorily.
A description of the work to be accomplished or resources to be supplied.
The risk that may occur as a result of invoking a risk response or fall back plan.
Curve Graphic display of cumulative costs, labor hours, or other quantities, plotted against time.
The name derives from the S like shape of the curve (flatter at the beginning and end, steeper in
the middle) produced on a project that starts slowly, accelerates, and then tails off.
(1) Any difference between the scheduled completion of an activity and the actual completion of
that activity. (2) In earned value, BCWP less BCWS.
Sequence is the order in which activities will occur with respect to one another.
Scheduled Finish date or Start to Finish
Cost Estimates An estimate of the cost of a product or service used to provide an assessment of
the reasonableness of a prospective contractors proposed cost.
Calculated time span during which an event has to occur within the logical and imposed constraints
of the network, without affecting the total project duration. Note 1: it may be made negative by an
imposed date. Note 2. the term slack is used as referring only to an event. See PERT.
A pictorial representation of the predicted completion dates of milestones (also referred to as trend
chart)
The amount of slack or float time used up by the current activity due to a delayed start or increased
duration.
A project that is intended to bring about change and does not have a physical end product.
Soft skills include team building, conflict management and negotiation.
Obtaining quotations, bids, offers, or proposals as appropriate.
Documenting product requirements and identifying potential sources.
Choosing from among potential contractors.
Schedule Performance Index
Activity that can be interrupted in order to allow its resources to be transferred temporarily to
another activity.
Activity that can be interrupted in order to allow its resources to be transferred temporarily to
another activity.
Scheduled Start date or Start to Start
Getting the human resources needed assigned to and working on the project.
A natural high level subsection of a project that has its own organizational structure, lifespan and
manager.
Payment part way through a project at some predetermined milestone.
Individuals and organizations involved in or affected by project activities. Project managers,
sponsors, and clients/customers are all stakeholders.
The date project work is officially scheduled to begin.
Event with succeeding, but no preceding activities.
Event with succeeding, but no preceding activities.
To Finish See logical relationship.
To Start See logical relationship.
To start lag start to start lag is the minimum amount of time that must pass between the start of
one activity and the start of its successor(s). This may be expressed in terms of duration or
percentage.
A starting activity has no predecessors. It does not have to wait for any other activity to start.
A narrative description of products or services to be supplied under contract.
The comparison of actual against planned progress to determine variance and corrective action.
Possible statuses are: Active, Approved, Cancelled, Completed, On hold, and Pending.
The comparison of actual against planned progress to determine variance and corrective action.
Possible statuses are: Active, Approved, Cancelled, Completed, On hold, and Pending.
Level stakeholders responsible for providing guidance on overall strategic direction and represent
the goals of the customer/client.
A body established to monitor the project and give guidance to the project sponsor or project
manager.
A contractual document which legally transfers the responsibility and effort of providing goods,
services, data, or other hardware, from one firm to another.
An organization that supplies goods or services to a supplier.
A division of a project network diagram representing a subproject.
A group of activities represented as a single activity within a higher level of the overall project.
Criteria to be used for judging if the project is successful.
Critical factors that will ensure achievement of success criteria.
A successor is an activity whose start or finish depends on the start or finish of a predecessor
activity.
(1) In the arrow diagramming method, the activity which departs a node. (2) In the precedence
diagramming method, the to activity.
Unavoidable costs (even if the project were to be terminated)
Critical activity an activity that is behind schedule is considered to be super critical. If it has been
delayed to a point where its float is calculated to be a negative value.
Includes contractors, consultants and any organization that supplies services or goods to the
customer.
Schedule Variance
The complete technical output of the project including technical products.
Systems and procedure detail the standard methods, practices, and procedures of handling
frequently occurring events within the project.
Management that includes the prime activities of systems analysis, systems design and
engineering and systems development.
Management that includes the prime activities of systems analysis, systems design and
engineering and systems development.
The date planned to finish work on a project, initiative, or activity.
See baseline.
The planned date for start of work on a project, initiative, or activity.
See activity.
Target Completion date
Developing individual and group skills to enhance project performance.
See project team members.
Total Float or Target Finish date
Scaled Network Diagram Any project network diagram drawn in such a way that thepositioning
and length of the activity represents its duration. Essentially, it is a bar chart that includes network
logic.
A date which contractors strive towards for completion of the activity.
Date imposed on an activity or project by the user. There are two types of target dates; target start
dates, and target finish dates.
The date work is planned (targeted) to finish on an activity.
The date work is planned (targeted) to start on an activity.
The date planned to start work on an activity.
The smallest indivisible part of an activity when it is broken down to a level best understood and
performed by a specific person or organization.
A team is made up of two or more people working interdependently towards a common goal and a
shared reward.
The ability to gather the right people to join a project team and get them working together for the
benefit of a project.
Developing skills, as a group and individually, that enhance project performance.
Person responsible for leading a team.
The monitoring of the technical integrity of products.
A document that guides managers, team leaders and technical assurance coordinators on planning
the production of products.
Products produced by a project for an end user.
A document proposing to meet a specification in a certain way and at a stated price (or on a
particular financial basis), an offer of price and conditions under which the tenderer is willing to
undertake work for the client.
Completion of the project, either upon formal acceptance of its deliverables by the client and/or the
disposal of such deliverables at the end of their life
A specification of a team members responsibilities and authorities within the project.
Activities that have to be performed sequentially or within a predetermined time of each other
The process of calculating the early and late dates for each activity on a project, based on the
duration of the activities and the logical relations between them.
A linked bar chart, a bar chart that shows the logical and time relationships between activities.
Scheduling of activities, so that the specified project duration, or any imposed dates, are not
exceeded.
Scheduling of activities, so that the specified project duration, or any imposed dates, are not
exceeded.
Limited resource scheduling the production of scheduled dates in which resource constraints may
be relaxed in order to avoid any delay in project completion.
Specified date from which the forward analysis is deemed to commence (The date to which current
progress is reported. Sometimes referred to as the status date because all progress information
entered for a project should be correct as of this date)
The recording of effort expended on each activity in order to update a project plan.
Scaled logic drawing a drawing that displays the logical connection between activities in the
context of a timescale in which each horizontal position represents a point in time.
Scaled network diagram a project network diagram drawn so that the positioning of the activity
represents the schedule.
A means of recording the actual effort expended against project and non project activities.
The total project cost is estimated based on historical costs and other project variables and then
subdivided down to individual activities.
Time by which an activity may be delayed or extended without affecting the total project duration
(or violating a target finish date). See float
A strategic, integrated management systems for customer satisfaction that guides all employees in
every aspect of their work.
Total Quality Management
Dependency link that requires time and no other resources. It may be a negative time
A common approach to implementing a quality improvement program within an organization.
Target Start date
A report created specially for the various responsible managers to enter their progress status
against a list of activities that are scheduled to be in progress during a particular time window.
Infinite schedule, schedule produced without resource constraint.
The group of people who are intended to benefit from the project.
A standard, principle, or quality considered worthwhile or desirable.
A structured means of improving business effectiveness that includes the use of management
techniques such as value engineering and value analysis.
A technique for analyzing qualitative and quantitative costs and benefits of component parts of a
proposed system.
A technique for assessing, before significant investment is made, the desirability of a proposal
based on the value that will accrue to the organization from that proposal.
A discrepancy between the actual and planned performance on a project, either in terms of
schedule or cost.
The difference between budget at completion and estimate at completion.
A change in scope or timing of work which a supplier is obliged to do under a contract.
The document authorizing an approved technical change or variation.
Work Breakdown Structure
If analysis the process of evaluating alternative strategies.
If simulation changing the value of the parameters of the project network to study its behavior
under various conditions of its operation.
The total number of hours, people or effort required to complete a task.
A code that represents the family tree of an element in a work breakdown structure.
A response to a negative risk event. Distinguished from contingency plan in that a workaround is
not planned in advance of the occurrence of the risk event.
A deliverable oriented grouping of project elements that organizes and defines the total work scope
of the project. Each descending level represents an increasingly detailed definition of the project
work.
See activity.
Workload is the amount of work units assigned to a resource over a period of time.
A group of related tasks that are defined at the same level within a work breakdown structure. (In
traditional cost/schedule systems, the criteria for defining work packages is as follows:
1. Each work package is clearly distinguishable from all other work packages,
2. Each work package has a scheduled start and finish date,
3. Each work package has an assigned budget that is time-phased over the duration of the work packa
4. Each work package either has a relatively short duration, or can be divided into a series of mileston
5. Each work package has a schedule that is integrated with higher Level schedules.
Work units provide the measurement units for resources. For example, people as a resource can be
measured by the number of hours they work.
Zero float is a condition where there is no excess time between activities. An activity with zero float
is considered a critical activity. If the duration of any critical activity is increased (the activity slips),
the project finish date will slip
work package,
of milestones whose status can be objectively measured, or
SDLC Phase Term
Abstract resource
Acceptance
Acceptance Criteria
Acceptance criteria
Acceptance test
Acceptance
Accrued costs
Acquisition strategy
Action Item
Active
Activities ID
Activity
Activity
Activity
Activity
Activity Definition
Activity Definition
Activity Definition
Activity Duration

Activity duration
Activity file
Activity List
Activity Sequencing
Activity status
Activity
Activity
Actual Cost (ac)
Actual Cost (AC)
Actual Cost of Work Performed (ACWP)

Actual Cost of Work Performed (ACWP)(Spent Costs)
Actual dates
Actual direct costs

ACWP
AD
Addition
Adjourning
ADM
Advanced material release
AF
Analogous Estimating
AND relationship
AOA
AON
APIs
Application Area
Appraisal Costs
Approval to proceed
Approval
Approved
Arrow diagram method
Arrow diagram
Arrow Diagramming Method (ADM)
Arrow
As
As late as possible (ALAP)
As soon as possible (ASAP)
AS
AS
Associated revenue
Assumption
Assumption
Assumptions
Audit
Authorization
Authorized un
Authorized work
Automatic decision event
Avoiding
BAC
Backward Pas
Backward Pass
Backward Pass
Balanced matrix
Bar Char
Bar Chart
Baseline cost
Baseline dates

Baseline review
Baseline schedule
Baseline Start Date

Baseline Start Date
Baseline
Baseline
BCWP
BCWS
Benchmarking
Benefit Measurement Methods

Benefits framework
Benefits management plan
Benefits management
Benefits
Bid analysis
Bid
Bidder Conference
Bottom up cost estimating
Bottom Up Estimating
Brainstorming
Breakdown structure
Budget At Completion (bac)

Budget at completion (BAC)
Budget cost
Budget element
Budget Estimate
Budget estimate
Budget unit
Budget
Budgetary control
Budgeted Cost of Work Performed (BCWP)
Budgeted Cost of Work Scheduled (BCWS)
Budgeting
Burden
Business Analyst
Business Case
Business case
Business Process Reengineering
Business Requirements
Calendar Unit
Calendars
Cancelled
Capital cost
Capital employed
Cascade chart
Cash flow
Cash flow, net
Cause-and-effect Diagram
CCB
Champion
Change Control Board (ccb)
Change Control Board (CCB)
Change control
Change in Scope
Change log
Change management
Change Request
Chart of Accounts
Charter
Child activity
Client or Customer
Close out
Close Procurements
Closing
Closure
CMM
Code of Accounts
Collocated
Commercial Off The Shelf (cots)
Commissioning
Commitment
Committed costs
Common Causes Of Variances
Communication
Communications Management Plan
Communications Planning
Communications planning
Completed
Completion date
Compound risk
Comprehensive Project Plan
Compromise
Conception phase
Concurrent Engineering
Configuration identification
Configuration item
Configuration Management
Configuration management
Configuration status accounting
Configuration
Configurations audit
Configurations control
Conflict management
Confronting
Constrained Optimization Models

Constraint
Constraint
Consumable resource
Contingencies
Contingency Allowance
Contingency plan
Contingency planning
Contingency Reserve
Contingency Reserve
Contingency
Contract
Contract budget base
Contract Close
Contract Closeout
Contract target cost
Contract target price
Contract
Contractor
Control Chart
Control Charts
Control
Coordinated matrix
Coordination
Corrective Action
Corrective Actions
Cost account manager
Cost account
Cost Baseline
Cost Benefit Analysis (cba)
Cost benefit analysis
Cost breakdown structure
Cost Budgeting
Cost budgeting
Cost center
Cost code
Cost Control
Cost control point
Cost control system

Cost Control
Cost curve
Cost element
Cost Estimating
Cost Estimating
Cost incurred
Cost management
Cost Of Quality
Cost of Quality
Cost overrun
Cost Performance Index (cpi)
Cost Performance Index (CPI)
Cost performance report

Cost plan
Cost Plus Fixed Fee (CPFF) Contract
Cost Plus Incentive Fee (CPIF) Contract
Cost Reimbursable Contract
Cost reimbursable contracts
Cost reimbursement type contracts

Cost Time resource sheet (CTR)
Cost Variance
Cost Variance (CV)
CPFF
CPI
CPIF
CPM
Crashing
Crashing
Critical Activity
Critical Path (cp)

Critical path analysis
Critical Path Method (cpm)
Critical Path Method (CPM)
Critical Path
Critical performance indicator
Critical Success Factor
Critical success factor
Criticality index
Current Finish Date

Current Start Date
Customer
Customer
Cut Off date
CV
Dangle
Data Date (DD)
DD
Decision event
Decision Model
Decision
Decomposition
Defect Repairs
Definitive Estimate
Definitive Estimate
Delaying resource
Delegation
Deliberate decision event
Deliverable
Deliverables
Delphi technique
Denied
Dependencies
Dependency arrow
Dependency Relationships
Dependency
Design and development

Design authority
Deterministic network
Direct costs
Discounted Cash Flow (dcf)
Discounted cash flow (DCF)
Discrete milestone
Discretionary Dependency
Document Control Process

DU
Dummy activity in activity on arrow network
Dummy Activity
Duration (DU)
EAC
Earliest feasible date
Early dates
Early Finish
Early Finish Date (EF)
Early Start
Early Start Date (ES)
Earned hours
Earned Value (ev)
Earned Value (EV)
Earned value analysis
Earned value cost control

Earned Value Measurement (evm)
Economic Model
EF
Effort Driven activity
Effort remaining
Effort
Elapsed time
End activity
End event (of a project)
Enterprise Project
Environmental factoring
Equipment
Equivalent activity
ES
Estimate At Completion (eac)
Estimate at completion (EAC)
Estimate To Complete (etc)

Estimate to complete (ETC)
Estimate
Estimating
ETC
EV
Event On Node
Event
Exception report
Exceptions
Exclusive OR relationship
Executing
Execution phase
Expected Monetary Value
Expenditure
Expert Judgment
External constraint
External Dependency
Extinction
Failure Costs
Fallback plan
Fast Tracking
Fasttracking
Feasibility phase
Feasibility Study
Feasibility study
Feasible schedule
FF
FFP
Final report
Finish
Finish
Finish date
Finish To Finish
Finish To Finish (FF)
Finish To finish lag
Finish To Start
Finish To Start (FS)
Finish To start lag
Finishing activity
Firm Fixed Price (FFP) Contract
Fixed
Fixed
Fixed date
Fixed finish
Fixed Price Contracts
Fixed Price Incentive Fee (FPIF) Contract
Fixed price or lump sum contracts

Fixed start
Float Time
Float
Flowchart
Forcing
Forecast at completion
Forecast Final Cost
Formal Communications
Forward Pass
Forward Pass
FPIF
Fragnet
Free Float (FF)
FS
Functional Manager
Functional matrix
Functional Organization
Functional organization
Functional Requirements
Functional specification
Funding profile
Gantt chart
GERT
Goal
Grade
Graphical Evaluation and Review Technique (GERT)
Hammock activity
Hammock
Handover
Hanger
Hierarchical coding structure
Hierarchy of networks
High Level Requirements

Histogram
Holiday
Host organization
Human Resources
Human Resources Planning
Hypercritical activities
IFB
Impact
Impact analysis
Impact
Implementation phase
Imposed date
Imposed finish
Imposed start
In House project
In progress
Inclusive OR relationship
Incurred costs
Indirect cost
Informal Communications
Initiating
Initiation
Inspection
Integrated Change Control
Integrated Cost/Schedule Reporting
Integrated logistics support

Integration
Integration
Internal Rate Of Return (irr)
Internal rate of return (IRR)
Inverted matrix
Invitation for Bid (IFB)
Ishikawa Diagram
Issue
Iterative Process
Key Event Schedule
Key events major events, the achievement of which that are
Key Performance Indicators (kpis)
Key performance indicators

Labor rate variances
Ladder
Lag
Late dates
Late event date

Late Finish
Late Finish Date (LF)
Late Start
Late Start Date (LS)
Latest event time
Latest finish time

Latest start time
Lead contractor
Lead
Leadership
Lessons Learned
Letter of intent
Level of Effort (LOE)
Leveling
LF
Life
Life cycle
Likelihood
Line Manager
Lines Of Communication
Link
Linked bar chart
Loaded Rate
LOE
Logic diagram
Logic
Logical Relationship
Logical Relationships
Loop
Make Or Buy Analysis

Management by project
Management development
Management Reserve
Managerial Reserve
Mandate
Mandatory Dependency
Master network
Master Schedule
Material
Materials
Matrix Organization
Matrix Organization
Methodology
Metric
Mid
Milestone
Milestone plan
Milestone schedule
Milestone
Mission statement
Mitigation
Mobilization
Modern Project Management (MPM)
Monitoring And Controlling
Monitoring
Monte carol simulation
MPM
Multi Project
Multi Project analysis
Multi Project management

Multi Project scheduling
Multiple Business Unit Project
Near Critical Activity
Negative total float
Negotiated contract cost
Negotiating
Negotiation
Net Present Value (npv)
Net present value
Network Analysis
Network Diagram
Network interface
Network Logic
Network Path
Network
Node
Nodes
Non Recurring costs
Non Splittable activity
Note: a budget should provide the information necessary to
Note: see also revenue cost.
Operations
Order Of Magnitude
Pareto Diagram
Payback Period
Planned Value (pv)
Planning
Post Mortem Analysis
Post Project Review
Precedence Diagramming Method (pdm)
Predecessor
Preliminary Investigation
Prevention
Prevention Costs
Preventive Action
Probability
Product Description
Product Verification
Program
Program Evaluation And Review Technique (pert)
Progress Reports
Project
Project Based Organization

Project Champion
Project Charter
Project Closure
Project Description
Project Execution
Project Justification
Project Life Cycle

Project Management
Project Management Institute (pmi)
Project Management Knowledge Areas
Project Management Office (pmo)
Project Manager
Project Performance Indicators
Project Plan
Project Review
Project Schedule
Project Selection
Proof Of Concept
Qualitative Risk Analysis
Quality Control
Quality Management Plan
Quality Planning
Quantitative Risk Analysis

Quantitatively Based Durations
RACI Chart
Rebaselining
Report Performance
Request For Proposal (rfp)

Requirement
Resource Planning
Resource Pool Description
Resource Requirements
Responsibility Assignment Matrix (ram)
Revision
Rework
Risk
Risk Analysis
Risk Identification
Risk List
Risk Management Plan
Risk Monitoring And Control
Risk Planning
Risk Response Planning
Risk Trigger
Run Chart
Schedule Baseline
Schedule Control
Schedule Development
Schedule Performance Index (spi)
Schedule Update
Schedule Variance (sv)
Scope
Scope Control
Scope Creep
Scope Definition
Scope Management Plan
Scope Planning
Scope Statement
Scope Verification
Scoring Model
Sequencing
Slack Time
Sole Source
Solicitation
Sponsor
Staff Acquisition
Staffing Management Plan
Stakeholder
Start
Start
Start To Finish
Start To Start
Starvation
Statement Of Work (sow)
Status Date
Success Criteria
Successor
Team Building
Team Development
Technical Requirements
Time And Materials Contract
To Complete Performance Index (tcpi)
Top Down Estimating
Trend Analysis
Triple Constraint
Unit price contracts
Variance Analysis
Work Breakdown Structure (wbs)
Work Breakdown Structure (wbs) Dictionary
Work Effort
Work Package
No earlier than
No later than
Objectives
OBS
On
Operation phase
Opportunity
Order of magnitude estimate
Organizational breakdown structure (OBS)
Organization designs
Original budget
Original duration
Other direct costs (ODC)
Out
Output format
Outsourcing
Overall change control
Overlap
Overhead
Overrun
Parallel activities
Parent activity
Pareto Diagram
Parties (to a contract)
Path
Path Convergence
Path Float
PC
PDM
Pending
Percent Complete (PC)
Performance measurement techniques
Performance specification
Performing
Performing Organization
PERT
PERT Chart
PF
Phase (of a project)
Physical percent complete

Pilot
Plan
Planned activity
Planned cost
Planned Finish Date (PF)
Planned Start Date (PS)
Planned Value (PV)
Planner
Planning
Planning stage
PM
PMBOK
PMP
Portfolio
Portfolio management
Positive float
Post implementation review
Post project appraisal
Precedence Diagramming Method (PDM)

Precedence network
Preceding event
Pre Commissioning
Predecessor
Predecessor Activity
Prime or lead contractor

Probabilistic network
Probability
Process
Procurement
Product breakdown structure
Product description
Product flow diagram
Program
Program benefits review
Program Evaluation and Review Technique (PERT)
Program director
Program directorate
Program evaluation and review technique (PERT)
Program management
Program management Office
Program manager
Program support office
Progress
Progress payments
Progress report
Project
Project appraisal
Project base date
Project board
Project brief
Project calendar
Project Change Control
Project Change Control Board (PCCB)
Project Communications Management
Project coordination
Project coordination procedure

Project champion
Project closure
Project Cost Management
Project culture
Project definition
Project director
Project environment
Project evaluation
Project file
Project Human Resource Management
Project initiation
Project initiation document
Project Integration Management
Project issue report
Project life cycle
Project life cycle cost

Project log
Project logic
Project logic drawing
Project Management Body of Knowledge (PMBOK)
Project Management Plan
Project Management Office
Project Management Professional (PMP)

Project Management Software
Project Management Team
Project Manager (PM)
Project Management (PM)
Project matrix
Project monitoring
Project network
Project Network Diagram
Project network techniques
Project organization
Project Phase
Project Plan
Project Plan Development

Project Plan Execution
Project Planning
Project Portfolio
Project Portfolio Management (PPM
Project procedures manual
project procurement management
Project progress report
Project Quality Management
Project Procurement Management
Project review calendar
Project Risk Management
Project Schedule
Project Scope Management
Project sponsor
Project Start Up
Project Status Indicators
Project status report

Project strategy
Project success/failure criteria
Project support office

Project team
Project Team Members
Project technical plan
Project Time Management
Projectized Organization
PS
Public relations
QA
QC
Qualitative risk analysis
Quality
Quality Assurance (QA)
Quality assurance plan
Quality audit
Quality Control (QC)
Quality criteria
Quality guide
Quality plan (for a project)

Quality Planning
Quality review
RAM
RDU
Recurring costs
Relationship
Remaining Duration (RDU)
Re
Request for change
Request for Proposal (RFP)
Request for Quotation (RFQ)

Requirements
Requirements definition
Reserve
Resource
Resource aggregation
Resource allocation
Resource analysis
Resource assignment
Resource availability
Resource breakdown structure
Resource calendar
Resource constraint
Resource accumulation
Resource driven task durations
Resource histogram
Resource level
Resource Leveling
Resource
Resource optimization
Resource plan
Resource Planning
Resource requirement
Resource scheduling
Resource smoothing
Responsibility matrix
Responsible organization
Responsibility Assignment Matrix (RAM)
Responsibility Chart
Responsibility Matrix
Retainage
Retention
Revenue cost
RFP
RFQ
Risk
Risk analysis
Risk assessment
Risk avoidance
Risk Evaluation
Risk Event
Risk Identification
Risk management
Risk management plan

Risk matrix
Risk prioritizing
Risk Quantification
Risk Ranking
Risk Reduction
Risk Register
Risk response
Risk Response Control

Risk Response Development
Risk, secondary
Risk sharing
Risk transfer
Risk treatment
Safety plan
Schedule
Schedule control
Schedule dates
Schedule variance (cost)

Scheduled finish
Scheduled start
Scheduling
Scope
Scope change
Scope change control
Scope verification
Scope of work
Secondary risk
S Curve
Schedule
Schedule Analysis
Schedule Compression
Schedule Control
Schedule Development
Schedule Variance (SV)
Scheduled Finish Date (SF)
Scheduled Start Date (SS)
Scope
Scope Baseline
Scope Change
Scope Change Control
Scope Definition
Scope Planning
Scope Verification
Sequence
SF
Should
Slack
Slip chart
Slippage
Soft project
Soft skills
Solicitation
Solicitation Planning
Source Selection
SOW
SPI
Splittable Activity
Sponsor
SS
Staff Acquisition
Stage
Stage payment
Stakeholder
Start Date
Start event of a project
Start To Finish
Start To Start
Start To start lag
Starting activity
Statement of Work (SOW)
Status
Status Report
Steering Committee
Steering group
Subcontract
Subcontractor
Subnet or Subnetwork
Subproject
Success criteria
Success factors
Successor
Successor Activity
Sunk costs
Super
Supplier
SV
System
Systems and procedures
Systems management
Target Completion Date (TC)
Target finish Date
Target Schedule
Target start date
Task
TC
Team Development
Team Members
TF
Time
Target Completion Date
Target Date
Target Finish Date (TF)

Target Start Date (TS)
Target start date
Task
Team
Team building
Team development
Team leader
Technical assurance
Technical guide
Technical products
Tender
Termination
Terms of reference
Tied activities
Time analysis
Time based network
Time limited scheduling
Time
Time now
Time recording
Time
Time
Time sheet
Top down cost estimating
Total Float (TF)

TQM
Transit time
TS
Turnaround Report
Unlimited schedule
Users
Value
Value management
Value engineering
Value planning
Variance
Variance at completion
Variation
Variation orders
WBS
What
What
Work
Work breakdown code
Workaround
Work Breakdown Structure (WBS)
Work Item
Workload
Work Package
Work Units
Zero Float
Definition
Imaginary resource introduced so its availability and activity requirement gives an extra means of con
jobs not being worked upon simultaneously in order to obviate an accident hazard)
The decision to tolerate the defects that are found as a result of the quality testing. This i
response planning.
The process and the criteria that will be used to determine whether the deliverables are acceptable an
Performance requirements and essential conditions that have to be achieved before project deliverabl
Formal, pre defined test conducted to determine the compliance of the deliverable item(s) with the ac
The formal process of accepting delivery of a product or a deliverable.
Earmarked for the project and for which payment is due, but has not been made.
Determining the most appropriate means of procuring the component parts or services of a project
Something agreed to be done by a person as a result of a discussion at a meeting and usually recorde
of the meeting.
Project status describing an approved initiative or project with applied resource and management acti
A unique code identifying each activity in a project.
On arrow networ k arrow diagram, network in which the arrows symbolize the activities.
On node network precedence diagram, a network in which the nodes symbolize the activities.
On Arrow (AOA) See arrow diagramming method.
On Node (AON) See precedence diagramming method.
Identifying the activities of the project that need to be performed to produce the product or service of
Identifying the specific activities to be performed in order to produce the various project deliverables.
Identifying the specific activities that must be performed in order to produce the various project delive
A short phrase or label used in a project network diagram. The activity description normally describes
the activity.
A short phrase or label used in a project network diagram. The activity description normally describes
the activity.
Assessing the number of work periods needed to complete the project activities. Work periods are usu
or days. Large projects might express duration in weeks or months.
Estimating the number of work periods which will be needed to complete individual activities
Estimating the number of work periods which will be needed to complete individual activities.
Specifies the length of time (hours, days, weeks, months) that it takes to complete an activity.
A file containing all data related to the definition of activities on a particular project.
A list of all the activities required to complete the work of the project that also includes an identifier co
its associated with. Activities are broken down from the work package level of the WBS.
Sequencing activities in logical order and determining whether dependencies exist among the activitie
The state of completion of an activity. A planned activity has not yet started. A started activity is in pro
activity is complete.
Task, job, operation or process consuming time and possibly other resources. (The smallest self contai
to define the logic of a project. In general, activities share the following characteristics: a definite dura
to other activities in a project, use resources such as people, materials or facilities, and have an assoc
be defined in terms of start and end dates and the person or organization responsible for their comple
An element of work performed during the course of a project. An activity normally has an expected du
cost, and expected resource requirements. Activities are often subdivided into tasks.
The cost to complete a component of work in a given time period. Actual costs include direct and indir
Incurred costs charged to the project budget for which payment has been made or accrued for payme
Analysis.
Total costs incurred (direct and indirect) in accomplishing work during a given time period. See also ea
Total costs incurred (direct and indirect) in accomplishing work during a given time period. See also ea
Actual dates are entered as the project progresses. These are the dates that activities really started an
to planned or projected dates.
Costs specifically identified with a contract or project. See also direct costs.
The point in time that work actually ended on an activity. (Note: in some application areas, the activity
finished when work is substantially complete.)
The point in time that work actually ended on an activity. (Note: in some application areas, the activity
finished when work is substantially complete.)
Actual Cost of Work Performed
Activity Description
A type of project ending that occurs when projects evolve into ongoing operations.
The last stage of team building where the team disbands
Arrow Diagramming Method
A process that involves gathering and disseminating information to formalize project closure. The com
phase requires Administrative Closure also. The primary purpose of this process is to gather lessons le
the notice of acceptance.
A document used by organizations to initiate the purchase of long lead time or time critical materials
of a design.
Actual Finish date
An estimating technique that uses the actual duration of a similar, completed activity to determine th
current activity. This is also called top down estimating .
Logical relationship between two or more activities that converge on or diverge from an event. Note: t
indicates that every one of the activities has to be undertaken.
Activity On Arrow
Activity On Node
Application Programming Interface
A category of projects that have common elements not present in all projects. Application areas are us
of either the product of the project (i.e., by similar technologies or industry sectors) or the type of cus
external, government vs. commercial). Application areas often overlap.
Costs of quality that cover the activities that keep the product defects from reaching the client, includ
and formal quality audits.
Approval given to the project at initiation or prior to the beginning of the next stage.
The term used when an individual accepts a deliverable as fit for purpose so that the project can cont
Project status describing Governance or Steering Committee approval prior to the start of project activ
One of two conventions used to represent an activity in a project. Also known as activity on arrow.
See activity on arrow network.
A network diagramming technique in which activities are represented by arrows. The tail of the arrow
and the head represents the finish of the activity (the length of the arrow does not represent the expe
activity). Activities are connected at points called nodes (usually drawn as small circles) to illustrate th
the activities are expected to be performed. See also precedence diagramming method.
The graphic presentation of an activity. See also arrow diagramming method. A connecting line betwe
network.
Of Date See data date.
An activity for which the early start date is set as late as possible without delaying the early dates of a
An activity for which the early start date is set to be as soon as possible. This is the default activity typ
management systems.
Actual Start date
Actual Start date
That part of a project cost that is of a revenue nature and therefore charged as incurred to the profit a
associated revenue differs from the capital element of the project in that the capital element is taken
balance sheet and depreciated over future accounting periods.
An event or action believed to be true for planning purposes. Project assumptions should always be do
Factors, for planning purposes, considered to be true, real, or certain. Assumptions generally involve a
Assumptions are factors that, for planning purposes, are considered to be true, real, or certain. Assum
involve a degree of risk.
Systematic retrospective examination of the whole, or part, of a project or function to measure confor
predetermined standards. Note: audit is usually qualified, for example financial audit, quality audit, de
audit, health and safety audit.
The decision that triggers the allocation of funding needed to carry on the project
Priced work any scope change for which authorization to proceed has been given, but for which the e
yet settled.
The effort which has been defined, plus that work for which authorization has been given, but for whic
costs have not been agreed upon.
Decision event where the decision depends only on the outcome of the preceding activities and that c
made automatic.
A conflict resolution technique that occurs when one party refuses to talk anymore about the issue an
This is an example of a lose_lose conflict resolution technique. This technique is also known as withdra
Budget At Completion
The calculation of late finish dates and late start dates for the uncompleted portions of all network act
working backwards through the network logic from the projects end date. The end date may be calcu
or set by the customer or sponsor. See also network analysis.
Calculating late start and late finish dates by starting at the end of a network diagram and working ba
until reaching the start of the network diagram. This is part of critical path method (CPM), which is a m
to develop the project schedule.
The calculation of late finish dates and late start dates for the uncompleted portions of all network act
working backwards through the network logic from the projects end date. The end date may be calcu
or set by the customer or sponsor. See also network analysis.
An organizational matrix where functions and projects have the same priority.
A graphic display of schedule related information. In the typical bar chart, activities or other project el
the left side of the chart, dates are shown across the top, and activity durations are shown as date pla
Also called a Gantt chart.
A graphic display of schedule related information. In the typical bar chart, activities or other project el
the left side of the chart, dates are shown across the top, and activity durations are shown as date pla
Also called a Gantt chart.
The amount of money an activity was intended to cost when the schedule was baselined.
Original planned start and finish dates for an activity. Used to compare with current planned dates to d
Also used to calculate budgeted cost of work scheduled for earned valued analysis.
A customer review conducted to determine that a contractor is continuing to use the previously accep
system and is properly implementing a baseline on the contract or option under review.
The baseline schedule is a fixed project schedule. It is the standard by which project performance is m
schedule is copied into the baseline schedule which remains frozen until it is reset. Resetting the base
scope of the project has been changed significantly, for example after a negotiated change. At that po
current baseline becomes invalid and should not be compared with the current schedule.
The original plan (for a project, a work package, or an activity), plus or minus approved changes. Usua
(e.g., cost baseline, schedule baseline, performance measurement baseline).
The original plan (for a project, a work package, or an activity), plus or minus approved changes. Usua
(e.g., cost baseline, schedule baseline, performance measurement baseline).
Budgeted Cost of Work Performed
Budgeted Cost of Work Scheduled
Compares previous similar activities to the current project activities to provide a standard to measure
Its often used to derive ideas for quality improvements for the project.
A type of decision model that compares the benefits obtained from a variety of new project requests b
using the same criteria and comparing the results.
An outline of the expected benefits of the project or program, the business operations affected and cu
performance measures.
Specifies who is responsible for achieving the benefits set out in the benefit profiles and how achievem
to be measured, managed and monitored.
Combined with project or program management, Benefits Management is the process for planning, m
measuring the project or program benefits.
The enhanced efficiency, economy and effectiveness of future business or other operations to be deliv
program.
An analysis of bids or tenders.
A tender, quotation or any offer to enter into a contract
A meeting held by the buyer with potential vendors during the procurement process to allow vendors
get clarification on the project.
This is the method of making estimates for every activity in the work breakdown structure and summa
a total project cost estimate.
Individually estimating each work package, all of which are then rolled up, or added together, to come
estimate. This is a very accurate means of estimating, provided the estimates at the work package lev
The unstructured generation of ideas by a group of people.
A hierarchical structure by which project elements are broken down, or decomposed. See also product
(PBS), organizational breakdown structure (OBS) and work breakdown structure (WBS).
The total amount of the project budget for a work package, control account, or schedule activity, or fo
The sum total of the time phased budgets. The estimated total cost of the project when done.
The cost anticipated at the start of a project.
Budget elements are the same as resources the people, materials, or other entities needed to do the
can be validated against a resource breakdown structure (RBS). They are typically assigned to a work
be defined at the cost account level.
See estimate.
An approximate estimate prepared in the early stages of a project to establish financial viability or sec
The budget unit is the base unit for the calculation. For example, the engineer budget element might
hours. Since budget units are user defined, they can be any appropriate unit of measure. For example
be hours, pounds sterling, linear meters, or tons.
Quantification of resources needed to achieve a task by a set time, within which the task owners are r
a budget consists of a financial and/or quantitative statement, prepared and approved prior to a defin
purpose of attaining a given objective for that period. (The planned cost for an activity or project.)
System of creating budgets, monitoring progress and taking appropriate action to achieve budgeted p
The sum of the budget for work completed plus apportioned work in progress to be completed during
BCWP can also be calculated by taking the percentage of work completed times the baseline cost of th
x Planned Cost for each activity).
The sum of the budgets for work scheduled to be accomplished during a relevant time period. See als
analysis. The planned cost of work that should have been achieved according to the project baseline d
baseline cost to date.
Time phased financial requirements.
Overhead expenses distributed over appropriate direct labor and/or material base.
The person in charge of understanding the business units needs when assessing a project request. Th
might be assigned directly from the business unit itself or may be part of the IT organization.
Formally documents components of the project assessment, including a description of the analysis me
Information necessary to enable approval, authorization and policy making bodies to assess a project
reasoned decision
Applying changes to an IT system and putting those elements into place based on a project request an
examination of the workflow: how people handle their work relative to the request.
The requirements that describe how the business objectives of the project will be met.
The smallest unit of time used in scheduling the project. Calendar units are generally in hours, days, o
be in shifts or even in minutes. Used primarily in relation to project management software.
A project calendar lists time intervals in which activities or resources can or cannot be scheduled. A pr
default calendar for the normal workweek (for example Monday to Friday), but may have other calend
calendar can be customized with its own holidays and extra work days. Resources and activities can b
the calendars that are defined.
Project status given to a cancelled project.
The carrying cost in a balance sheet of acquiring an asset and bringing it to the condition where it is c
its intended function over a future series of periods.
Amount of investment in an organization or project, normally the sum of fixed and current assets, less
particular date.
Bar chart on which the vertical order of activities is such that each activity is dependent only on activi
Cash receipts and payments in a specified period.
Difference between cash received and payments made during a specific period.
A Quality Control technique that shows the relationship between the effects of problems and their cau
as an Ishikawa diagram and a fishbone diagram .
Change Control Board
An end user representative often seconded into a project team. Someone who acts as an advocate for
A board responsible for reviewing and approving, denying, or delaying change requests. The change c
made up of stakeholders, managers, project team members, and others who might have an interest in
A formally constituted group of stakeholders responsible for approving or rejecting changes to the pro
Process that ensures potential changes to the deliverables of a project or the sequence of work in a pr
evaluated, authorized, and managed.
See scope change.
A record of all project changes, proposed, authorized, or rejected.
The formal process where changes to the project are introduced and approved.
A request submitted to obtain formal approval for project changes (see Project Change Control). Chan
through changes in the business or because of issues in the project. Change requests should be docum
analyzed, and approved before a change to the project can be made.
Any numbering system used to monitor project costs by category (e.g., labor, supplies, materials). The
accounts is usually based upon the corporate chart of accounts of the primary performing organization
accounts.
See project charter.
Subordinate task belonging to a parent task existing at a higher level in the work breakdown structu
The party to a contract who commissions the work and pays for it on completion. The client or custom
representative for the users and is a project stakeholder.
The completion of work on a project.
A process that concerns completing and settling the terms of the contract and documenting its accept
A process that documents the final delivery and acceptance of the project and is where hand
The formal end point of a project, either because it has been completed or because it has been termin
Capability Maturity Model
Any numbering system used to uniquely identify each element of the work breakdown structure. See
When team members work together at the same physical location.
Describes a software application that is purchased from a reseller, vendor, or manufacturer.
Advancement of an installation from the stage of static completion to full working order and achievem
operational requirements.
A binding financial obligation, typically in the form of a purchase order or contract.
Costs legally committed even if delivery has not taken place with invoices neither raised nor paid.
Variances that come about as a result of circumstances that are common to the process youre perform
controlled at the operational level. The three types of common cause variances are random, known or
variances that are always present in the process.
The transmission of information so that the recipient understands clearly what the sender intends.
Documents the types of information needs the stakeholders have, when the information should be dis
information will be delivered.
Determines the communication needs of the stakeholders, when and how the information will be rece
receive the information.
Determining project stakeholders communication and information needs.
Project status describing work that has moved through the full project lifecycle and has been accepted
customer or client.
The date calculated by which the project could finish following careful estimating.
A risk made up of a number of inter related risks.
Integrates all planning data into one document that the project manager can use as a guidebook to ov
during the Executing and Controlling phases.
A conflict resolution technique where each party involved gives up something to reach a resolution. Th
permanent solution.
The phase that triggers and captures new ideas or opportunities and identifies potential candidates fo
in the feasibility phase
An approach to project staffing that, in its most general form, calls for implementers to be involved in
Sometimes confused with fast tracking.
Identifies uniquely all items within the configuration.
A part of configuration that has a set function and is designated for configuration management. It iden
items within the configuration.
Describes the characteristics of the product of the project and ensures the description is accurate and
changes to the characteristics of an item and tracks the changes made or requested and their status.
the change control process in most organizations, or it may serve as the change control system.
Technical and administrative activities concerned with the creation, maintenance and controlled chang
throughout the life of the product.
Records and reports the current status and history of all changes to the configuration. Provides a comp
happened to the configuration to date
Functional and physical characteristics of a product as defined in technical documents and achieved in
project this should contain all items that can be identified as being relevant to the project and that sho
after authorization by the relevant manager (This includes documentation).
A check to ensure that all deliverable items on a project conform with one another and to the current
that relevant quality assurance procedures have been implemented and that there is consistency thro
documentation.
A system through which changes may be made to configuration items.
The ability to manage conflict creatively and effectively.
A conflict resolution technique that is also known as problem solving . This is the best way to resolve c
fact finding to bear out the solution. This is a win_win conflict resolution technique.
Decision models that use complex principles of statistics and other mathematical concepts to assess a
Anything that either restricts the actions of the project team or dictates the actions of the project team
Applicable restriction affecting the performance of the project. Any factor affecting when an activity ca
A type of resource that only remains available until consumed (for example, a material).
See reserve and contingency planning.
See reserve.
Alternative course(s) of action devised to cope with project risks. Note: See risk plan.
The development of a management plan using alternative strategies to minimize or negate the adver
should it occur.
An amount of money or time set aside and dedicated to the project to be used to cover unforeseen co
identified as part of the planning process.
A separately planned quantity used to allow for future situations which may be planned for only in par
known unknowns). For example, rework is certain, the amount of rework is not. Contingency reserve
schedule, or both. Contingency reserves are intended to reduce the impact of missing cost or schedul
Contingency reserves are normally included in the projects cost and schedule baselines.
A contingency is the planned allotment of time and cost or other resources for unforeseeable element
A legally binding document that describes the work that will be performed, how the work will be comp
penalties for noncompliance.
The process of monitoring vendor performance and ensuring all the requirements of the contract are m
Managing the relationship with the seller.
The negotiated contract cost value plus the estimated value of authorized but unpriced work.
Out Completion and settlement of the contract, including resolution of all outstanding items.
The process of completing and settling the terms of the contract and determining whether the work d
was completed accurately and satisfactorily.
The negotiated costs for the original defined contract and all contractual changes that have been agre
excluding the estimated cost of any authorized, unpriced changes. The contract target cost equals the
completion plus management or contingency reserve.
The negotiated estimated costs plus profit or fee.
A contract is a mutually binding agreement which obligates the seller to provide the specified product
buyer to pay for it. Contracts generally fall into one of three broad categories:
A person, company, or firm who holds a contract for carrying out the works and/or the supply of goods
connection with the project
A graph of the variance of several samples of the same process over time based on a mean, an upper
lower control limit.
Control charts are a graphic display of the results, over time and against established control limits, of
used to determine if the process is in control or in need of adjustment.
The process of comparing actual performance with planned performance, analyzing variances, evalua
alternatives, and taking appropriate corrective action as needed.
An organizational structure where the project leader reports to the functional manager and doesnt ha
members from other departments.
The act of ensuring that work carried out by different organizations and in different places fits togethe
technical matters, time, content, and cost in order to achieve the project objectives effectively.
Changes made to bring expected future performance of the project into line with the plan.
A type of change request that typically occurs during the Monitoring and Controlling processes. Correc
work of the project back into alignment with the project plan.
A member of a functional organization responsible for cost account performance, and for the managem
accomplish such tasks.
Defines what work is to be performed who will perform it and who is to pay for it. Cost accounts are th
integration of scope, cost, and schedule. Another term for cost account is control account.
The total approved, expected cost of the project created in the planning process. Its used as a compa
expenses throughout the remainder of the project.
A commonly used benefit measurement method that calculates the cost of producing the product, ser
project and compares this to the financial gain the project is expected to generate.
An analysis of the relationship between the costs of undertaking a task or project, initial and recurrent
to arise from the changed situation, initially and recurrently. Note: the hard, tangible, readily measura
sometimes be accompanied by soft benefits which may be real but difficult to isolate, measure and va
comparison of the returns from alternative forms of investment.)
Hierarchical breakdown of a project into cost elements.
Assigning cost estimates to activities and creating the cost baseline, which measures the performance
throughout the projects life.
Allocating cost estimates to individual project components.
Location, person, activity or project in respect of which costs may be ascertained and related to cost u
Unique identitier for a specified element of work. (Code assigned to activities that allow costs to be co
the elements of a code structure.)
A process that measures the project spending to date, determines whether changes have occurred to
takes action to deal with the changes. This process monitors the budget and manages changes to the
The point within a program at which costs are entered and controlled. Frequently, the cost control poin
the cost account or the work package.
Any system of keeping costs within the bounds of budgets or standards based upon work actually per
Controlling changes to the project budget.
A graph plotted against a horizontal time scale and cumulative cost vertical scale.
A unit of costs to perform a task or to acquire an item. The cost estimated may be a single value or a
Developing an estimation of the cost of resources needed for each project activity.
Estimating the cost of the resources needed to complete project activities.
Costs identified through the use of the accrued method of accounting or costs actually paid. Costs inc
materials, and all allowable indirect costs.
The effective financial control of the project through evaluating, estimating, budgeting, monitoring, an
and reporting the cost information.
The cost of all of the work required to assure the project meets the quality standards. The three costs
cost of quality are prevention costs, appraisal costs, and failure costs.
The costs incurred to ensure quality. The cost of quality includes quality planning, quality control, qual
rework.
The amount by which a contractor exceeds or expects to exceed the estimated costs, and/or the final
of a contract.
Measures the value of the work completed at the measurement date against actual cost. This is the m
measurements. The formula is CPI = EV / AC.
The ratio of budgeted costs to actual costs (BCWP/ACWP). CPI is often used to predict the magnitude o
overrun using the following formula: original cost estimate/CPI = projected cost at completion. See als
cost efficiency ratio of earned value to actual costs. CPI is often used to predict the magnitude of a po
also earned value.
A regular cost report to reflect cost and schedule status information for management.
A budget which shows the amounts and expected dates of incurring costs on the project or on a contr
A type of contract where the buyer reimburses the seller for the sellers allowable costs (allowable cos
contract) plus a fixed amount of profit (fee).
A type of contract where the buyer reimburses the seller for the sellers allowable costs (allowable cos
contract), and the seller earns its profit if it meets defined performance criteria.
Provides the seller with payment for all costs incurred to deliver or produce the product or service req
This category of contract involves payment (reimbursement) to the contractor for its actual costs. Cos
as direct costs (costs incurred directly by the project, such as wages for members of the project team)
(costs allocated to the project by the performing organization as a cost of doing business, such as sala
executives). Indirect costs are usually calculated as a percentage of direct costs. Cost reimbursable co
incentives for meeting or exceeding selected project objectives such as schedule targets or total cost.
A category of contracts based on payments to a contractor for allowable estimated costs, normally req
efforts performance standard from the contractor. Risk for all growth over the estimated value rests w
A document that describes each major element in the work breakdown structure, including a stateme
describing the work content, resources required, the time frame of the work element and a cost estim
The difference between a tasks value at the measurement date and its actual cost. The formula is CV
Any difference between the estimated cost of an activity and the actual cost of that activity. In earned
ACWP.
Cost Plus Fixed Fee
Cost Performance Index
Cost Plus Incentive Fee
Critical Path Method
This is a schedule compression technique that adds resources to the project to reduce the time it take
project.
A specific type of project schedule compression technique performed by taking action to decrease the
duration after analyzing a number of alternatives to determine how to get the maximum schedule dur
the least cost. Typical approaches for crashing a schedule include reducing schedule activity durations
assignment of resources on schedule activities.Credited resource created by an activity or event and c
project.
Any activity on a critical path with zero or negative float. Most commonly determined by using the crit
Although some activities are critical in the dictionary sense without being on the critical path, this m
in the project context.
The longest path through the project. Activities with zero float are considered critical path tasks.
Procedure for calculating the critical path and floats in a network.
A schedule development method that determines a single early and late start date, early and late fini
for each activity on the project.
A network analysis technique used to predict project duration by analyzing which sequence of activitie
least amount of scheduling flexibility (the least amount of float). Early dates are calculated by means
a specified start date. Late dates are calculated by means of a backward pass starting from a specified
(usually the forward passs calculated project early finish date).
In a project network diagram, the series of activities which determines the earliest completion of the p
will generally change from time to time as activities are completed ahead of or behind schedule. Altho
calculated for the entire project, the critical path can also be determined for a milestone or subproject
usually defined as those activities with float less than or equal to a specified value, often zero. See cri
A critical factor against which aspects of project performance may be assessed
Elements that must be completed in order for the project to be considered complete. Critical success
satisfactory can lead to project failure.
A factor considered to be most conducive to the achievement of a successful project
Used in risk analysis, the criticality index represents the percentage of simulation trails that resulted i
placed on the critical path.
The current estimate of the point in time when an activity will be completed.
The current estimate of the point in time when an activity will begin.
The recipient of the product or service created by the project. In some organizations this stakeholder m
as the client .
Any person who defines needs or wants, justifies or pays for part or the entire project, or evaluates or
be the project promoter, client, owner or employer
The ending date of a reporting period.
Cost Variance
An activity or network which has either no predecessors or no successors. If neither, it is referred to as
The point in time that separates actual (historical) data from future (scheduled) data. Also called as of
Data Date
State in the progress of a project when a decision is required before the start of any succeeding activi
determines which of a number of alternative paths is to be followed.
A formal method of project selection that helps managers make the best use of limited budgets and h
Includes benefit measurement methods and constrained optimization models.
The removal of uncertainty with respect to a course of action.
The process of breaking project deliverables down into smaller, manageable components of work so th
be planned and estimated.
A type of change request that typically comes about during the Monitoring and Controlling process gro
either correct or replace components that are substandard or are malfunctioning.
An estimating technique that assigns a cost estimate to each work package in the project WBS. This is
the cost estimating techniques, which typically falls within 5 percent and +10 percent of the actual b
See estimate.
In resource scheduling, inadequate availability of one or more resources may require that the complet
delayed beyond the date on which it could otherwise be completed. The delaying resource is the first
that causes the activity to be delayed.
The practice of effectively getting others to perform work which one chooses not to do oneself. The pr
authority and responsibility is distributed from project manager to subordinates.
Decision event where the decision is made as a result of the outcomes of the preceding activities and
information. A deliberate decision event cannot be made automatically
An output or result that must be completed in order to consider the project complete or to move forwa
the project. Deliverables are tangible and can be measured and easily proved.
End products of a project or the measurable results of intermediate activities within the project organi
deliverables may be in the form of hardware, software, services, processes, documents, or any combin
A process where a consensus view is reached by consultation with experts. Often used as an estimatin
Project status describing proposed project work that will not be considered.
The relationship between project activities.
A link arrow used in an activity on a node network to represent the interrelationships of activities in a
The type of dependency between two activities and the specific relationship between the activities.
Precedence relationship. Restriction that one activity has to precede, either in part or in total, another
(Dependencies are relationships between products or tasks. For example, one product may be made u
dependent products or a task may not begin until a dependent task is complete.) See logical relatio
Phase The time period in which facility and production processes are developed and designed.
The person or organization with overall design responsibility for the products of the project
Contains paths, all of which have to be followed and whose durations are fixed. Note: deterministic ne
distinguish traditional networking from probabilistic networking.
Costs specifically attributable to an activity or group of activities without apportionment. (Direct costs
with indirect costs that cannot be identified to a specific project.)
Compares the value of the future cash flows of the project to todays dollars.
Concept of relating future cash inflows and outflows over the life of a project or operation to a commo
allowing more validity to comparison of projects with different durations and rates of cash flow.
A milestone that has a definite scheduled occurrence in time. Logical link that may require time but no
A type of dependency that the project manager and project team choose to impose on the project sch
of an established corporate practice.
Defines how revisions are made, the version numbering system, and the placement of the version num
Duration
An activity representing no actual work to be done but required for reasons of logic or nomenclature. N
uses for a dummy activity in activity on arrow network: logic, time delay, and Uniqueness.
An activity of zero duration used to show a logical relationship in the arrow diagramming method. Dum
when logical relationships cannot be completely or correctly described with regular activity arrows. Du
graphically as a dashed line headed by an arrow.
The number of work periods (not including holidays or other non working periods) required to complet
project element. Usually expressed as workdays or workweeks. Sometimes incorrectly equated with e
effort.
The use of techniques such as fast
Shortening the project schedule without reducing the project scope. Duration compression is not alwa
requires an increase in project cost.
Estimate At Completion
The earliest date on which the activity could be scheduled to start based on the scheduled dates of al
in the absence of any resource constraints on the activity itself. This date is calculated by resource sch
Calculated in the forward pass of time analysis, early dates are the earliest dates on which an activity
The earliest date an activity may finish as logically constrained by the network diagram.
In the critical path method, the earliest possible point in time on which the uncompleted portions of a
project) can finish based on the network logic and any schedule constraints. Early finish dates can cha
progresses and changes are made to the project plan.
The earliest date an activity may start as logically constrained by the network diagram.
In the critical path method, the earliest possible point in time on which the uncompleted portions of a
project) can start, based on the network logic and any schedule constraints. Early start dates can chan
progresses and changes are made to the project plan.
The time in standard hours credited as a result of the completion of a given task or a group of tasks.
The value of the work completed to date as it compares to the budgeted amount for the work compon
A measure of the value of completed work. Earned value uses original estimates and progress to date
actual costs incurred are on budget and whether the tasks are ahead or behind the baseline schedule
Analysis of project progress where the actual money, hours (or other measure) budgeted and spent is
of the work achieved.
The quantification of the overall progress of a project in financial terms so as to provide a realistic yard
compare the actual cost to date.
EVM is a tool and technique of the Cost Control process that compares what youre received or produc
measurement date to what youve spent. The three measurements needed to perform earned value m
planned value (PV), actual cost (AC), and earned value (EV).
A type of benefit measurement method. It is a series of financial calculations that provide data on the
project and is generally used as a project selection technique.
Early Finish date
An activity whose duration is governed by resource usage and availability. The resource requiring the
complete the specified amount of work on the activity will determine its duration.
The estimate of effort remaining to complete an activity.
The number of labor units necessary to complete the work. Effort is usually expressed in staff hours, s
and should not be confused with duration.
Elapsed time is the total number of calendar days (excluding non work days such as weekends or holi
complete an activity. It gives a realistic view of how long an activity is scheduled to take for completio
An activity with no logical successors.
Event with proceeding, but no succeeding activities. Note: there may be more than one end event.
A project that will be used by users throughout the enterprise.
Use of data relating to an external factor (such as the weather) to modify or bias the value of paramet
(a) Resources such as servers, specialized test equipment, or additional PCs that are required for a pro
categories of project resources. It includes test tools, servers, PCs, or other related items required to c
Activity that is equivalent, in the probabilistic sense, to any combination of series and parallel activitie
Early Start date
A forecast of the total cost of the project based on both current project performance and the remainin
EAC = AC + ETC.
A value expressed in either money and/or hours, to represent the projected final costs of work when c
calculated as ETC + ACWP.
The cost estimate for the remaining project work. This estimate is provided by the project team memb
The value expressed in either money or hours developed to represent the cost of the work required to
An assessment of the likely quantitative result. Usually applied to project costs and durations and sho
some indication of accuracy (e.g., x percent). Usually used with a modifier (e.g., preliminary, concep
application areas have specific modifiers that imply particular accuracy ranges (e.g., order of magnitu
estimate, and definitive estimate in engineering and construction projects).
The act of combining the results of post project reviews, metrics, consultation and informed assessme
resource requirements for an activity.
Estimate (or Estimated) To Complete (or Completion)
Earned Value
A network diagramming technique in which events are represented by boxes (or nodes) connected by
sequence in which the events are to occur. Used in the original Program Evaluation and Review Techni
State in the progress of a project after the completion of all preceding activities, but before the start o
activity. (A defined point that is the beginning or end of an activity)
Focused report drawing attention to instances where planned and actual results are expected to be, o
significantly different. Note: an exception report is usually triggered when actual values are expected
predetermined threshold that is set with reference to the project plan. The actual values may be trend
than plan.
Occurrences causing deviation from a plan, such as issues, change requests and risks. Exceptions can
where the cost variance and schedule variance exceed predefined thresholds.
Logical relationship indicating that only one of the possible activities can be undertaken.
This project process group is where the work of the project is performed.
The phase of a project in which work towards direct achievement of the projects objectives and the p
projects deliverables occurs. Sometimes called the implementation phase
The product of an events probability of occurrence and the gain or loss that will result. For example, i
probability that it will rain, and rain will result in a $100 loss, the expected monetary value of the rain
$100).
A charge against available funds, evidenced by a voucher, claim, or other documents. Expenditures re
payment of funds.
A technique used in project selection, determining estimates, and determining other related project in
the knowledge of those with expertise on the requested subject matter. Expert judgment can come fro
departments, consultants, team members, vendors, or industry groups.
A constraint from outside the project network.
A type of dependency where a relationship between a project task and a factor outside the project, su
conditions, drives the scheduling of that task.
This is a type of project ending that occurs when the project is completed and accepted by the stakeh
The cost if the product fails, including downtime, user support, rework, and scrapping the project.
A plan for an alternative course of action that can be adopted to overcome the consequences of a risk
(including carrying out any advance activities that may be required to render the plan practical).
A schedule compression technique where two activities that were previously scheduled to start seque
time. Fast tracking reduces schedule duration.
Reducing the duration of a project usually by overlapping phases or activities originally planned to be
(The process of reducing the number of sequential relationships and replacing them typically with par
usually to achieve shorter overall durations but often with increased risk).
The project phase that demonstrates that the clients requirement can be achieved, this phase identifi
options to determine the one preferred solution.
Undertaken to determine whether the project is a viable project, the probability of project success, an
product of the project.
Analysis to determine if a course of action is possible within the terms of reference of the project.
Any schedule capable of implementation within the externally determined constraints of time and/or r
Free Float or Finish to Finish
Firm Fixed Price
Post implementation report. Normally a retrospective report that formally closes the project having ha
deliverables for operational use. Note: the report should draw attention to experiences that may be of
projects and may form part of the accountability of the project team
To startthe from activity must finish before the to activity can start.
To finishthe from activity must finish before the to activity can finish.
The actual or estimated time associated with an activitys completion.
A project task relationship in which the finish of the successor task is dependent on the finish of the p
The finish to finish lag is the minimum amount of time that must pass between the finish of one activi
successor(s).
A project task relationship in which the successor task cannot begin until the predecessor task has com
the finish to start lag is the minimum amount of time that must pass between the finish of one activity
successor(s). The default finish to start lag is zero.
A finishing activity is the last activity that must be completed before a project can be considered finish
a predecessor to any other activity it has no successors.
A type of contract where the buyer pays the seller a set amount (as defined by the contract) regardles
Duration scheduling a scheduling method in which, regardless of the number of resources assigned t
remains the same.
Price contracts a generic category of contracts based on the establishment of firm legal commitment
required work. A performing contractor is legally obligated to finish the job, no matter how much it cos
of all cost growth rest on the performing contractor.
A calendar date (associated with a plan) that cannot be moved or changed during the schedule.
See imposed finish.
A contract that states a fixed fee for the work that the vendor will perform.
A type of contract where the buyer pays the seller a set amount (as defined by the contract), and the
additional amount if it meets defined performance criteria.
This category of contract involves a fixed total price for a well
See imposed start.
The amount of time the early start of a task may be delayed without delaying the finish date of the pr
slack time.
The amount of time an activity may be delayed from its early start without delaying the project finish
mathematical calculation and can change as the project progresses and changes are made to the proj
slack, total float, and path float. See also free float.
A diagram that shows the logical steps that must be performed in order to accomplish an objective. It
individual elements of a system interrelate.
This is a conflict resolution technique where one party forces their solution on the others. This is an ex
conflict resolution technique.
Scheduled cost for a task.
See estimate at completion.
Planned communications such as project kickoff meetings, team status meetings, written status repor
sessions.
The process of working from the left to the right of a network diagram in order to calculate early start
for each activity.
The calculation of the early start and early finish dates for the uncompleted portions of all network ac
network analysis and backward pass.
Fixed Price Incentive Fee
See subnet.
The amount of time an activity can be delayed without delaying the early start of any immediately fol
also float.
Finish to Start
A manager responsible for activities in a specialized department or functional group (e.g., engineering
marketing).
An organization type where the project has a team leader in each functional department and the prod
one team to the next.
A form of organizational structure. Functional organizations are traditional organizations with hierarch
structures.
Management structure where specific functions of an organization are grouped into specialist departm
dedicated services. Examples of functional organization are finance, marketing and design departmen
These define what the product of the project will do by focusing on how the end user will interact with
A document specifying in some detail the functions that is required of a system and the constraints th
An estimate of funding requirements over time.
Particular type of bar chart showing planned activity against time. Note: Gantt chart, although name
of bar chart, is in current usage as a name for bar charts in general. (A Gantt chart is a timephased gr
durations. Activities are listed with other tabular information on the left side with time intervals over t
durations are shown in the form of horizontal bars.)
Graphical Evaluation and Review Technique
A one sentence definition of specifically what will be accomplished, while incorporating an event signi
A category or rank used to distinguish items that have the same functional use (e.g., hammer) but d
requirements for quality (e.g., different hammers may need to withstand different amounts of force).
A network analysis technique that allows for conditional and probabilistic treatment of logical relations
activities may not be performed).
Joining two specified points, that span two or more activities. (Note: its duration is initially unspecified
by the durations of the specified activities. Hammocks are usually used to collect time dependent info
overheads. A group of activities, milestones, or other hammocks aggregated together for analysis or r
Sometimes used to describe an activity such as management support that has no duration of its own
the time difference between the two points to which it is connected.)
An aggregate or summary activity (a group of related activities is shown as one and reported at a sum
hammock may or may not have an internal sequence. See also subproject and subnet.
The formal process of transferring responsibility for and ownership of the products of a project to the o
An unintended break in a network path. Hangers are usually caused by missing activities or missing lo
A coding system that can be represented as a multi level tree structure in which every code except th
tree has a parent code.
Range of networks at different levels of detail, from summary down to working levels, showing the rel
those networks.
These explain the major characteristics of the product and describe the relationship between the busi
product requested. This is also referred to as a product description .
A graphic display of planned and or actual resource usage over a period of time. It is in the form of a v
height of each bar representing the quantity of resource usage in a given time unit. Bars may be singl
stacked resources.
An otherwise valid working day that has been designated as exempt from work.
Organization providing the administrative and logistical support for the project.
The people with the background and skills to complete the tasks on the project schedule.
Defining team member roles and responsibilities, establishing an appropriate structure for team repor
team members, and bringing them on the project as needed for the appropriate length of time.
Activities on the critical path with negative float.
Invitation For Bid
The consequences imposed if a risk event occurs on the project.
Assessing the merits of pursuing a particular course of action.
The assessment of the adverse effects of an occurring risk.
The project phase that develops the chosen solution into a completed deliverable. (Note: realization is
accepted and preferred term for implementation).
Point in time determined by circumstances outside the network. Note: a symbol is inserted immediate
concerned on activity on arrow networks or adjacent and connected to the appropriate corner of the n
networks.
A finished date imposed on an activity by external constraints.
A start date imposed on an activity by external constraints.
A project commissioned and carried out entirely within a single organization
An activity that has been started, but not yet completed.
Logical relationship indicating that at least one but not necessarily all of the activities have to be unde
Sum of actual and committed costs, whether invoiced/paid or not, at a specified time.
Costs associated with a project that cannot be directly attributed to an activity or group of activities. (
which are not directly identified to any specific contract, project, product or service, such as overhead
administration).
Unplanned or ad hoc communications, including phone calls, emails, conversations in the hallway, or
Providing stakeholders with information regarding the project in a timely manner via status reports, pr
meetings, email, and so on. The communications management plan is put into action during this proc
Making needed information available to project stakeholders in a timely manner.
The first process in a project life cycle and the first of the five project process groups. This is the forma
the project should begin. The primary result of this process is the project charter.
Committing the organization to begin a project or phase.
A quality control technique that includes examining, measuring, or testing work results.
A process that influences the factors that cause change, determines that a change is needed or has h
and monitors change. All other change control processes are integrated with this process.
See earned value.
Disciplined approach to activities necessary to a) cause support considerations to be integrated into p
develop support arrangements that are consistently related to design and to each other, and c) provid
support at the beginning and during customer use at optimum cost.
A type of project ending where the resources of the project are reassigned or redeployed to other proj
within the organization.
The process of bringing people, activities and other things together to perform effectively.
The discount rate when the present value of the cash inflows equals the original investment. Projects
are generally considered better than projects with lower IRR values. Assumes that cash inflows are rei
value.
Discount rate at which the net present value of a future cash flow is zero. Note: IRR is a special case o
flow procedures.
A project oriented organization structure that employs permanent specialists to support projects.
Generally, this term is equivalent to request for proposal. However, in some application areas it may h
specific meaning.
A Quality Control technique that shows the relationship between the effects of problems and their cau
as a cause and effect diagram and fishbone diagram .
An immediate problem requiring resolution. If a risk (see Risk) does occur, it may turn into an issue or
managed as an issue.
Any process that is repeated more than once. The five process groups are repeated throughout the pr
change requests, responses to change, corrective action, and so on.
See master schedule.
An immediate problem requiring resolution. If a risk (see Risk) does occur, it may turn into an issue or
managed as an issue.
Help you determine whether the project is on track and progressing as planned by monitoring the pro
predetermined criteria.
Measurable indicators used to report progress chosen to reflect the critical success factors of the proje
Difference between planned labor rates and actual labor rates.
Device for representing a set of overlapping activities in a network diagram. Note: The start and finish
activity are linked only to the start and finish of the preceding activity by lead and lag activities, which
A) In a network diagram, the minimum necessary lapse of time between the finish of one activity and
overlapping activity or b) delay incurred between two specified activities. For example, in a finish to st
10 day lag, the successor activity cannot start until 10 days after the predecessor has finished. See al
Calculated in the backward pass of time analysis, late dates are the latest dates by which an activity c
or finish.
Calculated from backward pass, it is the latest date an event can occur.
The latest date an activity can complete without impacting the project end date.
In the critical path method, the latest possible point in time that an activity may be completed withou
milestone (usually the project finish date).
The latest date an activity can start without impacting the project end date.
In the critical path method, the latest possible point in time that an activity may begin without delayin
(usually the project finish date).
Latest time by which an event has to occur within the logical and imposed constraints of the network,
total project duration.
The latest possible time by which an activity has to finish within the logical activity and imposed cons
without affecting the total project duration.
Latest possible time by which an activity has to start within the logical and imposed constraints of the
affecting the total project duration.
The contractor who has responsibility for overall project management and quality assurance
In a network diagram, the minimum necessary lapse of time between the start of one activity and the
activity. For example, in a finish to start dependency with a 10 day lead, the successor activity can sta
predecessor has finished. See also lag.
Getting others to follow.
Information gathered throughout the project (and again at the end of a project phase or the end of the
documents the successes and failures of the project. This information is used to benefit the current pr
projects.
A letter indicating intent to sign a contract, usually so that work can commence prior to signing that c
Support type activity (e.g., vendor or customer liaison) that does not readily lend itself to measureme
accomplishment. It is generally characterized by a uniform rate of activity over a specific period of tim
See resource leveling.
Late Finish date
Cycle Costing The concept of including acquisition, operating, and disposal costs when evaluating va
A sequence of defined stages over the full duration of a project.
The manager of any group that actually makes a product or performs a service. A functional manager.
A mathematical formula that determines the number of lines of communication between participants
formula is n (n minus 1) divided by 2, where n represents the number of participants.
A bar chart that shows the dependency links between activities
A rate used for cost estimating of human resources that includes a percentage of the salary to cover e
as medical, disability, or pension plans.
Level Of Effort
A diagram that displays the logical relationships between project activities. See project network diagra
See network logic.
A dependency between two project activities, or between a project activity and a milestone. See also
relationship. The four possible types of logical relationships are:
The dependency relationships that may exist between tasks. Finish to start is the most common logica
A network path that passes the same node twice. Loops cannot be analyzed using traditional network
and are treated as errors.LS Late Start date
Determines the cost effectiveness of producing goods or services in house vs. procuring them from ou
A term used to describe normal management processes that are being project managed.
All aspects of staff planning, recruitment, development, training and assessment.
A separately planned quantity used to allow for future situations which are impossible to predict (som
unknowns). Management reserves may involve cost or schedule. Management reserves are intended
missing cost or schedule objectives. Use of management reserve requires a change to the projects co
An amount of money set aside by upper management to cover future expenses that cant be predicte
planning.
A document that defines the goals and constraints of a project and functions as a working agreement
the client and the project manager.
A type of dependency where the relationship between two tasks is created by the type of work the pro
Network showing the complete project, from which more detailed networks are derived
A summary level schedule which identifies the major activities and key milestones. See also milestone
Property which may be incorporated into or attached to an end item to be delivered under a contract,
consumed or expended in the performance of a contract. It includes, but is not limited to, raw and pro
components, assemblies, fuels and lubricants, and small tools and supplies which may be consumed i
performance of a contract.
A catchall category of project resources that includes software, utility requirements such as electricity
needed for the project, or other consumable goods.
Calculating theoretical early and late start and finish dates for all project activities.
An organizational structure where employees report to one functional manager and at least one projec
managers assign employees to projects and carry out administrative duties, while project managers a
with the project to team members and execute the project.
Any organizational structure in which the project manager shares responsibility with the functional ma
priorities and for directing the work of individuals assigned to the project.
A documented process for management of projects containing the process, definitions, and roles and
organization may have multiple methodologies for various types of activities, initiatives, or projects.
A standard of measurement that specifically defines how something will be measured.
Stage assessment an assessment in the middle of a project that can be held for several reasons: 1) A
project board, 2) to authorize work on the next stage before current one is completed, 3) to allow for a
middle of a long project, or 4) to review exception plans.
A major deliverable or key event in the project used to measure project progress.
A plan containing only milestones which highlight key points of the project.
A schedule that identifies the major milestones. See also master schedule.
A key event. An event selected for its importance in the project. Note: milestones are commonly used
(A milestone is often chosen to represent the start of a new phase or the completion of a major delive
monitor progress at summary level. Milestones are activities of zero duration).
Brief summary, approximately one or two sentences, that sums up the background, purposes and ben
Working to reduce risk by lowering its chances of occurring or by reducing its effect if it occurs.
The bringing together of project personnel and securing equipment and facilities. carried out during p
A term used to distinguish the current broad range of project management (scope, cost, time, quality,
narrower, traditional use that focused on cost and time.
This project process group is where activities are performed to monitor the progress of the project and
there are variances from the project plan. Corrective actions are taken during this process to get the p
The capture, analysis, and reporting of project performance, usually as compared to plan.
A schedule risk assessment technique used to estimate the likely range of outcomes from a complex p
the process under randomly selected conditions a large number of times.
Modern Project Management
A project consisting of multiple sub projects.
Multi project analysis is used to analyze the impact and interaction of activities and resources whose p
progress of a group of projects or for projects with shared resources or both. Multi project analysis can
composite reporting on projects having no dependencies or resources in common.
Managing multiple projects that are interconnected either logically or by shared resources.
Use of the techniques of resource allocation to schedule more than one project concurrently.
A project that is initiated by multiple business units.
An activity that has low total float.
Time by which the duration of an activity or path has to be reduced in order to permit a limiting impos
achieved.
The estimated cost negotiated in a cost plus fixed fee contract or the negotiated contract target cost i
incentive contract or a cost plus incentive fee contract. See also contract target cost.
Negotiating is a leadership technique and a conflict resolution technique. Negotiating is the act of two
explaining their needs and coming to a mutual agreement on a resolution.
The art of satisfying needs by reaching agreement or compromise with other parties.
Evaluation of the cash inflows using the discounted cash flow technique, which is applied to each peri
expected. The total present value of the cash flows is deducted from the initial investment; this assum
are reinvested at the cost of capital. It is similar to discounted cash flows.
Aggregate of future net cash flows discounted back to a common base date, usually the present.
The process of identifying early and late start and finish dates for the uncompleted portions of project
Critical Path Method, Program Evaluation and Review Technique, and Graphical Evaluation and Review
A depiction of project activities and the interrelationships between these activities.
Activity or event common to two or more network diagrams.
The collection of activity dependencies making up a project network diagram.
Any continuous series of connected activities in a project network diagram.
A pictorial presentation of project data in which the project logic is the main determinant of the placem
in the drawing. Frequently called a flowchart, PERT chart, logic drawing, or logic diagram. See project
One of the defining points of a network; a junction point joined to some or all of the other dependency
diagramming method and precedence diagramming method.
Points in a network at which arrows start and finish.
Expenditures against specific tasks that are expected to occur only once on a given project.
An activity that, once started, has to be completed to plan without interruption. Note: resources shoul
a non Splittable activity to another activity.
Making bodies to assess a project proposal and reach a rational decision.
The carrying cost in a balance sheet of acquiring an asset and bringing it to the condition where it is c
its intended function over a future series of periods.
Operations typically involve ongoing functions that support the production of goods or services. They
or an end.
A high level estimate of the time and cost of a project based on the actual cost and duration of a simil
The process of addressing factors that may impact how to manage a project team, defining roles and
project team members, identifying how the project team will be organized, and documenting a staffin
A quantitatively based estimating technique that is typically calculated by multiplying rate times quan
A Quality Control technique used to rank importance of a problem based on its frequency of occurrenc
diagram is based on the Pareto principle, more commonly referred to as the 80/20 rule , which says th
defects are caused by a small set of problems.
The length of time it takes a company to recover the initial cost of producing the product or service of
Collecting information regarding project progress and project accomplishments and reporting it to the
team members, management team, and other interested parties. It also makes predictions regarding
performance.
The cost of work thats been budgeted for an activity during a certain time period.
The process group where the project plans are developed that will be used throughout the project to d
control work results. The primary result of this process is the project plan.
Performed when a project is canceled or ends prematurely. It describes the reasons for cancellation or
the deliverables that were completed.
Conducted at the end of the project to document lessons learned.
A network diagramming method that places activities on nodes, which connect to dependent activitie
known as activity on node .
A task on the network diagram that occurs before another task.
An investigation at project request time to determine the costs and benefits of the project, as well as e
the proposed solution in order to determine the feasibility of carrying out the project.
A Quality Control tool and technique that keeps errors from reaching the customer. Prevention is less e
to fix problems after theyve occurred.
The cost of activities performed to avoid quality problems, including quality planning, training, and an
testing.
A type of change request that usually occur during the Monitoring and Controlling process group. Prev
implemented to help reduce the probability of a negative risk event.
The likelihood a risk event will occur. Probability is expressed as a number between 0.0 and 1.0.
The process of identifying what goods or services will be purchased from outside the organization. It u
analysis to determine whether goods or services should be purchased outside the organization or prod
Explains the major characteristics of the product and describes the relationship between the business
This is also referred to as high
Occurs in the Close Procurements process and determines whether the work of the contract is accepta
A grouping of related projects that are managed together to capitalize on benefits that couldnt be ach
were managed separately.
Calculates the expected value, or weighted average, of critical path tasks to determine project duratio
estimates: most likely, pessimistic, and optimistic. The PERT calculation is (optimistic + pessimistic +
Reports from project team members listing the tasks each team member is working on, the current pr
and the work remaining.
Temporary in nature, with a definite start and end date; creates a unique product, service, or result. It
goals and objectives of the project have been met and signed off on by the stakeholders.
An organizational structure focused on projects. Project managers generally have ultimate authority o
sometimes supporting departments such as human resources and accounting might report to the proj
managers are responsible for making project decisions and acquiring and assigning resources.
The person who fully understands, believes in, and espouses the benefits of the project to the organiz
cheerleader for the project.
An official, written acknowledgment and recognition that a project exists. Its signed by the project spo
project manager authority to assign organizational resources to the work of the project.
The formal acceptance of a project and the activities required to formally end the project work.
Documents the key characteristics of the product or service that will be created by the project.
Carrying out the project plan. Activities are clarified, the work is authorized to begin, resources are com
to activities, and the product or service of the project is created. The largest portion of the project bud
during this process.
Documentation in the project charter that includes the reason the project is being undertaken and the
project will address.
The grouping of project phases in a sequential order from the beginning of the project to the close.
Applying skills, knowledge, and project management tools and techniques to fulfill the project requirem
The worlds leading professional project management association.
The nine project management groupings, or Knowledge Areas, that bring together common or related
Integration, Scope, Time, Cost, Quality, Human Resource, Communications, Risk, and Procurement.
Established by organizations to create and maintain procedures and standards for project managemen
used throughout the organization.
The person responsible for applying the skills, knowledge, and project management tools and techniq
activities to successfully complete the project objectives.
Measures that the project manager uses to determine whether the project is on track, such as any dev
baseline schedule or the baseline budget.
A document, or assortment of documents, that constitutes what the project is, what the project will de
processes will be managed. Used as the guideline throughout the project Executing and Controlling ph
measure project performance and to make future project decisions. Also used as a communication and
stakeholders, team members, and management.
A formal presentation by the project manager or project team members to the sponsor, the client, and
stakeholders.
Determines the start and finish dates for project activities and assigns resources to the activities.
Used to determine which proposed projects are approved to move forward.
A project that undertakes to prove that a specific activity can be done or an idea can be accomplished
Determining the impact of identified risks on the project and the probability theyll occur. Aligns risks
according to their effect on the project objectives.
Monitoring work results to see whether they fulfill the quality standards set out in the quality manage
whether the end product conforms to the requirements and product description defined during the pla
Describes how the project management team will enact the quality policy and documents the resourc
the quality plan. It describes the responsibilities of the project team in implementing quality and outlin
and procedures the project team and organization will use to satisfy quality requirements.
Identifying the quality standards applicable for the project and how theyll be fulfilled.
A complex analysis technique that uses a mathematical approach to numerically analyze the probabil
events.
A duration estimate obtained by applying a productivity rate of the resource performing the task.
A type of responsibility assignment matrix that describes the resources needed for the task and their
the following descriptors: responsible, accountable, consult, or inform.
Setting a new project baseline because of substantial changes to the schedule or the budget.
This process is where the project manager gathers and documents the collection of baseline data for t
data includes cost, schedule, scope, and quality data. Performance report information is delivered to t
project status meetings and steering committee meetings.
A document that is sent out to potential vendors requesting them to provide a proposal on a product o
The specifications and characteristics of the goal or deliverable.
A process that defines and documents all the resources needed and the quantity of resources needed
activities, including human, material, and equipment resources.
A listing of all the job titles within a company or department with a brief description of the job. It may
number of people currently employed in each job title.
A document containing a description of the resources needed from all three resource types for work p
WBS.
A resource chart that defines the WBS Identifier, the resource type needed for the WBS element, and t
resources needed for the task. A WBS is displayed in chart form.
An update to the approved start or end date of the schedule baseline, typically a result of approved sc
An action that is taken as a result of quality activities to correct a defect.
A potential future event that can have either negative or positive consequences.
The process used to identify and focus on those risks that are the most critical to the success of your p
Identifying the potential project risks and documenting their characteristics.
A numbered list of risks that are produced during the risk identification process and that are documen
register.
Details how risk management processes will be implemented, monitored, and controlled throughout th
does not define responses to individual risks.
The process that involves implementing the risk response plan, tracking and monitoring identified risk
responding to new risks as they occur.
Identifying, analyzing, and determining how risk events will be managed for a project.
A process that describes how to reduce threats and take advantage of opportunities, documents the p
positive risk events, and assigns owners to each risk.
An event that warns a risk is imminent and a response plan should be implemented.
A Quality Control tool and technique that shows variation in the process over time or shows trends suc
the lack of improvements in the process.
The final, approved project schedule that is used during project execution to monitor project progress.
The process of documenting and managing changes to the project schedule.
Calculating and preparing the schedule of project activities, which becomes the schedule baseline. It d
start and finish dates, finalizes activity sequences and durations, and determines activity duration est
Measures the progress to date against the progress that was planned. The SPI indicator acts as an effi
result is greater than one, Performance is better than expected, and youre ahead of schedule. If its le
performance is less than expected, and youre behind schedule. The formula is SPI = EV / PV.
Any change that is made to the project schedule as part of the ongoing work involved with managing
The difference between a tasks progress as compared to its estimated progress represented in terms
SV = EV minus PV.
The description of the work involved to complete the project. It defines both what is included in the pr
excluded from the project.
The process of documenting and managing changes to project scope. Any modification to the agreed
a scope change. Changes in product scope will require changes to project scope, and scope changes a
changes.
The minor changes or small additions that are made to the project outside of a formal scope change p
project scope to grow and change.
Per the PMBOK Guide , the process of breaking down the major deliverables from the scope statement
purposes of the CompTIA Objectives and exam, scope definition is used in a much broader sense to co
planning elements, including the scope statement and the scope management plan.
Defines the process for preparing the scope statement and the WBS. This also documents the process
scope and changes to project scope.
The process of defining the scope management plan, the scope statement, and the WBS and WBS dic
Documents the product description, key deliverables, success and acceptance criteria, key performan
exclusions, assumptions, and constraints. The scope statement is used as a baseline for future project
A process that concerns formally accepting the deliverables of the project and obtaining sign
One of the benefit measurement methods used for project selection. It contains a predefined list of cri
each project is ranked. Each criterion has a scoring range and a weighting factor. A scoring model can
to select from among competing vendors.
Putting the project activities in the order in which they will take place.
The amount of time allowed to delay the early start of a task without delaying the finish date of the pr
known as float time.
A requirement that a product or service must be obtained from a single vendor in government work; a
justification.
Obtaining bids and proposals from vendors in response to RFPs and similar procurement documents p
solicitation planning process.
An executive in the organization with authority to allocate funds, assign resources, and enforce decisio
project.
Obtaining human resources and assigning them to the project. Human resources may come from insid
organization.
Documents when and how human resources will be added to and released from the project team and
working on while they are part of the team.
A person or an organization that has something to gain or lose as a result of the project. Most stakeho
interest in the outcomes of the project.
To startthe from activity must start before the to activity can start.
To finishthe from activity must start before the to activity can finish.
A task relationship where the finish of the successor task is dependent on the start of its predecessor.
A project task relationship where the start of the successor task depends on the start of the predecess
A type of project ending where resources are cut off from the project.
Contains the details of a procurement item in clear, concise terms and includes the project objectives,
work of the project, and concise specifications of the product or services required.
The date when the project manager measures how much has been spent on a specific task.
See acceptance criteria .
A task on the network diagram that occurs after another task.
A way to get diverse groups of people to work together efficiently and effectively. This is the responsib
manager. It can involve activities performed together as a group or individually designed to improve t
Creating an open, encouraging environment for stakeholders to contribute, as well as developing the
effective, functioning, coordinated group.
Also known as nonfunctional requirements , the product characteristics needed for the product to perf
requirements. Technical requirements typically refer to information technology related projects. They a
elements and functions that happen behind the scenes of a program to meet the clients request.
A type of contract where the buyer and the seller agree on a unit rate, such as the hourly rate for a pr
cost is unknown and will depend on the amount of time spent to produce the product.
The projected performance level that must be achieved in the remaining work of the project in order t
schedule goals. The formula is TCPI = (BAC minus EV) / (BAC minus AC).
An estimating technique that uses actual durations from similar activities on a previous project. This is
analogous estimating .
A mathematical technique that can be used to predict future defects based on historical results.
According to CompTIA, time, cost, and quality. Other sources site scope rather than quality in their defi
constraints.
The contractor is paid a preset amount per unit of service (e.g., $70 per hour for professional services
of earth removed) and the total value of the contract is a function of the quantities needed to complet
The comparison of planned project results with actual project results. The formula is VAC = BAC minus
A deliverables oriented hierarchy that defines the total work of the project. Each level has more detail
previous level.
A document that describes the deliverables and their components, the code of accounts identifier, est
criteria for acceptance, and any other information that helps clarify the deliverables.
The total time it takes for a person to complete a task if they did nothing else from the time they start
complete.
The lowest level in a WBS. Team assignments, time estimates, and cost estimates can be made at this
projects, this level is handed off to subproject managers who develop their own WBS to fulfill the requ
package deliverable.
A restriction on an activity that indicates that it may not start or end earlier than a specified date.
A restriction on an activity that indicates that it may not start or end later than a specified date.
Predetermined results towards which effort is directed.
Organization(al) Breakdown Structure
Hold Status describing a change from Active (see Active) to being held, generally due to other work d
Period when the completed deliverable is used and maintained in service for its intended purpose.
The opposite of a risk. The chance to enhance the project benefits.
An estimate carried out to give very approximate indication of likely out turn costs. See estimate.
Hierarchical way in which the organization may be divided into management levels and groups, for pla
purposes and to relate work packages to organizational units.
The design of the most appropriate organizational design for a project.
Identifying, documenting, and assigning project roles, responsibilities, and reporting relationships.
The initial budget established at or near the time a contract was signed or a project authorized, based
contract cost or managements authorization.
The duration of activities or groups of activities as recorded in the baseline schedule.
A group of accounting elements which can be isolated to specific tasks, other than labor and material.
such items as travel, computer time, and services.
Of sequence progress progress that has been reported even though activities that have been deeme
project logic have not been completed.
Information that governs the final appearance of a report or drawing. (Usually refers to computergen
Contracting out, buying in facilities or work (as opposed to using in house resources).
Coordinating and controlling changes across an entire project.
See lead.
Costs incurred in the operation of a business that cannot be directly related to the individual products
produced. See also indirect cost.
Costs incurred in excess of the contract target costs on an incentive type contract or the estimated co
contract. An overrun is that value of costs which are needed to complete a project, over that value ori
management.
Parallel activities are two or more activities than can be done at the same time. This allows a project t
than if the activities were arranged serially.
An estimating technique that uses a statistical relationship between historical data and other variable
in construction, lines of code in software development) to calculate an estimate.
Task within the work breakdown structure that embodies several subordinate child tasks.
A histogram, ordered by frequency of occurrence, that shows how many results were generated by ea
The persons or companies who sign a contract with one another.
A set of sequentially connected activities in a project network diagram. (Refer to critical path method
critical and non critical paths).
In mathematical analysis, the tendency of parallel paths of approximately equal duration to delay the
milestone where they meet.
See float.
Percent Complete
Precedence Diagramming Method
Status describing project work submitted for review but not yet discussed.
An estimate, expressed as a percent, of the amount of work which has been completed on an activity
May be aggregated to sections of a project or the whole project.
Performance measurement techniques are the methods used to estimate earned value. Different meth
different work packages, either due to the nature of the work or to the planned duration of the work p
Collecting and disseminating information about project performance to help ensure project progress.
Statement of the totality of needs expressed by the benefits, features, characteristics, process conditi
constraints that together define the expected performance of a deliverable. Note: a performance spec
for innovation and alternative solutions, by not defining or unduly constraining the technical attributes
deliverable.
A team building stage where the emphasis is on the work currently being performed.
The enterprise whose employees are most directly involved in doing the work of the project.
Program Evaluation and Review Technique
A specific type of project network diagram. See Program Evaluation and Review Technique.
Planned Finish date
That part of a project during which a set of related and interlinked activities are performed. Note: a pr
series of phases that together constitute the whole project life cycle. See project phase.
The percentage of the work content of an activity that has been achieved.
A form of testing a new development and its implementation prior to committing to its full release.
An intended future course of action. It is owned by the project manager, it is the basis of the project c
what, how, when, and who.
An activity not yet started.
Estimated cost of achieving a specified objective.
The sum of the budgets for all planned work scheduled to be accomplished within a given time period
Budgeted Costs of Work Scheduled (BCWS).
A member of a project team or project support office with the responsibility for planning, scheduling a
They are often primarily concerned with schedule, progress and manpower resources.
The process of identifying the means, resources and actions necessary to accomplish an objective.
The stage prior to the implementation stage when product activity, resource and quality plans are pro
Project Management or Project Manager
Project Management Body of Knowledge
Project Management Professional
A grouping of projects and programs for management convenience. They may or may not have a com
often related only by the use of common resources, funding, or by company departments.
The management of a number of projects that do not share a common objective
Positive float is defined as the amount of time that an activitys start can be delayed without affecting
date. An activity with positive float is not on the critical path and is called a non critical activity. The di
and late dates (start or finish) determines the amount of float.
A review between 6 12 months after a system in a project has met its objectives to verify that it contin
requirements.
An evaluation that provides feedback in order to learn for the future.
A network diagramming technique in which activities are represented by boxes (or nodes) and the rela
by arrows. Activities are linked by precedence relationships to show the sequence in which the activiti
A multiple dependency network. An activity on node network in which a sequence arrow represents on
precedence relationship, depending on the positioning of the head and the tail of the sequence arrow.
1. Start of activity depends on finish of preceding activity, either immediately or after a lapse of time
depends on finish of preceding activity, either immediately or after a lapse of time / 3. Start of activity
preceding activity, either immediately or after a lapse of time / 4. Finish of activity depends on start o
either immediately or after a lapse of time.
The term used in the precedence diagramming method for a logical relationship. In current usage, how
relationship, logical relationship, and dependency are widely used interchangeably regardless of the d
use.
In an activity on arrow network, an event at the beginning of an activity
That work which is carried out prior to commissioning in order to demonstrate that commissioning ma
In the arrow diagramming method, the activity which logically precedes the current activity and enter
precedence diagramming method, the from activity.
A main supplier who has a contract for much or all of the work on a contract
Network containing alternative paths with which probabilities are associated
Likelihood of a risk occurring.
Set of interrelated resources and activities which transform inputs into outputs
The securing of goods or services
Determining what to procure and when.
A hierarchy of deliverable products which are required to be produced on the project. It forms the base
the execution strategy and product based work breakdown structure may be derived. It provides a gu
control documentation.
The description of the purpose form and components of a product. It should always be used as a basis
product by the customer.
Represents how the products are produced by identifying their derivation and the dependencies betwe
A portfolio of projects selected, planned, and managed in a coordinated way to achieve a set of define
large or very complex project with phases managed as separate projects; or a set of otherwise unrelat
by a business cycle.
A review to assess if targets have been reached and to measure the performance levels in the resultin
An event oriented network analysis technique used to estimate project duration when there is a high d
with the individual activity duration estimates. PERT applies the critical path method to a weighted av
estimate. Also given as Program Evaluation and Review Technique.
The senior manager with the responsibility for the overall success of the program.
A committee that directs the program when circumstances arise where there is no individual to direct
PERT is a project management technique for determining how much time a project needs before it is c
activity is assigned a best, worst, and most probable completion time estimate. These estimates are u
average completion time. The average times are used to calculate the critical path and the standard d
times for the entire project.
The effective management of several individual but related projects or functional activities in order to
system that works effectively.
The office responsible for the business and technical management of a specific contract or program.
Individual or body with responsibility for managing a group of projects.
A group that gives administrative support to the program manager and the program executive.
The partial completion of a project, or a measure of the same.
Payments made to a contractor during the life of a fixed price type contract, on the basis of some agre
example, budget cost of work performed or simply costs incurred.
A regular report to senior personnel, sponsors or stakeholders summarizing the progress of a project i
milestones, costs and other issues.
The application of resources to a unique set of coordinated activities, with a defined start and finish, u
specific objectives within defined cost and performance parameters.
The discipline of calculating the viability of a project.
Reference date used as a basis for the start of a project calendar.
A project board is the body to which the project manager is accountable for achieving the project obje
Statement that describes the purpose, cost, time and performance requirements/constraints for a pro
reference terms for a project. A written statement of the clients goals and requirements in relation to
A calendar that defines global project working and non working periods.
The process ensuring potential changes to a project including scope, cost, resources, time (schedule),
methods, costs, or any other planned aspects of a project are recorded, evaluated, authorized, and ma
A formally constituted group of stakeholders responsible for approving or rejecting project change req
the project Steering Committee may serve as the PCCB. Project Charter. A document issued by senior
provides the project manager with the authority to apply organizational resources to project activities.
A subset of project management that includes the processes required to ensure proper collection and
project information. It consists of communications planning, information distribution, performance rep
administrative closure.
Communication linking various areas of a project to ensure the transfer of information or hardware at
appropriate times and identification of any further necessary resources.
Defines the parties relevant to the project and the approved means of communicating between them.
Person within the parent organization who promotes and defends a project.
Formal termination of a project at any point during its life.
A subset of project management including resource planning, cost estimating, cost control and cost bu
complete the project within its approved budget.
The general attitude toward projects within the business.
A report defining a project, i.e. Why it is required? What will be done? How when and where it will be d
organization and resources required the standards and procedures to be followed.
The manager of a very large project that demands senior level responsibility or the person at the boar
organization who has the overall responsibility for the management of projects.
The project environment is the context within which the project is formulated, assessed and realized.
external factors that have an impact on the project.
A documented review of the projects performance, produced at project closure. It ensures that the ex
is recorded for the benefit of others.
A file containing the overall plans of a project and any other important documents.
A subset of project management that includes the processes required to make the most effective use
with the project. It consists of organizational planning, staff acquisition, and team development.
The beginning of a project at which point certain management activities are required to ensure that th
with clear reference terms and adequate management structure.
A document approved by the project board at project initiation that defines the terms of reference for
A subset of project management that includes the processes required to ensure that the various elem
properly coordinated. It consists of project plan development, project plan execution, and overall chan
A report that raises either technical or managerial issues in a project.
All phases or stages between a projects conception and its termination. Note: the project life cycle m
operation and disposal of project deliverables. This is usually known as an extended life cycle.
Cumulative cost of a project over its whole life cycle
A project diary. A chronological record of significant occurrences throughout the project
The relationships between the various activities in a project.
A representation of the logical relationships of a project.
An inclusive term describing the sum of knowledge within the profession of project management. As w
such as law, medicine, and accounting, the body of knowledge rests with the practitioners and academ
advance it. The PMBOK includes proven, traditional practices which are widely applied as well as innov
ones which have seen more limited use.
A plan for carrying out a project, to meet specific objectives, that is prepared by or for the project man
The office or department responsible for establishing, maintaining and enforcing project delivery and
processes, procedures, and standards. It provides services, support, and training for project managers
An individual certified as such by the Project Management Institute.
A class of computer applications specifically designed to aid with planning and controlling project cost
The members of the project team who are directly involved in project management activities. On som
project management team may include virtually all of the project team members.
The person responsible for all elements of planning, managing, executing, and controlling the project
for bringing the project in on time, cost, to specifications, and to a given quality with agreed upon reso
The application of knowledge, skills, tools, and techniques to project activities in order to meet or exce
and expectations from a project.
An organization matrix that is project based, in which the functional structures are duplicated in each
Comparison of current project status with what was planned to be done to identify and report any dev
Representation of activities and/or events with their inter relationships and dependencies.
Any schematic display of the logical relationships of project activities. Always drawn from left to right
chronology. Often incorrectly referred to as a PERT chart.
Group of techniques that, for the description, analysis, planning, and control of projects, considers the
relationships of all project activities The group includes techniques concerned with time, resources, co
influencing factors, e.g. uncertainty. Note: the terms program evaluation and review technique (PERT
(CPA), critical path method (CPM) and precedence method refer to particular techniques and should
synonyms for project network.
Structure that is created or evolves to serve the project and its participants. (A term which refers to th
responsibilities of the project team and its interfaces to the outside world.)
A collection of logically related project activities, usually culminating in the completion of a major deli
A formal, approved document used to guide both project execution and project control. The primary u
are to document planning assumptions and decisions, to facilitate communication among stakeholder
approved scope, cost, and schedule baselines. A project plan may be summary or detailed.
Taking the results of other planning processes and putting them into a consistent, coherent document
Carrying out the project plan by performing the activities included therein.
The development and maintenance of the project plan.
The constituent projects within a program.
The organization of projects and programs into a single portfolio to allow prioritization based on factor
with corporate strategy, ROI, risk, applied resource levels, and technology focus. Used wisely, it will in
value by exposing redundant or risky projects, while revealing how to shift funds from low value inves
strategic ones. The process also allows the corporate strategy to be communicated throughout the org
equipping it to choose and execute those projects and initiatives that support the strategy, while elim
not.
A collected set of the management and administrative procedures needed for the project.
A subset of project management that includes procurement planning, source selection, enquiry, tende
placement of purchase orders and contracts for goods and services, contract and purchase order adm
out in an effort to obtain goods and services from outside organizations.
Formal statement that compares the project progress, achievements and expectations with the projec
A subset of project management including the processes required to ensure that the project will satisf
was undertaken. It consists of quality planning, quality assurance, and quality control.
A subset of project management that includes the processes required to acquire goods and services fr
performing organization. It consists of procurement planning, solicitation planning, solicitation, source
administration, and contract closeout.
Calendar of project review dates, meetings and issues of reports set against project week numbers or
A subset of project management including the processes concerned with identifying, analyzing, and re
risk. It consists of risk identification, risk quantification, risk response development, and risk response
The planned dates for performing activities and meeting milestones.
A subset of project management including the processes required to ensure that the project includes a
and only the work required, to complete the project successfully. It consists of initiation, scope plannin
scope verification, and scope change control.
The individual or body for whom the project is undertaken, the primary risk taker; The individual repre
body and to whom the project manager reports; or A person or organization providing funds for the pr
The creation of the project team.
Green = On Track / Yellow = Caution, at risk, behind schedule, over budget, action needed by project m
steering committee / Red = Alert, project in serious trouble and almost certain to miss the target date
objectives. Immediate action needs to be taken and senior management needs to be involved to save
A report on the status of accomplishments and any variances to spending and schedule plans.
A comprehensive definition of how a project will be developed and managed.
The criteria by which the success or failure of a project may be judged.
The central location of planning and project support functions. Often provides personnel and facilities
planning, cost management, estimating, documentation control and sometimes procurement to a num
Set of individuals, groups and/or organizations that are responsible to the project manager for underta
includes all contractors and consultants).
The people who report either directly or indirectly to the project manager.
A plan produced at the beginning of a project that addresses technical issues and strategic issues rela
and configuration management.
A subset of project management including the processes required to ensure timely completion of the p
activity definition, activity sequencing, activity duration estimating, schedule development, and sched
Any organizational structure in which the project manager has full authority to assign priorities and to
individuals assigned to the project.
Planned Start date
An activity meant to improve the project organizations environment in order to improve project perfo
Quality Assurance
Quality Control
A generic term for subjective methods of assessing risks.
A trait or characteristic used to measure the degree of excellence of a product or service. Meeting cus
(1) The process of evaluating overall project performance on a regular basis to provide confidence tha
the relevant quality standards. (2) The organizational unit that is assigned responsibility for quality as
A plan that guarantees a quality approach and conformance to all customer requirements for all activi
An official examination to determine whether practices conform to specified standards or a critical ana
deliverable meets quality criteria
(1) The process of monitoring specific project results to determine if they comply with relevant quality
identifying ways to eliminate causes of unsatisfactory performance. (2) The organizational unit that is
for quality control.
The characteristics of a product that determines whether it meets certain requirements.
The quality guide describes quality and configuration management procedures and is aimed at people
quality reviews, configuration management and technical exceptions.
The part of the project plan that concerns quality management and quality assurance strategies.
Identifying which quality standards are relevant to the project and determining how to apply them.
A review of a product against an established set of quality criteria.
Responsibility Assignment Matrix
Remaining Duration
Expenditures against specific tasks that would occur on a repetitive basis. Examples are hire of compu
maintenance, etc.
A logical connection between two activities.
The time needed to complete an activity or project.
Planning actions performed for any remaining effort within project scope. Often the cost and/or sched
zeroed out at this time for history items.
A proposal by the project manager for a change to the project as a result of a project issue report.
A type of bid document used to solicit proposals from prospective sellers of products or services. In so
may have a narrower or more specific meaning.
Generally, this term is equivalent to request for proposal, but with more specific application areas.
A negotiated set of measurable customer wants and needs.
Statement of the needs that a project has to satisfy.
A provision in the project plan to mitigate cost and/or schedule risk. Often used with a modifier (e.g., m
contingency reserve) to provide further detail on what types of risk are meant to be mitigated. The sp
modified term varies by application area.
Any personnel, material or equipment required for the performance of an activity.
Summation of the requirements for each resource, and for each time period. Note: where the earliest
is used alone, it is often termed an early start aggregation. Similarly a late start aggregation uses th
Scheduling of activities and the resources required by those activities, so that predetermined constrai
availability and/or project time are not exceeded.
The process of analyzing and optimizing the use of resources on a project. Often uses resource levelin
smoothing techniques.
The work on an activity related to a specific resource.
The level of availability of a resource, which may vary over time.
A hierarchical structure of resources that enables scheduling at the detailed requirements level, and r
requirements and availabilities to a higher level.
A calendar that defines the working and non working patterns for specific resources.
Limitation due to the availability of a resource.
Process of accumulating the requirements for each resource to give the total required to date at all tim
project.
Task durations that are driven by the need for scarce resources.
A view of project data in which resource requirements, usage, and availability are shown using vertica
horizontal time scale.
A specified level of resource units required by an activity per time unit.
Any form of network analysis in which scheduling decisions (start and finish dates) are driven by resou
concerns (e.g., limited resource availability or difficult to manage changes in resource levels).
Limited Schedule A project schedule whose start and finish dates reflect expected resource availabili
resource levels are never exceeded. The final project schedule should always be resource limited. Not
minimum overall or specified project duration to be exceeded
A term for resource leveling and resource smoothing.
Part of the definition statement stating how the program will be resource loaded and what supporting
and third party services are required.
Determining what resources (people, equipment, materials) are needed in what quantities to perform
The requirement for a particular resource by a particular activity.
The process of determining dates on which activities should be performed in order to smooth the dem
avoid exceeding stated constraints on these restraints.
Scheduling of activities, within the limits of their float, so that fluctuations in individual resource requi
(In smoothing, as opposed to resource leveling, the project completion date may not be delayed)
A document correlating the work required by a work breakdown structure element to the functional or
for accomplishing the assigned tasks.
A defined unit within the organization structure which is assigned responsibility for accomplishing spe
accounts.
A structure which relates the project organization structure to the work breakdown structure to help e
element of the projects scope of work is assigned to a responsible individual.
A portion of a contract payment that is held until contract completion in order to ensure full performan
terms.
A part of payment withheld until the project is completed in order to ensure satisfactory performance
contract terms.
Expenditure charged to the profit and loss account as incurred or accrued due.
Request For Proposal
Request For Quotation
The likelihood of the occurrence of an event expressed in terms of probability, impact, and a triggering
Systematic use of available information to determine how often specified events may occur and the m
consequences. (A technique designed to quantify the impact of uncertainty)
The process of identifying potential risks, quantifying their likelihood of occurrence and assessing thei
project
Planning activities to avoid risks that have been identified.
Process used to determine risk management priorities.
A discrete occurrence that may affect the project for better or worse.
Determining which risk events are likely to affect the project.
Systematic application of policies, procedures, methods and practices to the tasks of identifying, analy
treating and monitoring risk. (The process whereby decisions are made to accept known or assessed r
implementation of actions to reduce the consequences or probability of occurrence.)
A document defining how project risk analysis and management is to be implemented in the context o
A matrix with risks located in rows and with impact and likelihood in columns.
Ordering of risks according first to their risk value, and then by which risks need to be considered for r
avoidance, and risk transfer.
Evaluating the probability of risk event occurrence and effect.
Allocating a classification to the impact and likelihood of a risk.
Action taken to reduce the likelihood and impact of a risk.
Formal record of identified risks (a body of information listing all the risks identified for the project, ex
each risk and recording information relevant to its assessment and management).
Contingency plans to manage a risk should it materialize (action to reduce the probability of the risk a
significance of its detrimental impact if it does arise).
Responding to changes in risk over the course of the project.
Defining enhancement steps for opportunities and mitigation steps for threats.
Risk that can occur as a result of treating a risk.
Diminution of a risk by sharing it with others, usually for some consideration.
A contractual arrangement between two parties for delivery and acceptance of a product where the lia
risk is transferred from one party to the other.
Selection and implementation of appropriate options for dealing with risk.
The standards and methods which minimize to an acceptable level the likelihood of accident or damag
equipment
The timetable for a project. It shows how project tasks and milestones are planned out over a period o
Controlling schedule changes.
Start and finish dates calculated with regard to resource or external constraints as well as project logic
Ratio of work accomplished versus work planned, for a specified time period. The SPI is an efficiency r
accomplishment, comparing work accomplished to what should have been accomplished.
The difference between the budgeted cost of work performed and the budgeted cost of work schedule
The earliest date on which an activity can finish, having regard to resource or external constraints as w
The earliest date on which an activity can start, having regard to resource or external constraints as w
Scheduling is the process of determining when project activities will take place depending on defined
precedent activities. Schedule constraints specify when an activity should start or end based on durat
external predecessor relationships, resource availability, or target dates.
The scope is the sum of work content of a project.
Any change in a project scope that requires a change in the projects cost or schedule.
Controlling changes to the scope.
Ensuring all identified project deliverables have been completed satisfactorily.
A description of the work to be accomplished or resources to be supplied.
The risk that may occur as a result of invoking a risk response or fall back plan.
Graphic display of cumulative costs, labor hours, or other quantities, plotted against time. The name d
shape of the curve (flatter at the beginning and end, steeper in the middle) produced on a project tha
accelerates, and then tails off.
A time sequence of activities and events representing an operating timetable for performing activities
milestones. See project schedule.
See duration compression.
Controlling changes to the project schedule.
Analyzing activity sequences, activity durations, and resource requirements to create the project sche
Ratio of work accomplished versus work planned (BCWP/BCWS), for a specified time period. The SPI is
work accomplishment, comparing work accomplished to what should have been accomplished. See ea
(1) Any difference between the scheduled completion of an activity and the actual completion of that
value, BCWP less BCWS.
The point in time work was scheduled to finish on an activity. The scheduled finish date is normally wi
delimited by the early finish date and the late finish date.
The point in time work was scheduled to start on an activity. The scheduled start date is normally with
delimited by the early start date and the late start date.
The sum of the products and services to be provided as a project.
See baseline.
Any change to the project scope. A scope change almost always requires an adjustment to the project
Controlling changes to project scope.
Decomposing the major deliverables into smaller, more manageable components to provide better co
Developing a written scope statement that includes the project justification, the major deliverables, an
objectives.
Ensuring that all identified project deliverables have been completed satisfactorily.
Sequence is the order in which activities will occur with respect to one another.
Scheduled Finish date or Start to Finish
Cost Estimates An estimate of the cost of a product or service used to provide an assessment of the
prospective contractors proposed cost.
Calculated time span during which an event has to occur within the logical and imposed constraints o
affecting the total project duration. Note 1: it may be made negative by an imposed date. Note 2. the
referring only to an event. See PERT.
A pictorial representation of the predicted completion dates of milestones (also referred to as trend ch
The amount of slack or float time used up by the current activity due to a delayed start or increased d
A project that is intended to bring about change and does not have a physical end product.
Soft skills include team building, conflict management and negotiation.
Obtaining quotations, bids, offers, or proposals as appropriate.
Documenting product requirements and identifying potential sources.
Statement Of Work
Schedule Performance Index
Activity that can be interrupted in order to allow its resources to be transferred temporarily to another
The executive responsible for the overall project delivery including management, monitoring, and fun
position to solve problems at a higher level when necessary for a project manager.
Scheduled Start date or Start to Start
Getting the human resources needed assigned to and working on the project.
A natural high level subsection of a project that has its own organizational structure, lifespan and man
Payment part way through a project at some predetermined milestone.
Individuals and organizations involved in or affected by project activities. Project managers, sponsors,
are all stakeholders.
The date project work is officially scheduled to begin.
Event with succeeding, but no preceding activities. Note: there may be more than one start event.
Start to Start Lag is the minimum amount of time that must pass between the start of one activity and
successor(s). This may be expressed in terms of duration or percentage.
A starting activity has no predecessors. It does not have to wait for any other activity to start.
A narrative description of products or services to be supplied under contract.
The comparison of actual against planned progress to determine variance and corrective action. Possi
Approved, Cancelled, Completed, On hold, and Pending.
A report completed and distributed to all stakeholders describing the project status. Status reports sho
the project and to keep management informed of project status.
A group of High Level stakeholders responsible for providing guidance on overall strategic direction an
of the customer/client.
A body established to monitor the project and give guidance to the project sponsor or project manage
A contractual document which legally transfers the responsibility and effort of providing goods, servic
hardware, from one firm to another.
An organization that supplies goods or services to a supplier.
A division of a project network diagram representing a subproject.
A group of activities represented as a single activity within a higher level of the overall project.
Criteria to be used for judging if the project is successful.
Critical factors that will ensure achievement of success criteria.
A successor is an activity whose start or finish depends on the start or finish of a predecessor activity.
(1) In the arrow diagramming method, the activity which departs a node. (2) In the precedence diagra
to activity.
Unavoidable costs (even if the project were to be terminated)
Critical activity an activity that is behind schedule is considered to be super critical. If it has been de
its float is calculated to be a negative value.
Includes contractors, consultants and any organization that supplies services or goods to the custome
Schedule Variance
The complete technical output of the project including technical products.
Systems and procedure detail the standard methods, practices, and procedures of handling frequently
within the project.
Management that includes the prime activities of systems analysis, systems design and engineering a
development.
An imposed date which constrains or otherwise modifies the network analysis.
The date planned to finish work on a project, initiative, or activity.
See baseline.
The planned date for start of work on a project, initiative, or activity.
See activity.
Target Completion date
Developing individual and group skills to enhance project performance.
See project team members.
Total Float or Target Finish date
Scaled Network Diagram Any project network diagram drawn in such a way that thepositioning and l
represents its duration. Essentially, it is a bar chart that includes network logic.
A date which contractors strive towards for completion of the activity.
Date imposed on an activity or project by the user. There are two types of target dates; target start da
dates.
The date work is planned (targeted) to finish on an activity.
The date work is planned (targeted) to start on an activity.
The date planned to start work on an activity.
The smallest indivisible part of an activity when it is broken down to a level best understood and perfo
person or organization.
A team is made up of two or more people working interdependently towards a common goal and a sha
The ability to gather the right people to join a project team and get them working together for the ben
Developing skills, as a group and individually, that enhance project performance.
Person responsible for leading a team.
The monitoring of the technical integrity of products.
A document that guides managers, team leaders and technical assurance coordinators on planning th
products.
Products produced by a project for an end user.
A document proposing to meet a specification in a certain way and at a stated price (or on a particula
offer of price and conditions under which the tenderer is willing to undertake work for the client.
Completion of the project, either upon formal acceptance of its deliverables by the client and/or the d
deliverables at the end of their life
A specification of a team members responsibilities and authorities within the project.
Activities that have to be performed sequentially or within a predetermined time of each other
The process of calculating the early and late dates for each activity on a project, based on the duratio
the logical relations between them.
A linked bar chart, a bar chart that shows the logical and time relationships between activities.
Scheduling of activities, so that the specified project duration, or any imposed dates, are not exceede
the envisaged resource levels to be exceeded.
Limited resource scheduling the production of scheduled dates in which resource constraints may be
avoid any delay in project completion.
Specified date from which the forward analysis is deemed to commence (The date to which current pr
Sometimes referred to as the status date because all progress information entered for a project should
date)
The recording of effort expended on each activity in order to update a project plan.
Scaled logic drawing a drawing that displays the logical connection between activities in the context
each horizontal position represents a point in time.
Scaled network diagram a project network diagram drawn so that the positioning of the activity repre
A means of recording the actual effort expended against project and non project activities.
The total project cost is estimated based on historical costs and other project variables and then subd
individual activities.
Time by which an activity may be delayed or extended without affecting the total project duration (or
date). See float
A strategic, integrated management systems for customer satisfaction that guides all employees in ev
work.
Total Quality Management
Dependency link that requires time and no other resources. It may be a negative time
A common approach to implementing a quality improvement program within an organization.
Target Start date
A report created specially for the various responsible managers to enter their progress status against
are scheduled to be in progress during a particular time window.
Infinite schedule, schedule produced without resource constraint.
The group of people who are intended to benefit from the project.
A standard, principle, or quality considered worthwhile or desirable.
A structured means of improving business effectiveness that includes the use of management techniq
engineering and value analysis.
A technique for analyzing qualitative and quantitative costs and benefits of component parts of a prop
A technique for assessing, before significant investment is made, the desirability of a proposal based
accrue to the organization from that proposal.
A discrepancy between the actual and planned performance on a project, either in terms of schedule o
The difference between budget at completion and estimate at completion.
A change in scope or timing of work which a supplier is obliged to do under a contract.
The document authorizing an approved technical change or variation.
Work Breakdown Structure
If analysis: the process of evaluating alternative strategies.
If simulation: changing the value of the parameters of the project network to study its behavior under
its operation.
The total number of hours, people or effort required to complete a task.
A code that represents the family tree of an element in a work breakdown structure.
A response to a negative risk event. Distinguished from contingency plan in that a workaround is not p
the occurrence of the risk event.
A deliverable oriented grouping of project elements that organizes and defines the total work scope o
descending level represents an increasingly detailed definition of the project work.
See activity.
Workload is the amount of work units assigned to a resource over a period of time.
A group of related tasks that are defined at the same level within a work breakdown structure. (In trad
systems, the criteria for defining work packages is as follows: 1. Each work package is clearly distingu
work packages / 2. Each work package has a scheduled start and finish date / 3. Each work package h
that is time-phased over the duration of the work package / 4. Each work package either has a relative
can be divided into a series of milestones whose status can be objectively measured / 5. Each work pa
that is integrated with higher Level schedules.
Work units provide the measurement units for resources. For example, people as a resource can be m
of hours they work.
Zero float is a condition where there is no excess time between activities. An activity with zero float is
activity. If the duration of any critical activity is increased (the activity slips), the project finish date wi
Activity -
A component of work performed
Actuals -
The true cost or date,
Assumption -
Factors that for planning purposes
Authority -
The right to apply project
Baseline -
An approved plan for a
Budget -
The approved estimate for the
Business Case -
Provides the necessary information from
Change Control -
Identifying, documenting, approving or rejecting,
Change Request -
Requests to expand or reduce
Close Phase
The process of finalizing all
Constraint (input) -
The state, quality, or sense
Contingency Reserve
The amount of funds, budget,
Control
Comparing actual performance with planned
Critical Path -
Generally, but not always, the
Deliverable (output/input) -
Any unique and verifiable product,
Dependency -
See Logical Relationship.
Duration -
The total number of work
Effort -
The number of labor units
Engagement Manager-
The role of the UITS
Estimate (output/input) -
A quantitative assessment of the
Estimate to Complete (ETC) (output/input)
The expected cost needed to
Estimate at Completion (EAC) (output/input)
The expected total cost of
Execute -
Directing, managing, performing, and accomplishing
Fiscal Manager -
The Fiscal Manager, under the
Functional Manager -
Someone with management authority over
Functional Group -
An organizational unit. Performs a
Incremental Delivery -
A project life cycle strategy
In-house Projects -
Projects performed primarily by performers
Initiating Processes [Process Group] -
Those processes performed to define
Kick-Off Meeting -
A meeting at the beginning
Late Start Date (LS) -
In the critical path method,
Link -
A relationship between two or
Logical Relationship -
A dependency between two project
Matrix Organization -
Any organization structure in which
Metrics -
Quantitative measures such as the
Milestone -
A significant point or event
Objective -
Something toward which work is
Project Phase -
A collection of logically related
Lesson Learned -
The learning gained from the
The term used in the
Predecessor Activity -
The schedule activity that determines
Product -
An artifact that is produced,
Product Life Cycle -
A collection of generally sequential,
Product Owner (Agile)
The product owner in the
Program -
A group of related projects
Project -
A temporary endeavor undertaken to
Project Charter
See Project Definition
Project Definition
A document issued by the
Project Life Cycle -
A collection of generally sequential
Project Management -
The application of knowledge, skills,
Project Manager (PM) -
The person assigned by the
Request for Proposal (RFP) -
Requirements -
A condition or capability that
Resource -
Skilled human resources (specific disciplines
Risk -
An uncertain event or condition
Risk Management Plan (output/input) -
The document describing how project
Schedule
See Project Schedule.
Scope -
The sum of the products,
Scope Change -
Any change in the definition
Scope Creep -
Adding features and functionality (project
Scope Definition -
Breaking down the project's major
Scope Planning -
Development of a statement of
Scope Verification -
The process of formalizing acceptance
Scrum Master -
The Scrum Master is the
Specifications -
Detailed statements of project deliverables
Stakeholder -
Person or organization that is
Statement of Work (SOW) -
A narrative description of products
Sub-contractor -
A group/individual providing products or
Subject Matter Expert (SME) -
An expert in some aspect
Task -
A term for work whose
Task Dependency -
A relationship in which a
Variance -
The difference between estimated cost,
Vendor -
An organization or individuals providing
Work Breakdown Structure (WBS) -
A hierarchical task list created
during the course of a project.
not a forecast or estimate.
are considered to be true, real,
resources, expend funds, make decisions, or
project, plus or minus approved changes.
project or any work breakdown structure
a business standpoint to determine whether
and controlling changes to the project
the project scope, modify policies, processes,
activities across all of the Project
of being restricted to a given
or time needed above the estimate
performance, analyzing variances, assessing trends to
sequence of schedule activities that determines
result, or capability to perform a
periods (not including holidays or other
required to complete a schedule activity
Quality Management Engagement Manager is to
likely amount or outcome. Usually applied
complete all the remaining work for
a schedule activity, a work breakdown
the project work, providing the deliverables,
direction of the designated Special Assistant
an organizational unit within a functional
specialized business function (e.g., design, Human
used to reduce risk of project
who are part of the same
a new project or a new
of the project or at the
the latest possible point in time
more tasks. See Logical Relationship.
schedule activities, or between a project
the project manager shares responsibility with
number of on-time projects. Used in
in the project. (PMBOK)
to be directed, a strategic position
project activities, usually culminating in the
process of performing the project. Lessons
precedence diagramming method for a logical
when the logical successor activity can

is quantifiable, and can be either
non-overlapping product phases whose name and
Scrum process represents the customer. The
managed in a coordinated way to
create a unique product, service or
project initiator or sponsor that formally
project phases whose name and number
tools, and techniques to project activities
performing organization to achieve the project

A type of procurement document used
must be met or possessed by
either individually or in crews or
that, if it occurs, positively or
risk management will be structured and
services, and results provided for the
of the project scope. A scope
scope) without addressing the effects on
deliverables into small, more manageable components
the principle deliverables of a project

of the completed project deliverables.
facilitator of the Agile Scrum Process
resulting from requirements definition and design.
actively involved in the project, or
services or results supplied.
services to the project. Sub-contractors can
of the project's content expected to
meaning and placement within a structured
task or milestone relies on other
duration or effort and the actual
products or services under contract to
by decomposing the project based on

(PMBOK)
or certain without proof or demonstration.
give approvals. (PMBOK)
It is compared to actual performance
component or any scheduled activity. See
or not the project is worth
baselines. (PMBOK)
plans, or procedures, modify costs or
Management Process Groups to formally complete
course of action or inaction. An
to reduce risk of overruns of
effect process improvements, evaluating possible alternatives,
the duration of the project. It
service that must be produced to
nonworking periods) required to complete a
or work breakdown structure component. Usually
consistently reach out to the University
to project costs, resources, effort, and

a schedule activity, work breakdown structure
structure component, or the project when
and providing work performance information. (PMBOK)
to the Vice Provost, is responsible
organization. The manager of any group
Resource management, etc.) and may provide
failure by dividing projects into more
organization as the client. For example,
phase of an existing project by
beginning of a major phase of
that a schedule activity may begin
schedule activity and a schedule milestone.
the functional managers for assigning priorities
improvement programs to determine if improvement
to be attained, or a purpose
completion of a major deliverable. Project
learned may be identified at any
relationship. In current usage, however, precedence
begin or end. (PMBOK)

an end item in itself or
number are determined by the manufacturing
product owner has a vision of
obtain benefits and control not available
result.(PMBOK)
authorizes the existence of a project,
are determined by the control needs
to meet the project requirements. (PMBOK)
objectives. (PMBOK)
to request proposals form prospective sellers
a system, product, service, result, or
teams), equipment, services, supplies, commodities, material,
negatively affects a projects objectives. (PMBOK)
performed on the project. It is
project. (PMBOK)
change almost always requires an adjustment
time, costs, and resources, or without
making verification, development and project control
along with the project's justification (business

and works to assist both the
Specifications describe the deliverables in terms
who is positively or negatively affected
also be vendors. However there is
provide input to the project team
plan for project work varies by
tasks to be performed (completely or
result of performance. In addition, can
the client or to the project
the breakdown of the product into

(PMBOK)
to determine if performance is within
Estimate. (PMBOK)
the required investment. (PMBOK)
budgets, or revise schedules. (PMBOK)
the project or phase. (PMBOK)
applicable restriction or limitation, either internal
project objectives to a level acceptable
and recommending appropriate corrective action as
is the longest path through the
complete a process, phase, or project.
schedule activity or work breakdown structure
expressed as staff hours, staff days,
community, to understand their technology service
durations and is usually preceded by

component, or the project. (PMBOK)
the defined scope of work will
for all fiscal activity.
that actually makes a product or
staff, products or services to a
manageable pieces. The resulting sub-projects deliver
a product developed by a manufacturing
obtaining authorization to start the project
the project to align peoples' understanding
based upon the schedule network logic,
The four possible types of logical
and for directing the work of
happened or to determine the result
to be achieved, a result to
phases are mainly sequential, but can
period. Also considered a project record,
relationship, and dependency are widely used

a component item. Additional words for
and control needs of the organization.
what the customer wishes to build
from managing them individually. Programs may
and provides the project manager with
of the organization or organizations involved
of products or services. In some
component to satisfy a contract, standard,
budgets or funds. (PMBOK)
contained in or is in a
to the project cost or schedule.
customer approval. (PMBOK)
easier. This may be part of
case) and objectives. Part of requirements

team and product owner.
of appearance, operational constraints and quality
by execution or completion of the
a growing understanding that any internal
regarding business, scientific, engineering or other
the application area, industry, and brand
partially) before it is performed. Also
be the difference between the initial
performance group. Also called outside contractors
components and the breakdown of the

acceptable variance thresholds. Generally refers
or external to a project,
to the organization. (PMBOK)
needed. (PMBOK)
project. PMBOK)
Often used more narrowly in
component. Usually expressed as workdays
or staff weeks. Contrast with
needs, and to then communicate
a modifier (i.e., preliminary, conceptual,

be completed. The EAC may
performs a service. Sometimes called
project.
parts of the full product,
company's own Engineering Department is
or phase. (PMBOK)
of project objectives, procedures and
the project completion date, and
relationships are: Finish-to-Start; Finish-to-Finish; Start
persons assigned to the project.
of goals and objectives.
be obtained, a product to
overlap in some project situations.
to be included in the
interchangeably, regardless of the diagramming

products are material and goods,
The last product life cycle
and is able to convey
include elements of related work
the authority to apply organizational
in the project. A life
application areas, it may have
specification, or other formally imposed
subsidiary plan of the project
See Project Scope. (PMBOK)
requirements definition and/or design.
definition.
attributes. Specifications are the basis
project. A stakeholder may also
group that provides products or
subjects. Input may include requirements,
of project management software.
referred to as a logical
or baseline product scope and
or sub-contractors.
project process into increasingly detailed

to the current baseline, but may
which will affect the performance of
reference to an external deliverable, which
or workweeks. Sometimes incorrectly equated with
Duration. (PMBOK)
at a high level in both
feasibility, order-of-magnitude, definitive). It should always

be calculated based on performance to
a line manager. (PMBOK)
or product versions. Sub-projects enhance to
an in-house project. Externally sourced is
plans, and to begin the team-building
any constraints assigned to the schedule
to Start; Start-to Finish. See also
(PMBOK)
be produced, or a service to
A project phase is a component
lessons learned knowledge base. (PMBOK)
method used. (PMBOK)

contrast with result. See deliverable (PMBOK)
phase for a product is generally
that vision to the Scrum team.
outside of the scope of the
resources to project activities. (PMBOK)
cycle can be documented with a
a narrower or more specific meaning.
document. Requirements include the quantified and
management plan. (PMBOK)

for acceptance criteria used in scope
exert influence over the project and
services (e.g., an internal technical writing
planning, resolutions to issues and/or review
relationship.
the actual product delivered.
tasks. The WBS is a tree

refer to the original or some
the project or a process. For
is a deliverable that is subject
elapsed time. Contrast with effort. (PMBOK)
directions the requirements and who needs
include some indication of accuracy (e.g.,

date or estimated by the project
increase functionality or improve product quality
when an outside contractor develops the
and bonding process.
activities without violating a schedule constraint
precedence relationship. (PMBOK)
be performed. (PMBOK)
of a project life cycle. A

the products retirement. Generally, a project
The product owner has authority to
discrete projects in the programs. (PMBOK)
methodology. (PMBOK)
(PMBOK)
documented needs, wants, and expectations of

verification and quality control. In some
its deliverables.
department) is a sub-contractor to the
of project results.
diagram (or hierarchy chart) or a

other baseline. Usually used with a
example, a schedule constraint is any
to approval by the project sponsor
to be involved in the conversation
x percent). (PMBOK)
team based on other factors, in
in subsequent sub-projects.
same product. Vendors involve themselves in
or delaying the project completion date.
project phase is not a Project

life cycle is contained within one
make decisions regarding the priority of
the sponsor, customer, and other stakeholders.

organizations and industries, specifications may qualify
project manager. Of course, in this
list in outline form with detailed

modifier (e.g., cost performance baseline, schedule
limitation or restraint placed on the
or customer. (PMBOK)
and recommendations. The Engagement Manger ensures

which case it is often referred
in-house projects depending on the degree
The late start dates are determined
Management Process Group. (PMBOK)

or more product life cycles. (PMBOK)
features for the product.
(PMBOK)
as requirements specifications and design specifications.
broader usage, the agreement between the
items subordinated to higher-level items.

baseline, performance measurement baseline, technical baseline). (PMBOK)
project schedule that affects when a schedule
that clear expectations regarding response timelines and

to as the latest revised estimate. (PMBOK)
to which they are responsible.
during the backward pass calculation of the

See Requirements.
parties is not a legally binding contract,

activity can be scheduled and is usually in
approach are agreed upon and delivered. The Engagement

project schedule network. (PMBOK)
but it is a contract nonetheless.
the form of fixed imposed dates. (PMBOK)
Manager is to maintain a strong facilitation presence, establishing a trusted

relationship with colleagues and the community to manage expectations successfully,
ensure the highest quality of service delivery, and solicit and act upon positive and
negative feedback.

PM Glossary

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Glossary of Project Management Terms

Activity Description (AD)

Actual Cost (AC)

Actual Cost of Work Performed (ACWP)(Spent Costs)

Actual direct costs

Actual Finish Date (AF)

Actual Start Date (AS)

Advanced material release

Activity Description (AD)

Activity Duration Estimating

Actual Cost of Work Performed (ACWP)

Actual Finish Date (AF)

Actual Start Date (AS)

Arrow Diagramming Method (ADM)

As late as possible (ALAP)

As soon as possible (ASAP)

Automatic decision event

Baseline Finish Date

Baseline Finish Date

Baseline Start Date

Benefits management plan

Bottom up cost estimating

Budget at completion (BAC)

Note: a budget should provide the information necessary to enable

Budgeted Cost of Work Performed (BCWP)

Budgeted Cost of Work Scheduled (BCWS)

Note: see also revenue cost.

Change Control Board (CCB)

Configuration status accounting

Fixed price or lump sum contractsthis category of contract involve

Cost reimbursable contractsthis category of contract involves paym

Unit price contractsthe contractor is paid a preset amount per uni

Contract target cost

Contract target price

Cost benefit analysis

Note: the hard, tangible, readily measurable benefits may sometim

Cost breakdown structure

Cost control point

Cost control system

Cost Performance Index (CPI)

Cost performance report

Cost Plus Fixed Fee (CPFF) Contract

Cost Plus Incentive Fee (CPIF) Contract

Cost Variance (CV)

Any difference between the estimated cost of an activity and the ac

In earned value, BCWP less ACWP

Critical path analysis

Critical Path Method (CPM)

Data Date (DD)

Deliberate decision event

Discounted cash flow (DCF)

Dummy activity in activity on arrow network

Earliest feasible date

Early Finish Date (EF)

Early Start Date (ES)

Earned Value (EV)

Earned value analysis

Earned value cost control

Estimate at completion (EAC)

Estimate to complete (ETC)

Expected Monetary Value

Firm Fixed Price (FFP) Contract

Fixed Price Incentive Fee (FPIF) Contract

Free Float (FF)