Exam Flashcards: by Jonathan Donado

PMP® Exam
500
Flashcards
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Bas Co
h a rt elin
Gant C e Qu st o Disc
a l f ret
(CO ity De p ona
Sum Q) e nd ry
Actv mary e nc
ity Actv y
Split ity
ng
By Jonathan Donado
A response to a risk event,
generally made when the
probability of the event or
Acceptance its impact are small. It is
used when mitgaton,
transference, or avoidance
are not selected
JONATHAN DONADO Linkedin.com/in/jonathandonado

A group of end-users work
with the final product to
Acceptance test it for unidentfied issues
that may appear during
Test routne use. Also known as
User Acceptance Testng
(UAT)

A set of conditons &
requirements
Acceptance that must be met
before deliverables
Criteria are accepted
Note: it is usually stated in a contract and/or SOW (Statement Of Work)

Products, results or
capabilites produced by
Acceptance a project and validated
by the customer or
Deliverables sponsors as meetng
their acceptance criteria

The process of acquiring
personnel/goods/services
for new or existng work
Acquisiton within the general
definitons of contracts
Process requiring an offer and
acceptance, consideraton,
lawful subject mater, and
competent partes

The process of confirming
Human Resources
Acquisiton Team availability and selectng the
team necessary to complete
the project actvites

Accuracy means that the
measured value is very close
Accuracy to true value (target or goal).
Accuracy is about correctness
Note: Accuracy is not precision. To state that the results are
accurate means that they are correct.

Acton Item A list of problem issues
including a descripton, point
Status of contact, and dates of acton
and resoluton

A plan that describes
what needs to be done
Acton Plan and when it needs to be
completed. Project plans
are acton plans

This occurs when the receiver
confirms the message is being
received. It can be done by
Actve Listening way of feedback, questons,
prompts for clarity, and other
signs of having received the
message

A distnct, scheduled porton
of work performed during the
course of a project.
Actvity An actvity typically has an

expected duraton, cost and
requires certain resources
Also known as “Task”

Multple atributes associated
with each schedule actvity
Actvity that can be included within
the actvity list. It include:
Atributes
o Actvity codes
o Predecessor actvites
o Successor actvites
o Logical relatonships
o Leads & lags
o Resource requirements
o Constraints
o Assumptons

A network diagramming
Actvity on method where the arrows in
the arrow diagramming
Arrow method network diagram
represent the actvites
within the project

An alphanumeric
value assigned to
Actvity each actvity that
enables classifying,
Code sortng, and
filtering

The projected cost of the
scheduled actvity that
Actvity includes the cost of all
Cost Estmaton resources required to
perform and complete
the actvity

The maximum amount of
Actvity tme that an actvity can
Delay be delayed due to lack of
resources

The tme in calendar
Actvity units between the start
Duraton and finish of a schedule
actvity

Actvity Estmatng the number
Duraton of work periods that will
be needed to complete
Estmatng individual actvites

A unique alphanumeric
value assigned to an
Actvity actvity and used to
Identfier differentate that
actvity from other
actvites

Actvity A list of the defined
actvites that need to
List be completed for a
project

method where the arrow in a
Actvity-on-Arrow project network diagram
(AoA) within the project
Explanaton: A method of diagramming the sequence of activities
in a project using arrows to represent activities and small circles
(nodes) connecting the activities to represent relationships.
Dummy activities may be included to show activities that are
dependent on one another. This method has only finish-to-start
relationships. Also known as Arrow Diagramming Method (ADM)

method where the node in a
Actvity-on-Node project network diagram
(AoN) within the project
Explanaton: A method of diagramming the sequence of activities
in a project where rectangles (nodes) represent the activities and
arrows represent the relationship between the activities. This
method uses four types of dependency relationships: finish to
start, start to start, finish to finish and start to finish. Also known
as precedence diagramming method (PDM)

A priority value assigned to
actvites to provide an
Actvity ordering for actvites that
Priority are waitng for resources
(during resource-
constrained scheduling)

Identfying actvity
dependency relatonships
Actvity (how actvites affect each
other) and determining the
Sequencing best order to perform the
actvites to complete the
project

Allowing actvites to be
split into segments during
resource allocaton. In
Actvity some instances,
preempton of actvites
Splitng may free a resource to be
used by a more critcal
actvity

The realized cost
incurred for the
Actual Cost work performed on
an actvity or work
(AC) package during a
specific tme period

The number of hours
or days expanded to
Actual Duraton complete a project
actvity

The actual number of
person hours or days
Actual Effort expended to complete
an actvity

The calendar date
work actually ended
Actual Finish on an actvity. It must
Date (AF) be prior to the
tmenow date

The calendar date
work actually began
Actual Start on an actvity. It must
Date (AF) be prior to the
tmenow date

A project life cycle that is
intended to facilitate
Adaptve Life change and require a high-
degree of stakeholder
Cycle involvement. They are
iteratve and incremental.
Note: Also known as Agile or Change-Driven Cycle

The documentng of the
project results and the
Administratve acceptance of the product
by the customer or the
Closure project sponsor. Also
needed if a project is
terminated

A technique to find ways
to bring project actvites
Adjustng Leads that are behind into
& Lags alignment with plan
during project executon
Explanaton: A technique used to adjust the amount of tme
between predecessor and successor actvites

Using actvity resource
requirements to calculate
total resource needs rather
than to constrain the
Aggregaton project schedule. Normally,
resource requirements are
used to perform resource-
constrained scheduling

Any document or
communicaton that defines
the inital intentons of a
project. This can take the
Agreements form of a contract,
memorandum of
understanding (MOU),
leters of agreements,
verbal agreements, etc

A process to bring
Advertsing atenton to a project or
effort

The alignment type is used to
identfy the type of constraint
associated with a target date.
The following types are available:
Alignment o
o
o
Finish On
Finish On or After
Finish On or Before
Type
o Start On
o Start On or After
o Start On or Before
o Mandatory Start
o Mandatory Finish

A group creatvity
technique that allows
Affinity Diagram large number of ideas to
be classified in groups for
review and analysis

Breaking down a
complex scope situaton
Alternatve for the purpose of
generatng and evaluatng
Analysis different solutons and
approaches

A technique for estmatng
the duraton or cost of an
actvity or a project using
Analogous historical data from a
similar actvity or project.
Estmatng Also known as Top-Down
estmatng. It is a form of
expert judgement

The study something complex
and the separaton into its
more simple components.
Analysis typically includes
Analysis discovering not only what the
parts of the item being
studied are, but also how they
fit together. Example: study of
schedule variances for cause, impact,
correctve acton, and results

These are the areas of
business, industry which the
project manager may need
special knowledge.
Applicaton Common applicaton areas
include legal issues,
Areas technical issues,
engineering informaton,
and manufacturing
informaton

An actvity where
effort is alloted
Apportoned proportonately across
certain discrete efforts
Effort and not divisible into
discrete efforts
Note: Apportioned effort is one of three earned value management (EVM)
types of activities used to measure work performance

To accept as satsfactory. The
approval may stll require
confirmaton by somebody
else, as in levels of approval.
Approve In management use, the
important distncton is
between approve and
authorize
Note: See Authorization card

A Change Request that
Approved has been processed
through the integrated
Change Request change control
processed and approved

A review of the Change
Approved Requests to verify that
Change Request these were
implemented as
Review approved

A network diagramming technique
in which actvites are represented
by arrows. The tail of the arrow
Arrow
represents the start and the head
represents the finish of the actvity
(the length of the arrow does not
Diagramming represent the expected duraton of
the actvity). Actvites are
Method (ADM) connected at points called ”Nodes"

(usually drawn as small circles) to
illustrate the sequence in which the
actvites are expected to be
performed

The actvites team
members are
Assignment responsible to
complete

Factors in the planning
process considered to be
true, real, or certain,
without proof or
Assumptons demonstraton.
Need to be documented
and validated as they may
impact risk

A technique that explores
the accuracy of
Assumpton assumptons and identfies
risks to the project from
Analysis inaccuracy, inconsistency or
incompleteness of
assumptons

The right to apply project
resources, spend funds,
Authority make decisions or give
approvals

The power granted by
management to specified
individuals allowing them to
approve transactons,
Authorizaton procedures, or total systems.
Defined as the final
organizaton authority
Note: See Approve card

An effort that has been
Authorized approved by higher authority
and may or may not be
Work defined

This is one response to
a risk event. The risk is
avoided by planning a
Avoidance different technique to
remove the risk from
the project

A listng of product
requirements and
deliverables to be
Backlog completed, writen as
stories, and prioritzed as
the business to manage and
organize the project work

A critcal path method
technique for calculatng the
Backward late start and late finish dates,

for the uncompleted portons of
all network actvites, by
Pass working backward through the
schedule model from the
project end date date

Balancing the competng
Balancing demands of scope, cost,
tme, quality, risk,
Constraints resources and customer
expectatons for a project

A chart that shows
schedule actvites, with
Bar (Gant) start and end dates,
actvity duratons,
Chart resources assigned. Also
known as Gant Chart

The approved version of a
work product that can be
changed using formal
change control procedures
Baseline and is used as the basis for
comparison to actual results
Note: 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)

A project schedule
consistng of baseline start
and finish dates, which
Baseline represent an
estmated or expected
Schedule schedule, or both
Note: This schedule is often derived from an initial set of early,

late, or scheduled finish dates. Typically, once a baseline schedule
is established, it does change over the course of a project)

Supportng documentaton
outlining the details used in
Basis of establishing project
estmates such as
Estmates assumptons, constraints,
level of detail, ranges, and
confidence levels

A process of using prior
projects within, or external
to, the performing
Benchmarking organizaton to compare
and set quality standards
for processes and results

Benefit Used in comparing the
value of one project against
Measurement the value, or benefits, of
another; often used in
Methods project selecton decisions

The process of determining
the pros and cons of any
Benefit/Cost project, process, product, or
Analysis actvity

A generally accepted
Best Practces set of standards for
performing work

The meetng with
prospectve sellers prior to
the preparaton of a bid or
proposal to ensure all
Bidder prospectve vendors have
Conference a clear and common
understanding of the
procurement
Note: Also known as contractor conference, vendor
conference, or pre-bid conference

A method of estmatng
project duraton or cost by
aggregatng the estmates of
Botom-Up the lower-level components
of the work breakdown
Estmatng structure (WBS))
Explanaton: A method of estimating a component of work. The work is
decomposed into more detail. An estimate is prepared of what is needed to
meet requirements of each of the lower, more detailed pieces of work, and
these estimates are then aggregated into a total quantity for the component
of work. The accuracy of bottom-up estimating is driven by the size and
complexity of the work identified at the lower levels

A general data gathering
and creatvity technique
that can be used to
identfy risks, ideas or
Brainstorming solutons to issues by
using a group of team
members or subject
mater experts

The approved
estmate or amount of
Budget money allocated for a
project

The sum of all
Budget at budgets established in
Completon the planning phase for
the entre project or
(BAC) work to be performed

The total budgeted cost
Budget Cost of of all work completed
Work Performed on a project to date.
Also known as earned
(BCWP) value (EV)

Budget Cost of The total budgeted
Work Scheduled cost expected to be
spent for specific work
(BCWS)

Identfies project
Business constraints, alternatves,
and related assumptons
Impact Analysis as they apply to the
initaton phase

A documented economic
feasibility study used to
establish validity of the
benefits of a selected
Business Case component lacking sufficient
definiton and that is used as
a basis for the authorizaton
of further project
management actvites

Model used by a
Business Plan manager for planning and
scheduling project work

The conditons that the
Business product must meet to
support the high-level
Requirements processes and needs of
the business

The positve impact for
the business that will be
Business achieved with completon
of the project (such as
Value revenue, customer
satsfacton, etc)

The acquirer of
products, services, or
Buyer results for an
organizaton

A decompositon
technique that helps
Cause Effect trace an undesirable
effect back to its root
Diagram causes
Note: Also known as Fish Bone Diagram

A property of the central
limit theorem predictng
that the data observatons
Central in a normal distributon will
tend to group around its
Tendency mean as the group sample
size increases
Note: Mean, Median and Mode are the most common
measurements

A person who takes on
personal responsibility
Champion for the successful
completon of a
“visionary project”

A process whereby
modificatons to
Change Control documents, deliverables,
or baselines associated
Process with the project are
identfied, documented,
approved, or rejected

A formally chartered
group responsible for
reviewing, evaluatng,
Change Control approving, delaying, or
rejectng changes to the
Board project, and for recording
and communicatng
such decisions

A set of procedures
that describes how
Change Control modificatons to the
project deliverables will be
System controlled, changed and
approved

A change in objectves,
work plan, or schedule
resultng in a material
Change of Scope difference from the
terms of previously
granted approval to
proceed.

A list of changes made
during the project. This
Change Log includes dates of the
changes and impact in
terms of tme, cost and
risk

Change A plan that documents
Management the process for
managing changes to
Plan the project

A formal proposal to
Change modify any document,
Request deliverable, or
baseline

Any numbering system used
to monitor project costs by
Chart of category (labor, supplies,
materials, etc). The project
Accounts chart of accounts is usually
based upon corporate chart of
accounts of the primary
performing organizaton

A document issued by the
initator of the project, usually
the project sponsor, that
formally authorizes the
Charter existence of the project, and
provides the project manager
with the authority to apply
organizatonal resources to
project actvites

A tally sheet that can be
Check sheet used as a checklist
when gathering data

A request or demand by a
Seller against a Buyer, or
vice-versa, for
Claim consideraton,
compensaton or payment
under the terms of a
contract, such a for a
disputed change

The process of
Claim processing, adjudicatng
Administraton and communicatng
contract claims

The process of finalizing
all the actvites across all
Close Project the Project Management
Process Groups to
formally complete a
project or phase

Close The process of
completng each
Procurement project procurement

The process performed
Closing Process to finalize all actvites
across all Process Groups
Group to formally close a
project or phase

A numbering system
used to uniquely
Code of identfy each
component of the
Accounts work breakdown
structure

The process of defining
Collect and documentng
stakeholder needs to
Requirements meet the project
objectves

Placing all team members
in the same physical
locaton close to one
Colocaton another in order to
improve communicatons,
working relatonships and
productvity

Relaying informaton so
that all concerned partes
Communicaton have an equal
understanding

A component of the
project, program, or
Communicatons portfolio management
plan that describes how,
Management when, and by whom
Plan informaton will be
administered and
disseminated

Restrictons on the content,
tming and audience or
individual who will deliver
Communicatons the communicaton usually
stemming from a specific
Constraints legislaton or regulaton,
technology or organizatonal
policies

A component of the
project management plan
Communicatons that describes how, when
and by whom informaton
Management about the project will be
administered and
Plan disseminated

A systematc procedure
Communicatons or technique used to
transfer informaton
Methods among project
stakeholders

The planning process to
determine the
communicaton
Communicatons requirements. Identfying
who will need what
Planning informaton, when they will
need it and how the
informaton should be
formated and disseminated

An analytcal technique
Communicatons to determine the
informaton needs of the
Requirements project stakeholders
Analysis through interviews,
workshop, etc

A general concept to
conforming to a rule,
standard, law,
Compliance requirement generatng
a result of “complaint”
or “not-complaint”

The process of developing
broad-scope project
documentaton from which
Conceptual the technical requirements,
estmates, schedules,
Project Planning control procedures, and
effectve project
management will all flow

The process of evaluatng,
approving or disapproving,
Configuraton and managing changes to
Control controlled items

A collecton of
Configuraton procedures used to
Management track project artfacts
and monitor and
System control changes to
these artfacts

An approach to project
staffing that, in its most
general form, calls for
Concurrent implementers to be
involved in the design
Engineering phase. Sometmes
confused with Fast
Tracking

A decision that a
group agrees to
support. It is usually
Consensus achieved by discussing
the relevant issues
and optons

A limitng factor that
affects the executon
Constraint of a project, program,
portfolio, or process

1) something that may
happen: an event that might
occur in the future, especially
a problem, emergency, or
Contngency expense that might arise
unexpectedly and therefore
must be prepared for
2) provision made against
future unforeseen events

A document
describing actons that
Contngency the project team can
take if predetermined
Plan trigger conditons or
risks/threats occur

Time or money
allocated in the
Contngency schedule or cost
baseline for known
Reserve risks with actve
response strategies

A legal, mutually-binding
document between buyer and
seller covering the terms and
conditons by which the work
Contract must be completed
There are 3 types:
1. Fixed price or lump sum contracts
2. Cost reimbursable contracts
3. Unit price contracts

whether the work as
Contract outlined in the contract
was completed accurately
Closeout and setling the terms of
the contract

Managing the
Contract relatonship with the
Administraton seller

A management control
point where scope, budget,
Control actual cost, and schedule
are integrated and
Account compared to earned
value for performance
measurement

Monitoring specific
Control project results to
determine if they comply
Quality with the relevant quality
standards

Diagram of process
results over tme and
against specified limits to
Control Chart determine whether
processes are acceptable
or need adjustment

Process of monitoring
Control the status of the project
and product scope and
Scope managing changes to
the scope baseline

An intentonal actvity
Correctve that realigns the
performance of the
Acton project work with the
project management plan

The approved version
of the work package cost
estmates and contngency
Cost reserve that can be
changed using formal
Baseline change control procedures
and is used as the basis
for comparison to
actual results

A benefit
measurement method
Cost-Benefit that weighs expected
project costs against
Analysis expected project
benefits

Cost Managing and
controlling changes to
Control the cost baseline

Assigning specific cost
Cost estmates to specific
actvites and creatng
Budgetng the cost baseline

Estmatng the cost of
Cost resources that will be
required to complete
Estmatng each project actvity

Determining costs
incurred to ensure
Cost of quality: including
preventon, appraisals
Quality (COQ) and failure costs. Also
known as ”Cost of Poor
Quality”

A component of a
Cost project or program
management plan that
Management describes how costs will
Plan be planned, structured,
and controlled

A measure of the cost
efficiency of budgeted
Cost resources expressed as
Performance the rato of earned
value to actual cost
Index (CPI) Explanaton: The ratio of budgeted costs to actual costs
(BCWP/ACWP). The 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.

A cost-reimbursable
Cost Plus contract where the buyer
pays for costs defined in
Fixed Fee the contract plus an
(CPFC) Contract additonal defined
amount (fixed fee)

A cost-reimbursable
contract where the buyer
Cost Plus pays for costs defined in
the contract plus an
Incentve Fee additonal amount if
(CPIF) Contract the seller meets
performance criteria as
outlined in the contract

Cost Plus A contract where Buyer
Percentage reimburses the Seller for
the Seller’s allowable
Cost (CPPC) costs plus a percentage
of the cost
Contract

Cost A contract that provides
Reimbursable for payment to the seller
for actual costs incurred
Contract

The amount of budget
deficit or surplus at a given
point in tme, expressed as
Cost the difference between
the earned value
Variance and the actual cost
(CV) CV = EV – AC
Note: (1) Any difference between the estimated cost of an activity and the
actual cost of an activity.
(2) In earned value, BCWP less ACWP.

A schedule
compression technique
used to shorten the
Crashing schedule duraton for
the least incremental
cost by adding
resources

A process of subdividing
the major project
Create deliverables into smaller
more manageable
WBS components. The result
is the Work Breakdown
Structure (WBS)

Any actvity in the
Critcal Actvity Critcal Path

A schedule method that
allows the project team
Critcal Chain to place buffers on any
project schedule path to
Method account for limited
resources and project
uncertaintes

The sequence of
actvites that
represents the longest
Critcal Path path through a project,
which determines the
shortest possible
duraton

A method used to
estmate the minimum
project duraton and
Critcal Path determine the amount of
scheduling flexibility on
Method (CPM) the logical network paths
within the schedule
model

The recipient of
service or product that
Customer the project created.
Also known as client
in some organizatons

A point in tme when
Data Date the status of the
project is recorded

A diagramming and
calculaton technique for
Decision evaluatng the
implicatons of a
Tree Analysis chain of multple optons
in the presence of
uncertainty

A technique used
for dividing and
subdividing the project
Decompositon scope and project
deliverables into
smaller, more
manageable parts

to modify a
Defect Repair nonconforming product
or product component

The amount of tme
that a resource is
Dedicated available to the project
taking into account the
Project Time resource’s non-project
actvites

A process of
developing a detailed
Define Scope descripton of the
project and the
product

An estmatng technique
usually made during the
planning phase that assigns
a cost estmate range to
each work package in the
Define Estmate WBS. This estmate typically
falls between -5% and +10%
of the actual budget. Also
known as botom-up
estmatng

Any unique and
verifiable product,
result, or capability
Deliverable to perform a service
that is produced to
complete a process,
phase, or project

The act of transferring
all or part of a risk to
Deflecton another party, usually
by some form
ofcontract

The relatonship
Dependency between project
actvites

Costs incurred for the
Direct Costs exclusive benefit of
the project

An actvity that can
be planned and
Discrete measured and that
Effort yields a specific
output
Note: Discrete effort is one of three earned value management (EVM)
types of activities used to measure work performance

Discretonary A preferred order of
sequencing project
Dependency actvites

An arrow in an AOA
diagram that does not
represent any actual
Dummy work but is used to
show the relatonship
between two actvites

The total number of
work periods required
to complete an actvity
Duraton or work breakdown
structure component,
expressed in hours,
days, or weeks

Shortening the project
Duraton completon tme
without changing the
Compression scope of the project

In the critcal path
method, the earliest
possible point in tme
Early Finish when the uncompleted
portons of a schedule
Date actvity can finish based
on the schedule network
logic, the data date, and
any schedule constraints

In the critcal path
method, the earliest
possible point in tme
Early Start when the uncompleted
portons of a schedule
Date actvity can start based on
the schedule network
logic, the data date, and
any schedule constraints

The measure of work
performed expressed
Earned Value in terms of the
(EV) budget authorized
for that work
Explanaton: Sum of costs estimates for activities completed
during a given project

The measurement of
actual project status
Earned Value versus expected
(EV) Analysis project status as of the
measurement date
Explanaton: Sum of costs estimates for activities completed
during a given project

A methodology that
Earned Value combines scope,
schedule, and resource
Management measurements to assess
project performance and
progress

The number of labor
units required to
complete a schedule
actvity or work
Effort breakdown structure
component, often
expressed in hours,
days, or weeks

Calculaton of the
number of person hours
Effort Estmate or days needed to
complete an actvity

A statstcal technique
that calculates the
average outcome when
EMV the future includes
scenarios that may or
may not happen

The person or group who
End User will use the product
produced by the project

Enterprise Conditons, not under the
immediate control of the
Environmental team, that influence,
constrain, or direct the
Factor project, program, or
portfolio

The expected total cost
Estmate at of completng all work
expressed as the sum of
Completon the actual cost to date and
the estmate to complete
(EAC)
EAC = AC + ETC

Estmate to The expected cost to
Complete finish all the remaining
project work
(ETC)

In the conduct of their operatons,
state organizatons and their
employees will employ
informaton technology in a legal
and ethical manner consistent
Ethics with government statutes, rules,
and regulatons. Informaton
technology will not be used for
purposes that are unrelated to the
state organizaton’s mission or
violates state or federal law

Those processes
performed to complete
Executon with work define in
project management
Process Group plan to satsfy the
project specificatons

Theory that proposes
that employees’ effort
will lead to effectve
Expectancy performance and the
employees will be
rewarded for
accomplishments

The product of an event's
probability of occurrence and
the gain or loss that will
Expected result. For example, if there is
a 60 percent probability that
Monetary Value it will rain, and rain will result
in a $100 loss, the expected
monetary value of the rain
event is $60 (.6 x $100)

Expert Using subject mater
experts to assist in
Judgement decision making

A relatonship between a
project actvity and a
External factor outside the scope
of the project that
Dependency influences the completon
of that actvity

A schedule compression
technique, in which
actvites or phases
normally done in
Fast Tracking sequence are performed
in parallel or overlapping
for at least a porton of
their duraton

A study undertaken to
Feasibility determine whether a
project is viable
Study

A thorough examinaton of a
project by an evaluaton team
which includes a detailed
overview of the project’s
Financial financial procedures, budgets,
records, etc. It may deal with
Audit a project as a whole or the
separate individual parts of a
project

The process of completng
and terminatng the financial
Financial and budgetary aspects of the
project being performed. It
Closure includes both (external)
contract closure and(internal)
project account closure

A logical relatonship
in which a successor
Finish-to-Finish actvity cannot finish
untl a predecessor
actvity has finished

When the completon
of an actvity is
Finish-to-Finish dependent on the
Dependency completon of the
preceding actvity

A logical relatonship
in which a successor
Finish-to-Start actvity cannot start
untl a predecessor
actvity has finished

When the start of an
Finish-to-Start actvity is dependent
on the completon of
Dependency the previous actvity

Contract where buyer
pays the seller a set
Firm Fixed Price amount, regardless of
the seller’s cost

A graphical diagram that
shows how causes or
Fishbone potental causes relate to
create potental
Diagram problems. Also known as
Ishikawa diagram

A cost that remains
Fixed Cost constant regardless of a
change in producton

Earned Value in which a
specified percentage of the
Fixed Formula budget value of a work
package is assigned to the
Method start milestone and the
remaining percentage is
assigned when the work
package is complete

Fixed Price A contract where work is
performed or a product
Contract is provided for a
(FPC) predetermined price

A fixed price contract
Fixed Price that contains incentves
Incentve (FPI) for meetng or exceeding
predetermined
Fee Contract specificatons

An amount of a
resource (human,
Fixed Resources equipment, material)
that cannot be changed

Another term for Slack.
The amount of tme a
Float task can be delayed
without delaying the
project’s completon

A diagram showing the
steps in a process or
Flowchart system from beginning
to end

A predicton of future
Forecast project status

A critcal path method
technique for calculatng
the early start and early
Forward finish dates by working
forward through the
Pass schedule model from the
project start date or a
given point in tme

When the authorized
stakeholder provides
Formal sign-off, indicatng the
product has been
Acceptance received and is
acceptable

The amount of tme that
a schedule actvity can be
delayed without delaying
Free Float the early start date of any
successor or violatng a
schedule constraint

An organizatonal
structure in which staff is
grouped by areas of
Functonal specializaton and the
Organizaton project manager has
limited authority to assign
work and apply resources

The person responsible
Functonal for the actvites of a
Manager specific functonal
department

Conditons that the
Functonal product must meet to
support how the end users
Requirements will interact with the
product

A bar chart of schedule
informaton where
actvites are listed on the
vertcal axis, dates are
Gant Chart shown on the horizontal
axis, and actvity duratons
are shown as horizontal
bars placed according to
start and finish dates

A category or rank used to
distnguish items having
the same functonal use
(e.g.,"hammer"), but do
Grade not share the same
requirements for quality
(e.g., different hammers
may need to withstand
different amounts of force)

Network analysis
technique that allows
GERT for loops or conditonal
branches

The overall structure of
the roles, responsibilites
and relatonships between
the project decision
Governance makers and the
organizaton’s long-term
operatonal decision
makers

Used to define a
collecton of steps that
Guideline are recommendatons
to be followed to meet
a stated policy(s)

An aggregate or summary
actvity (a group of related
actvites is shown as one
Hammock and reported at a
summary level). A
hammock may or may not
have an internal sequence

An unintended break in a
network path. Hangers are
Hanger usually caused by missing
actvites or missing logical
relatonships

Records of past
Historical projects that are used
to assist in planning
Informaton future projects

A component of the
project or program
Human Resources management plan that
Management describes the roles and
responsibilites,
Plan reportng relatonships,
and staff management

The process of planning
and hiring the project
team, outlining roles,
Human Resources responsibilites and
Planning reportng structure and
defining team
development

The process of
determining which risks
Identfy Risk may affect the project
and documentng their
characteristcs

A cause and effect report
generated at the manager
Impact level to show the impact
that new projects will
Statement have on current schedules
and resources as they
enter the work stream

Occurs when products
have completed testng
Implementaton are moved into producton
or into their working
environment

A process that employs a
variety of quality control,
inspecton, testng
Independent measurement, and other
observaton processes to
Project Oversight ensure that planned project
objectves are achieved in
accordance with an approved
plan

Enactng the
communicatons plan
Informaton and providing
Distributon stakeholders with
needed informaton in
a tmely manner

Formal definiton and
Initaton authorizaton of a new
project or contnuaton
of an ongoing project

Informaton that is
Inputs required for a process
to begin

A quality control
method to examine and
Inspecton measure work results
against baseline
specificatons and
requirements

Overhead costs
Indirect Costs allocated to the project
by the organizaton, as
a cost of doing business

Coordinatng and
Integraton managing change
across the entre
Change Control project scope, schedule
and budget

establish how all
Integraton elements of the project
will be coordinated and
Planning how changes will be
managed throughout
the project

A plan that documents
Integraton how elements of the
project will be
Management integrated and outlines
how changes will be
Plan managed across the
project

Another term for
Invitaton to Bid Request For Proposal
(RFP)

Another term for the
Ishikawa Fishbone Diagram or
Diagram the Cause-Effect
Diagram

An identfied element
or event that may have
Issue a negatve impact on
the project and needs
to be avoided or
resolved

A document that
outlines each project
issue, along with the
Issue Log person responsible for
resolving it, status and
expected resoluton
date

Updatng project plans
to reflect changes that
occur during the
Iteratng planning phase and
throughout the
project

A meetng held at the end of
major planning actvites for
all stakeholders to provide an
overview of the project and
Kick-off Meetng outline expectatons, ensure a
common understanding of the
project and to build
consensus and excitement
about the project

The amount of tme
whereby a successor
actvity will be
Lag delayed with respect
to a predecessor
activity

In the critcal path method,
the latest possible point in
tme when the uncompleted
Late Finish portons of a schedule
actvity can finish based on
Date (LF) the schedule network logic,
the project completon date,
and any schedule
constraints

In the critcal path method,
the latest possible point in
tme when the uncompleted
Late Start portons of a schedule
actvity can start based on
Date (LS) the schedule network logic,
the project completon date,
and any schedule
constraints

The amount of tme
whereby a successor
Lead actvity can be
advanced with respect
to a predecessor
actvity

The knowledge gained
during a project which
shows how project
events were addressed
Lessons Learned or should be addressed
in the future for the
purpose of improving
future performance

An actvity that does
not produce definitve
end products and is
Level of Effort measured by the
passage of tme
Note: Level of effort is one of three earned value management (EVM) types
of activities used to measure work performance

The learning that takes place
during the project and is
documented to provide
Lessons Learned informaton on what went
well and which aspects could
have been improved. Lessons
learned serve as references
for future projects

Estmaton of
acquisiton, operatng
Life Cycle and disposal costs
related to a product;
Costng not just project costs
to develop the
product

A dependency between
Logical two actvites or
between an actvity
Relatonship and a milestone

A network path that
passes the same node
twice. Loops cannot be
analyzed using traditonal
Loop network analysis
techniques such as CPM
and PERT. Loops are
allowed in GERT

Process of making
needed informaton
Manage available to project
Communicatons stakeholders in a tmely
manner

An actvity that is
dependent upon another
Mandatory actvity. For example, a
telephone pole must be
Dependency put up before telephone
wire can be strung

Time or money that
management sets aside
in additon to the
Management schedule or cost baseline
and releases for
Reserve unforeseen work that is
within the scope of the
project

A summary level project
schedule that identfies
Master the major deliverables
and work breakdown
Schedule schedule components
and key schedule
milestones

An organizatonal
structure in which the
project manager shares
Matrix authority with the
functonal manager
Organizaton temporarily to assign
work and apply
resources

This value specifies the
Maximum maximum number of
segments that an actvity
Number of can be split into when
Segments actvity splitng is
allowed

Used to define the
processes, policies, and
guidelines that are
Methodology included as part of the
framework for project
management

A significant point or
Milestone event in a project,
program, or portfolio

A type of schedule
Milestone that presents
milestones with
Schedule planned dates

This value specifies
Minimum the minimum duraton
Segment of a segment of an
actvity when actvity
Duraton splitng is allowed

A concise statement,
usually one paragraph,
Mission summarizing what the
project is about and
Statement what it will
accomplish

Taking steps to lessen
risk by lowering the
probability of a risk
Mitgaton event's occurrence or
reducing its effect
should it occur

Tracking, reviewing,
evaluatng and directng the
Monitor and progress to meet the
performance objectves
Control Project defined in project
Risk documentaton such as

Project Charter and/or in
the SOW

Developing and
implementng risk response
plans, tracking and evaluatng
Monitor and identfied risks, monitoring
residual risks, identfying new
Control Risk risks and opportunites, and
contnual assessment of risks
throughout the project

The capture, analysis,
and reportng of project
Monitoring performance, usually as
compared to plan

A technique that uses
computer software to
Monte Carlo simulate the outcome
Analysis of a project more
accurately

An estmate of the
most probable actvity
Most Likely duraton that takes into
account all of the known
Duraton variables that could
affect performance

An actvity with a total
Near-Critcal float that is deemed
to be low based on
Actvity expert judgment

A sequence of actvites
with low float which, if
Near-Critcal exhausted, becomes a
Path critcal path sequence
for the project

The negatve number that
results from comparing planned
project results with actual
Negatve project results. A negatve
variance in the project schedule
Variance indicates the project is behind
schedule. A negatve variance in
the budget indicates the project
is over budget

The process of
identfying early and late
Network start and finish dates for
the uncompleted
Analysis portons of project
actvites

A schematc display of
the logical relatonships
of project actvites.
Network Always drawnfrom left to
right to reflect project
Diagram chronology. Often
incorrectly referred to as
a"PERT chart"

Any contnuous series
Network of connected actvites
that make up a project
Path network diagram

A point at which
dependency lines
Node connect on a schedule
network diagram

A dependency
Non-Standard between two project
Logical actvites that is not
the standard finish to
Relatonship startrelatonship

A technique that
enhances brainstorming
Nominal Group with a votng process
used to rank the most
Technique useful ideas for further
brainstorming

PMI’s organizatonal
project management
OPM3 maturity model
(acronym)

The turnover of a
project to the
Operatons and operatonal staff of an
organizaton for ongoing
Maintenance support and
maintenance

Operatons is ongoing
work to support the
business like
Operatons vs. manufacturing. Project
Project work creates a unique
product/service, it is
Management temporary and ends
when the project is
closed
A chance to increase
project benefits. A risk
that would have a
positve effect on one
Opportunity or more project
objectves
See also: issue, risk, and threat

The opportunity given
Opportunity up by choosing to do
one project over
Cost another one

An estmate of the
shortest actvity
Optmistc duraton that takes into
account all of the
Duraton known variables that
could affect
performance

A high-level estmate usually
made during the initaton
Order of phase that assigns a cost
estmate range to the project
Magnitude based on a completed similar
project. This estmate
Estmate typically falls between - 25%
and +75% of the actual
budget

A hierarchical
representaton of the
Organizatonal project organizaton,
which illustrates the
Breakdown relatonship between
project actvites and the
Structure (OBS) organizatonal units that
will perform those
actvites
A structural, cultural,
technological, or human-
Organizatonal resource practce that the
Enabler can use
to achieve strategic
objectves

Consists of defining team
member responsibilites,
Organizatonal roles, and reportng
structure, and preparing
Planning the staffing management
plan

Plans, processes,
Organizatonal policies, procedures,
and knowledge bases
Process specific to and used by
Assets the performing
organizaton

A framework in which
portfolio, program, and
Organizatonal project management are
Project integrated with
organizatonal enablers
Management in order to achieve
strategic objectves

The level of an
Organizatonal organizaton’s ability to
Project deliver the desired
strategic outcomes
Management in a predictable,
controllable, and
Maturity reliable manner

The outcome or end
Output result of a process

An estmatng technique
in which an algorithm is
Parametric used to calculate cost
or duraton based on
Estmatng historical data and
project parameters

A graph that is used to
rank the importance of
Pareto Chart aproblem by the
frequency with which it
occurs

A set of sequentally
connected actvites in
Path a project network
diagram.

A relatonship in
Path which a schedule
actvity has more than
Convergence one predecessor.

A relatonship in
Path which a schedule
actvity has more than
Divergence one successor.

An estmate expressed as
a percent of the amount
Percent of work that has been
completed on an actvity
Complete or a work breakdown
structure component

Integrated scope,
schedule, and cost
Performance baselines used for
Measurement comparison to
manage, measure,
Baseline and control project
executon

Process of auditng
Performance quality requirements and
results of quality control
Quality measurements to ensure
quality standards/
Assurance operatonal definitons
are used

Collectng and
Performance disseminatng
informaton about project
Reportng performance to help
ensure project progress

An enterprise whose
Performing personnel are the most
directly involved in
Organizaton doing the work of the
project or program

An estmate of the
longest actvity duraton
Pessimistc that takes into account
all of the known
Duraton variables that could
affect performance

A diagramming
technique where
actvites are
PDM (AON) represented by nodes,
and arrows represent the
sequence
Explanaton: Precedence diagramming method (PDM) is a network
diagramming technique in which activities are represented by boxes (or
nodes). Activities are linked together by precedence relationships to show
the sequence in which the activities are to be performed

Reportng to the
stakeholders to provide
Performance informaton about the
project’s status, progress,
Reportng accomplishments and
future project
performance predictons

Technique that
computes weighted
PERT average of optmistc,
pessimistc and most
Chart likely estmates for
actvity duraton/cost

A distnct stage of the
project or lifecycle. There
are btypically four phases in
a project management
Phase lifecycle: Initaton and
scope definiton; planning;
executon, control and
coordinaton; and closure,
acceptance an dsupport

A review at the end
of a phase in which
Phase a decision is made to
contnue to the next
Gate phase, to contnue with
modificaton, or to end
a project or program

The authorized budget
Planned assigned to scheduled
work
Value (PV)
Explanaton: The sum of the approved cost estimates including any
overhead allocation) for activities (or portions of activities) scheduled to
be performed during a given period (usually project-to-date)

A succinct statement that gives
directon to state organizatons to
support IT implementaton.
Policies are high-level, overall
Policy statements that do not dictate

specific procedural steps or
processes. Directves issued by
management for guidance and
directon where uniformity of
acton is essental.

Projects, programs,
subportfolios, and
Portfolio operatons managed
as a group to achieve
strategic objectves

The process of
optmizing the mix of
Portfolio portfolio components
to further the strategic
Balancing objectves of the
organizaton

A document issued
by a sponsor that
Portfolio authorizes and specifies
the portfolio structure
Charter and links the portfolio to
the organizaton’s
strategic objectves

The centralized
management of one
Portfolio or more portfolios to
Management achieve strategic
objectves

A document that
Portfolio specifies how a
Management portfolio will be
organized, monitored,
Plan and controlled

The person or group
assigned by the
Portfolio to establish, balance,
monitor, and control
Manager portfolio components in
order to achieve strategic
business objectves

The positve number that
results from comparing
planned project results with
actual project results. A
Positve positve variance in the
project schedule indicates the
Variance project is ahead of schedule.
A positve variance in the
budget schedule indicates the
project is under budget

Documents the successes and
Post-
failures of the project. It provides a
historical record of the planned
and actual budget and schedule.
Implementaton Other selected metrics on the
project can also be collected based
Evaluaton upon state organizaton
procedures. The report also
Report contains recommendatons for

other projects of similar size and
scope.

A technique used for
constructng a schedule
Precedence model in which actvites are
represented by nodes and
Diagraming are graphically linked by one
or more logical relatonships
Method (PDM) to show the sequence in
which the actvites are
to be performed

The term used in the
precedence diagramming
method (PDM) for a logical
Precedence relatonship. In current usage,

however, precedence
relatonship, logical relatonship,
Relatonship and dependency are widely
used interchangeably regardless
of the diagramming method in
use

An actvity that
Predecessor logically comes before
a dependent actvity
Actvity in a schedule

that ensures the future
Preventve performance of the
project work is aligned
Acton with the project
management plan

The imposed
sequences desired with
respect to the
Priority scheduling of actvites
with inpreviously
imposed constraints.

A grid for mapping
the probability of
Probability & occurrence of each
risk and its impact
Impact Matrix on project objectves
if that risk occurs

Used to define a collecton
of steps that the
organizaton is responsible
for implementng to ensure
Procedure that policies and process
requirements are met. The
agency may use guidelines
to develop these procedures

A set of interrelated
actons and actvites
performed to achieve a
Process pre-specified set of
products, results, or
services

A component of the
project or program
Procurement management plan that
describes the process of
Management how a team will acquire
Plan goods and services from
outside of the
organizaton

which goods and services
should be purchased or
Procurement performed outside of the
organizaton and outlines
Planning the details of what, how
and when the goods should
be acquired

Describes procurement in
sufficient detail to allow
Procurement sellers to determine if
SOW they are capable of
providing product,
services or results
Note: SOW = Statement of Work

General terms used to
define the end result of a
Product project delivered to a
customer

Product A non-formal, high level
document that describes
Descripton the characteristcs of the
product/process to be
Statement created

The series of phases that
represent the evoluton
Product Life of a product, from
concept through delivery,
Cycle growth, maturity, and to
retrement

The features and
functons that
Product Scope characterize a product,
service or result

Ensuring the
Product stakeholders find the
key deliverables to be
Verificaton satsfactorily completed

A group of related
projects, subprograms,
and program actvites
that are managed in a
Program coordinated way to
obtain benefits not
available from managing
them individually

A document issued by a
sponsor that authorizes the
program management team
Program to use organizatonal
resources to execute the
Charter program and links the
program to the
organizaton’s strategic
objectves

A technique used to estmate
project duraton through a
Program weighted average of optmistc,
pessimistc, and most likely
Evaluaton and actvity duratons when there is
uncertainty with the individual
Review Technique actvity estmates
(PERT) Explanaton: A weighted average time estimate of project duration

using optimistic (O), pessimistic (P) and most likely (ML) estimates
of project duration. Also known as three point estimating. PERT =
O + (4)ML + P

The applicaton of
knowledge, skills, tools, and
techniques to a program
Program to meet the program
requirements and to obtain
Management benefits and control not
available by managing
projects individually

A management structure
Program that standardizes the
program-related
Management governance processes and
facilitates the sharing of
Office resources, methodologies,
tools, and techniques

A document that integrates
the program’s subsidiary
Program plans and establishes the
management controls and
Management overall plan for integratng
Plan and managing the

program’s individual
components

The person authorized
by the performing
Program organizaton to lead
the team or teams
Manager responsible for
achieving program
objectves

The evaluaton of
progress against the
Progress approved schedule and
the determinaton of its
Analysis impact. For cost, this is
the development of
performance indices

The iteratve process
of increasing the level
of detail in a project
Progressive management plan as
greater amounts of
Elaboraton informaton and more
accurate estmates
become available

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

Entails making Project Plan
modificatons that may result from
such things as: new estmates of work
stll to be done, changes in
Project scope/functonality of end

product(s),resource changes and
unforeseen circumstances. It also
Administraton involves monitoring the various
Executon Phase actvites, monitoring
risks, status reportng, and
reviewing/authorizing project
changes as needed

The sum of work
Project package cost estmates,
contngency reserve,
Budget and management
reserve

A calendar that identfies
Project working days and shifts
that are available for
Calendar scheduled actvites

Project An individual, who
believes in, understands
Champion and supports the project

A document issued by the
project initator or sponsor
that formally authorizes the
Project existence of a project and
provides the project
Charter manager with the authority
to apply organizatonal
resources to project
actvites

A subset of project management
that includes the processes
Project required to ensure proper
collecton and disseminaton of
Communicatons project informaton. It consists
of communicatons planning,
Management informaton distributon,
performance reportng, and
administratve closure

The person similar to the
Project Expediter except
Project the Coordinator has some
power to make decisions,
Coordinator some authority and
reports to a higher-level
manager

The person who acts
primarily as a staff
Project assistant and
communicatons
Expediter coordinator. It has not
power to make
decisions

It is the same as the
Project Project Charter. It
Initaton authorizes the start of
the project by the
Document Sponsor

An organizatonal
Projectzed structure in which the
project manager has full
Organizaton authority to assign work
and apply resources

The series of phases
Project that a project passes
through from its
Life Cycle initaton to its closure

The applicaton of
knowledge, skills, tools,
Project and techniques to
project actvites to
Management meet the project
requirements

Project The tools and
techniques used to
Management gather, integrate and
disseminate the
Informaton outputs of project
Systems (PMIS) management processes

A management structure
Project that standardizes the
project-related governance
Management processes and facilitates
the sharing of resources,
Office (PMO) methodologies, tools, and
techniques

The document that
Project describes how the
Management project will be executed,
monitored and
Plan controlled, and closed

The person assigned
by the performing
Project organizaton to lead
the team that is
Manager responsible for
achieving the project
objectves

Project Measures to determine
Performance whether the project is
on track
Indicators

A collecton of logically
Project related project actvites
that culminates in the
Phase completon of one or
more deliverables

An output of a schedule
model that presents
Project linked actvites with
planned dates,
Schedule duratons, milestones,
and resources

Project A graphical
Schedule representaton of the
logical relatonships
Network among the project
schedule actvites
Diagram

The work performed
to deliver a product,
Project Scope service, or result with
the specified features
and functons

The descripton of the
Project Scope project scope, major
deliverables, objectves,
Statement assumptons, and
constraints

Determining which
Project Selecton proposed projects
should move forward

Process required to
Project Time accomplish tmely
Management completon of the
project

A project that atempts
Proof Concept to prove whether an
actvity or an idea can
be accomplished

A technique of
producing an example
Prototype of the finished
product, service or
result to seek feedback
from stakeholders

A database of known
Published quanttes or costs
relatng to the
Estmatng Data completon of actvites
in the project

A form of
communicaton where
Pull informaton is
Communicaton downloaded and
accessed by receivers
when they want it

A form of
Push communicaton where
Communicaton informaton is sent to
the receiver

Uses a subjectve approach
to determine the likelihood
Qualitatve Risk that risks will occur and
the impact that risks will
Analysis have on the project. This
informaton enables the
risk to be prioritzed

The degree to which the
Quality product of the project
meets requirements

The evaluaton of overall
Quality project performance on a
Assurance regular basis to ensure
quality management
processes are followed

Review and evaluaton of
the project performance to
Quality Audit ensure quality
management processes are
followed

An input/output that
provides a standardized
Quality Checklist list of steps to be taken.
Compare to checksheets,
which are used as a
quality tool

The process of measuring
specific results to
Quality Control determine compliance with
quality standards and
taking correctve acton if
necessary

Quality Control An input/output that
Measurement describes the result of
Control Quality actvites

The component of the
Quality project or program
Management describes how an
Plan organizaton’s quality
policies will be
implemented

A set of tools used to define
Quality Planning the quality requirements and

to plan effectve quality
Tools management actvites.

o
Include:
Brainstorming
o Field Force Analysis
o Nominal Group Techniques
o Quality Control Tools

Uses a mathematcal approach
to analyze the probability that
risks will occur and the impact
that risks have on the project.
Quanttatve Risk This informaton enables the
risks to be prioritzed.
Analysis Techniques used for computng
quanttatve risk analysis include
sensitvity analysis, decision tree
analysis and Monte Carlo

A type of responsibility
assignment matrix (RAM)
that identfies partcular
RACI Chart team members and actvites
to be completed, and defines
whether the team members
are responsible, accountable
or informed

A tool acknowledging
Recogniton the performance of
team members

A tool used to record,
Records store, and distribute
informaton relatng to
Management procurement processes
System and decisions

The amount of tme
Remaining needed to complete an
Duraton actvity

Individuals in different
locatons working on the
same project and
Remote Team collaboratng
electronically or by
telephone. Same term for
“Virtual Team”

A type of a procurement
Request For document. Used to
request proposals from
Proposal prospectve sellers of
(RFP) products and services

A type of a procurement
document. Used to
Request For request price quotes
Quotaton from prospectve sellers
of common/standard
(RFQ) product or services

A set of measurable
Requirements customer wants and
desires

A component of the project
Requirements or program management
plan that describes how
Management requirements will be
Plan analyzed, documented,
and managed

Requirements A grid that links product
requirements from their
Traceability origin to the deliverables
Matrix that satsfy them

An analysis, usually
using quanttatve risk
analysis that results in
Reserve Analysis the provision of either a
contngency or
management reserve for
tme and cost

The risk that is stll
present after risk
Residual Risk responses have been
implemented

Anything needed to
complete the project.
Resource May bepeople,
equipment, facilites or
money

Resource A hierarchical
representaton of
Breakdown resources by category
Structure and type

The scheduling of actvites in
a project with the knowledge
Resource- of certain resource constraints
and requirements. This
Constrained process adjusts actvity
scheduled start and finish
Scheduling dates to conform to resource
availability and use

A calendar that
identfies the working
Resource days and shifts upon
Calendar which each specific
resource is available

A resource optmizaton
technique in which
adjustments are made to
the project schedule to
Resource optmize the allocaton of
Leveling resources and which may
affect critcal path
Explanaton: Any form of network analysis in which scheduling
decisions (start and finish dates)are driven by resource
management concerns (for example, limited resource availability
or difficult-to-manage changes in resource levels)

A technique in which
Resource actvity start and finish
dates are adjusted to
Optmizaton balance demand for
Technique resources with the
available supply

The process of defining
Resource the type and amount
ofresources needed to
Planning complete the project

A resource optmizaton
Resource technique in which free
and total float are used
Smoothing without affectng the
critcal path

One of 4 key values
underpinning the ethical
and professional
Responsibility conduct expected of a
project manager. Other
values are respect,
honesty and fairness.

A grid that shows the
Responsibility project resources
Assignment assigned to each
work package
Matrix
Explanaton: Ensures that all activities in the work breakdown
structure (WBS) are assigned to a team member and that each
member understands the roles and responsibilities that have been
assigned to him or her

Determining whether
the project outcomes
Return On will benefit the
organizaton based on
Investment (ROI) the resources used to
complete the project

An acton to correct a
deficiency that was
Rework identfied by a quality
actvity

An uncertain event or
conditon that, if it
occurs, has a positve
Risk or negatve effect on
one or more project
objectves

A risk response strategy
whereby the project
team decides to
acknowledge the risk
Risk Acceptance and not take any acton
unless the risk occurs
Explanaton: A risk response that chooses to accept the
consequences of the identified risk or the inability to identify
another response strategy

The degree of
uncertainty an
organizaton or
Risk Appette individual is willing
to accept in
antcipaton
of a reward

whereby the project
Risk Avoidance team acts to eliminate
the threat or protect the
project from its impact

An hierarchical
Risk representaton of the
Breakdown risk that is organized
according to risk
Structure (RBS) categories

Risk A group of potental
causes of risk
Category

A risk response
strategy whereby the
Risk project team acts to
increase the probability
Enhancement of occurrence or impact
of an opportunity

A risk response
strategy whereby the
Risk project team acts to
Exploitng ensure that an
opportunity occurs

An aggregate measure
of the potental impact
Risk of all risks at any given
point in tme in a
Exposure project, program, or
portfolio

Identfying potental risks
Risk and their associated
characteristcs along with
Identficaton the positve or negatve
impact they may have on
the project

A component of the
Risk project, program, or
portfolio management
Management plan that describes how
risk management actvites
Plan will be structured and
performed

Risk whereby the project team
acts to decrease the
Mitgaton probability of occurrence
or impact of a threat

Risk Uses the risk management
plan to identfy risks,
Monitoring and respond to risks and
Control monitor the effectveness
of the risk response

determine how to manage
Risk uncertainty within the
project. It includes
Planning identfying potental risks,
their impact and an
appropriate response

The person responsible
for monitoring the risk
and for selectng and
Risk Owner implementng an
appropriate risk
response strategy

A repository in which
outputs of risk
Risk Register management processes
are recorded

The procedures that are
Risk Response implemented if an
identfied risk occurs

The process of reviewing
items on the prioritzed risk
list from the qualitatve and
quanttatve risk analysis to
Risk Response determine which, if any,
acton should be taken if the
Planning risk occurs. Risk response
strategies include risk
avoidance, risk mitgaton, risk
transference and risk
acceptance

The person owning
responsibility for
Risk Response monitoring a given risk
and implementng the
Owner risk response plan if
necessary

whereby the project team
allocates ownership of an
Risk Sharing opportunity to a third
party who is best able to
capture the benefit of
that opportunity

The level of risk
exposure above which
Risk Threshold risks are addressed and
below which risks may
be accepted

The degree of
uncertainty that an
Risk Tolerance organizaton or
individual is willing to
withstand

whereby the project
Risk team shifts the risk to a
third party, together
Transference with ownership of the
response

An event that tells a risk
Risk Trigger is about to occur or has
occurred

A technique for assessing
those risks that are likely
Risk Urgency to occur in the short
term, and prioritzing
Assessment those over risks that will
occur at a later tme

An iteratve planning
technique in which the
Rolling Wave work to be accomplished
in the near term is
Planning planned in detail, while
the work in the future is
planned at a higher level

An iteratve planning
technique in which the
Rolling Wave work to be accomplished
in the near term is
Planning planned in detail, while
the work in the future is
planned at a higher level

The main reason a
Root Cause partcular situaton occurs

A guide fro determining when
a process many be out of
control in a control chart. If 7
consecutve data points
Rule of 7 appear above or below the
mean and within the control
limits, this indicates the
process is out of control or is
about to go out of control

The tmeline for the
project including start
Schedule and end dates for project
actvites

The approved version of
a schedule model that
Schedule can be changed using
formal change control
Baseline procedures and is used as
the basis for comparison
to actual results

A technique used to
shorten the schedule
Schedule duraton without
reducing the project
Compression scope
Note: Methods to expedite the completion time of an activity
or project (e.g. fast tracking and crashing)

The collecton of
informaton describing
Scheduled and controlling the
schedule, including the
Data schedule milestones,
actvites, atributes, and
any contngency reserves

The process of
determining actvity
start and finish dates
Scheduled and finalizing the
Development actvity sequence and
duratons to create the
schedule baseline

The date when the
actvity is scheduled to
Scheduled be completed using
the resource
Finished Date constrained
(SF) scheduling process

A component of the
project or program
Schedule management plan that
establishes the criteria
Management and the actvites for
Plan developing, monitoring,
and controlling the
schedule

An representaton of the
plan for executng the
project’s actvites, including
Schedule duratons, dependencies,
and other planning
Model informaton, used to
produce a project schedule
along with other scheduling
artfacts

A process used to
Schedule investgate or analyze
the output of the
Model Analysis schedule model in order
to optmize the schedule

A technique to identfy
Schedule early and late start dates,
as well as early and late
Network finish dates, for the
Analysis uncompleted portons of
project actvites

Schedule A measure of schedule
efficiency expressed as
Performance the rato of earned value
Index (SPI) to planned value
Note: Ratio of work completed to work planned.SPI = EV – PV

The date when the
actvity is scheduled to
begin using the
Scheduled resource-constrained
scheduling process. This
Start Date date is equal to or
(SF) greater than the early
start date

A measure of schedule
Schedule efficiency expressed as
the rato of earned value
Variance (SV) to planned value
Note: (1) Any difference between the scheduled completion
of an activity and the actual completion of that activity
(2) In earned value, BCWP less BCWS

The approved version of a
scope statement, work
breakdown structure (WBS),
and its associated WBS
Scope Baseline dictonary that can be
changed using formal change
control procedures and is
used as the basis for
comparison to actual results

Scope Change Controlling changes to
the project scope
Control

Scope Change A form submited to
request a change to the
Request project scope

The process of breaking
down deliverables into
Scope Definiton smaller components in
order to provide beter
control

The uncontrolled
expansion to product or
Scope Creep project scope without
adjustments to tme,
cost, and resources

A document that contains
the project requirements
and overall project
Scope Document directon. It should contain
the goals, deliverables,
budget, success criteria and
important milestones

The amount of work involved
to complete the project.
Includes identfying the
problem to be addressed by
the project including the goals
Scope of Work and objectves, measures of
success and risks, and
obstacles and assumptons that
may affect the project
outcome. Also known as
project scope

develop the scope
Scope Planning statement and
determine the work of
the project

A component of the
Scope project or program
Management describes how the scope
will be defined,
Plan developed, monitored,
controlled, and validated

Documents the project
objectves, business
justficaton and goals. It
outlines the deliverables
Scope Statement that are to be included in
the project along with the
functonal, business and
technical requirements

Formal acceptance by
Scope the stakeholders that
deliverables and work
Verificaton results are completed to
their satsfacton

A technique used to
indicate performance
S-Curve trends by using a graph
that displays cumulatve
Analysis costs over a specific
tme period

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

A mathematcal
Sensitvity technique for
determining which parts
Analysis of the project are most
sensitvity to risk

Another term for Float.
The amount of tme a
Slack task can be delayed
without delaying the
project’s completon

A proprietary approach to
quality management that
seeks to reduce defects and
errors to as close to zero as
Six Sigma possible. Named after 6
Standard Deviatons, which
includes 99.999% of the
populaton

Another term for
Sigma Standard Deviaton

Obtaining bids and
Solicitaton proposals from
vendors

The process of
Solicitaton identfying product
requirements and
Planning potental sources

Choosing a vendor for a
Source Selecton needed product, service
or resource

A limit used on a control
chart outside of the control
limits set by the customer.
Specificaton Any product manufactured
outside either in the upper or
Limit lower specificaton limit will
not be accepted by the
customer

An individual or a group
that provides resources
and support for the
Sponsor project, program,
or portfolio, and is
accountable for
enabling success

A component of the
Staffing human resource plan that
describes when and how
Management team members will be
Plan acquired and how long
they will be needed

An individual, group, or
organizaton that may
affect, be affected by, or
perceive itself to be
Stakeholder affected by a decision,
actvity, or outcome of
a project, program,
or portfolio

A technique for identfying
and documentng
Stakeholder stakeholders’ interests,
expectatons, power,
Analysis influence and level of
engagement in the project

A register of all project
stakeholders and informaton
Stakeholder about their interest in the
project, the power they have
Register to influence the project, their
expectatons, and how their
expectatons will be managed

A component of the
Stakeholder project management plan
that describes how
Management stakeholders will be
engaged in project
Plan decision making and
executon

A measurement about
Standard how widespread a
partcular set of data is
Deviaton from the mean

A logical relatonship in
Start-to-Finish which a successor actvity
cannot finish untl a
dependency predecessor actvity has
started

A logical relatonship in
Start-to-Start which a successor actvity
cannot start untl a
dependency predecessor actvity has
started

A document that
Statement of outlines the details and
requirements of the
Work (SOW) product or service being
procured

A tool for sampling a small
subset of a large populaton
Statstcal and extrapolatng the
results for the entre
Sampling populaton. Used when
testng the entre
populaton is not possible

Regularly scheduled
meetngs that focus on a
Status Meetngs partcular project status
metric

A type of matrix
organizaton in which
the project manager has
most of the power and
Strong Matrix authority, and the
functonal manager has
litle power and
authority

An actvity that is
Subtask contained within a
supertask

An actvity that is on the
same network diagram
Successor path and occurs after
another actvity

A dependent actvity
Successor that logically comes
after another actvity
Actvity in a schedule

A group of related
Summary schedule actvites
aggregated and
Actvity displayed as a single
actvity

An aggregate or summary
actvity that contains one or
more actvites (or
subtasks)such that no
Suppertask subtask can begin untl the
supertask has begun and
the supertask cannot end
untl all of the subtasks have
ended

A technique that analyses
the business strengths,
weaknesses, opportunites
SWOT Analysis and threats. It is used as
tool to define business
strategy

A date used to
constrain the start or
finish of an actvity.
Target Date The type of constraint
is identfied by an
alignment type

Creatng an encouraging
environment for
Team stakeholders to contribute,
and developing the project
Development team into afunctonal group
that enhances project
outcomes

The product
Technical characteristcs that are
required for the product
Requirements to perform the
functonal requirements

1) Initatng
The 5 Process 2) Planning
3) Executng
Groups 4) Monitoring &Control
5) Closing

A risk that would have
a negatve effect on
Threat one or more project
objectves

A technique used to
estmate cost or duraton by
applying an average or
Three-Point weighted average of
optmistc, pessimistc, and
Estmatng most likely estmates when
there is uncertainty with the
individual actvity estmates

A contract based on a
unit rate such as an
Time and hourly wage plus
reimbursement for
Material materials or other
Contract expenses incurred

The calendar date that
separates actual
Timenow Date (historical) data from
future (scheduled) data

Calculaton of the tme
required to complete an
actvity or the project. It
may be obtained by
Time Estmate analogous estmatng,
expert judgment or by using
an equaton to calculate the
duraton of the actvity

A measure of the cost
performance that is achieved
with the remaining resources
To-Complete in order to meet a specified
management goal, expressed
Performance as the rato of the cost to
finish the outstanding work to
Index (TCPI) the remaining budget
Explanaton: The performance that must be achieved during the
remaining project to meet stated goals

A technique for estmatng
the duraton or cost based on
historical data from a similar
actvity or project.
Top-Down A percentage of the similar
project’s total cost may be
Estmatng added to–or subtracted from–
the total, depending on the
size of the current project.
Also known as Analogous
estmatng

The amount of tme that a
schedule actvity can be
Total Float delayed or extended from
its early start date without
(TF) delaying the project finish
date or violatng a schedule
constraint

A tool for showing the
systematc breakdown of
concepts or issues. Used a
quality management tool.
Tree Diagram Also a generic term for
breakdown structures such as
work breakdown structure
and organizatonal breakdown
structure

An analytcal technique
that uses mathematcal
Trend Analysis models to forecast future
outcomes based on
historical results

An event or situaton
Trigger that indicates that a
risk is about to occur

The link between the
Triple Constraint project constraints of
tme, cost and quality

A theory that describes
Tuckman’s 5- the 5 stages that a team
goes through: forming,
Stage of Team storming, norming,
Development performing, and
adjourning

Sample: The contractor is
paid a preset amount per unit
of service (for example $60
Unit Price per hour for professional
services or $1.09 per cubic
Contract yard of earth removed) and
the total value of the contract
is a functon of the quanttes
needed to complete the work

Validated A change that has been
acted on and checked
Change for accuracy

Process of formalizing
acceptance of the
Validate Scope completed project
deliverables

Creatve approach used to
optmized project Life-Cycle
Value costs, save tme, improve
quality, solve problems, or
Engineering use resources more
effectvely

The difference
Variance between actual and
planned values

A technique for determining
the cause and degree of
difference between the
Variance baseline and actual
performance. See also cost
Analysis variance (CV), schedule
variance (SV), and variance
at completon

A projecton of the amount
Variance at of budget deficit or surplus,
expressed as the difference
Completon between the budget at
(VAC) completon and the

estmate at completon

A deliverable that has
previously been verified and
Verified has been checked with
stakeholders to make sure
Deliverable that it meets stakeholders’
requirements and
expectatons

Individuals in different
reportng structures,
departments, locatons or
Virtual Team organizatons working
together on the same
project

A theory statng that the
expectaton of receiving a
Vroom’s reward for a certain
accomplishment will
Expectancy motvate people to work
harder, but this work only if
Theory the accomplishment is
perceived to be achievable

A room where team
members can work on
project actvites with a
War Room minimum of external
interference, which helps
create a project identty
in matrix organizatons

A document that
provides detailed
deliverable, actvity, and
WBS Dictonary scheduling informaton
about each component in
the Work Breakdown
Structure (WBS)

A type of matrix
organizaton in which the
functonal manager has
Weak Matrix much power and
authority than a project
manager

A mathematcal average by
calculated by adding a set of
numbers and prescribing
Weighted different weights to each of
them, and then dividing by
Average the sum of the weights
given. It is used to calculate
3-point estmates

earned value in which the
Weighted budget value of a work
package is divided into
Milestone measurable segments, each
Method ending with a milestone

that is assigned a weighted
budget value

The process of
evaluatng scenarios in
What-if Scenario order to predict their
Analysis effect on project
objectves

An immediate and
temporary response to an
issue for which a prior
Workaround response had not been
planned or was not
effectve

Procedure for definiton
Work how project work will be
authorized, ensures work
Authorizaton is done at the right tme,
System by the right organizaton,
and in the right sequence

A hierarchical
decompositon of the
total scope of work to be
Work Breakdown carried out by the project
team to accomplish the
Structure (WBS) project objectves and
create the required
deliverables

Work The raw data gathered
Performance as part of observatons
and inspectons
Data

Work The representaton of
the work performance
Performance informaton to
Reports stakeholders

The number of hours that
it would take a person to
Work Effort complete an actvity if
they worked only on that
actvity

The work defined at the
lowest level of the Work
Breakdown Structure
Work Package (WBS) for which cost and
duraton can be
estmated and managed

One or more pairs of
on/off working tmes
Workshift that define the valid
working periods within
a single day

Connect with me
Twitter.com/donadosays
Linkedin.com/in/jonathandonado
www.branded.me/jonathandonado
Jonathan Donado
Bilingual senior general management
executive with expertise in international
business and Mergers & Acquisitions (M&A)
o Education:
- Senior Executive Fellow – Harvard University
-
o
MBA – IESE
Certifications:
THANK YOU
- Six Sigma Black Belt (CSSBB) – ASQ Certified
- Agile (ACP) – PMI Certified
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Actvity An actvity typically has an

Also known as “Task”

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Method (ADM) connected at points called ”Nodes"

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Backward late start and late finish dates,

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