Pmp

Front 1

'ABC'

Back 1

'Activity Based Costing (ABC) - A methodology that measures the cost and performance of activities

Front 2

'ABM'

Back 2

'Activity Based Management (ABM) - The broad discipline that focuses on achieving customer value and company profit by way of the management of activities. It draws on activity-based costing as a major source of information.'

Front 3

'ACWP'

Back 3

'Actual Cost of Work Performed - (ACWP) Total costs incurred (direct and indirect) in accomplishing work during a given time period. ACWP is used in the earned value method of progress measurement. See also earned value analysis.'

Front 4

'ADM'

Back 4

'Arrow Diagram Method (ADM) - One of two conventions used to represent an activity in a project. Also known as Activity on Arrow method.'

Front 5

'ALAP'

Back 5

'As-Late-As-Possible (ALAP) - An activity for which the application sets the early dates as late as possible without delaying the early dates of any successor.'

Front 6

'AMR'

Back 6

'Advanced Material Release (AMR) - 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.'

Front 7

'APR'

Back 7

'Acquisition Plan Review (APR) - The control gate to approve the Acquisition Plan. The APR is the decision point to initiate the project and commit funding

Front 8

'ATP'

Back 8

'Acceptance Test Procedure (ATP) - Detailed step-by-step instructions for the setup

Front 9

'Abstract Resource'

Back 9

'Imaginary resource introduced so that its availability and activity requirement gives an extra means of control. For example

Front 10

'Acquisition Evaluation'

Back 10

'Review and analysis of responses to determine supplier#s ability to perform the work as requested. This activity may include an evaluation of suppliers financial resources

Front 11

'Acquisition Plan'

Back 11

'The document that describes the approach for acquisition. It defines competitive or sole source

Front 12

'Actual and Scheduled Progress'

Back 12

'A comparison of the observable work done at a given time with the work planned up to that time.'

Front 13

'Added Value'

Back 13

'The addition of some worthwhile quality or performance improvement as a result of some action taken

Front 14

'Aggregation'

Back 14

'Summation of parts. Typically used in reference to estimating.'

Front 15

'Allowable Cost'

Back 15

'A cost that meets the tests of: Reasonableness

Front 16

'Assumption'

Back 16

'There may be external circumstances or events that must occur for the project to be successful. If you believe such an event is likely to happen

Front 17

'Attrition'

Back 17

'The loss of a resource due to causes beyond the jurisdiction of the project manager such as the death or resignation of an employee

Front 18

'Avoidance'

Back 18

'Keeping away from. Typically used as a risk reduction strategy by adopting a Workaround.'

Front 19

'BAC'

Back 19

'Baseline at Completion (BAC) - Total completed cost of work as originally planned.'

Front 20

'BCWP'

Back 20

'Budgeted Cost of Work Performed (BCWP) - The sum of the budgets for completed portions of in-process work

Front 21

'BCWS'

Back 21

'Budgeted Cost of Work Scheduled (BCWS) - The sum of the budgets for work scheduled to be accomplished (including in-process work)

Front 22

'BEC'

Back 22

'Budgeted Elapsed Cost'

Front 23

'BOOT'

Back 23

'Build

Front 24

'Backcharge'

Back 24

'The cost of corrective action taken by the purchaser

Front 25

'Backward Pass'

Back 25

'Calculation of the latest finish times by working from finish to start for the uncompleted portion of a network of activities.'

Front 26

'Balanced Matrix'

Back 26

'An organizational matrix where functions and projects have the same priority.'

Front 27

'Balanced Scorecard Approach'

Back 27

'(BSA) - A business methodology designed to assess the performance of an enterprise in more than just financial terms

Front 28

'Barriers'

Back 28

'Obstacles in the way of progress

Front 29

'Baseline Cost'

Back 29

'The amount of money an Activity was intended to cost when the Baseline Plan was established.'

Front 30

'Baseline Schedule'

Back 30

'A fixed project schedule that 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 bee

Front 31

'Baseline'

Back 31

'The value or condition against which all future measurements will be compared.'

Front 32

'Baseline

Back 32

budget'

Front 33

'Benchmarking'

Back 33

'The search for industry best practices that lead to superior performance.'

Front 34

'Benefits Management Plan'

Back 34

'A project statement of who is responsible for achieving the benefits

Front 35

'Best Practices'

Back 35

'Techniques that agencies may use to help detect problems in the acquisition

Front 36

'Blanket Purchase Agreement'

Back 36

'(BPA) - A simplified method of filling anticipated repetitive needs for supplies or services by establishing charge accounts with qualified sources of supply.'

Front 37

'Bottom Up Cost Estimate'

Back 37

'An estimate derived by summing detailed cost estimates of individual work packages (labor and materials) and applying appropriate cost burdens.'

Front 38

'Breadboarding'

Back 38

'The creation of an experimental device to determine the feasibility of an idea

Front 39

'Breakdown Structure'

Back 39

'A hierarchical structure by which project elements are broken down

Front 40

'Bribe'

Back 40

'A price

Front 41

'Burn Rate'

Back 41

'The rate at which funds or man-hours are being expended on a project.'

Front 42

'Burst Node'

Back 42

'In a network diagram

Front 43

'CMM'

Back 43

'Capability Maturity Model (CMM) - A description of the stages through which organizations evolve as they define

Front 44

'CPFF'

Back 44

'Cost Plus Fixed Fee Contract (CPFF) - A type of contract where the buyer reimburses the seller for the seller#s allowable costs plus a fixed fee.'

Front 45

'CPI'

Back 45

'Cost Performance Index (CPI) - The cost efficiency factor representing the relationship between the actual costs expended and the value of the physical work performed.'

Front 46

'CPIFC'

Back 46

'Cost Plus Incentive Fee Contract (CPIFC) - A type of Contract where the buyer reimburses the seller for the seller#s allowable costs and the seller earns a profit if defined criteria are met.'

Front 47

'CPPC'

Back 47

'Cost Plus Percentage of Cost Contract (CPPC) - Provides reimbursement of allowable cost of services performed plus an agreed upon percentage of the estimated cost as profit.'

Front 48

'CV'

Back 48

'Cost Variance'

Front 49

'Calendar Unit'

Back 49

'The smallest unit of time used in scheduling the project. Calendar units are generally in hours

Front 50

'Carryover Type 1'

Back 50

'A project fiscal expenditure management term. The sum of contractual commitments that must be paid in the next fiscal period arising from outstanding obligations including associated engineering and support costs.'

Front 51

'Carryover Type 2'

Back 51

'A project fiscal expenditure management term. That portion of Planned Future Expenditures contractually committed plus associated support costs which may be paid in the next fiscal period which would extend into the next fiscal year if the planned future

Front 52

'Cascade Chart'

Back 52

'Bar chart on which the vertical order of activities is such that each activity is dependent only on activities higher in the list.'

Front 53

'Cash Flow Analysis'

Back 53

'The activity of establishing cash flow (dollars in and out of the project) by month and the accumulated total cash flow for the project for the measurement of actual versus the budget costs. This is necessary to allow for funding of the project at the l

Front 54

'Change Control'

Back 54

'The review

Front 55

'Change Management Plan'

Back 55

'A defined process for making changes to a project plan.'

Front 56

'Chart of Accounts'

Back 56

'Any numbering system used to monitor project costs by category

Front 57

'Child'

Back 57

'A lower-level element in a hierarchical structure.'

Front 58

'Closed Projects'

Back 58

'Projects that have either been completed

Front 59

'Closeout'

Back 59

'The completion of all work on a project.'

Front 60

'Coaching'

Back 60

'The process of assisting people to improve their performance.'

Front 61

'Collaboration'

Back 61

'Working together

Front 62

'Collapsing'

Back 62

'In an outline

Front 63

'Commission and Handover'

Back 63

'The completion

Front 64

'Commissioning'

Back 64

'Advancement of an installation from the stage of static completion to full working order and achievement of the specified operational requirements.'

Front 65

'Communication Channels'

Back 65

'The path along which the exchange of information takes place or is supposed to take place. Typically refers to the sequence of individuals in a chain of command.'

Front 66

'Component-Based Development'

Back 66

'(CBD) - The creation and deployment of software-intensive systems assembled from components as well as the development and harvesting of such components.'

Front 67

'Compromise'

Back 67

'Both sides agree such that each wins or loses a few points.'

Front 68

'Conditional Risk'

Back 68

'Risk that occurs under certain conditions or is accepted provided that certain conditions are met.'

Front 69

'Conflict Management'

Back 69

'Handling of conflicts between project participants or groups in order to create optimal project results.'

Front 70

'Conflict Resolution'

Back 70

'To seek a solution to a problem

Front 71

'Constraint'

Back 71

'A restriction that must be balanced with all other constraints to achieve project success. The four primary and universal project constraints are scope

Front 72

'Consultant'

Back 72

'One who provides some specialized service based on their special qualifications

Front 73

'Contingencies'

Back 73

'Specific provision(s) to mitigate random or unknown project risks from causing project failure or frequent baseline changes.'

Front 74

'Contingency Allowance'

Back 74

'Specific provision to cover variations which may occur in the expected values of elements of cost or schedule

Front 75

'Contingency Plan'

Back 75

'A fallback position

Front 76

'Contingency Reserve'

Back 76

'A provision held by the project sponsor for possible changes in project scope or quality. Scope and quality changes constitute changes in the project manager#s mandate and will affect the project#s cost and schedule.'

Front 77

'Contract Closeout'

Back 77

'Contract closeout activities which assure that the contractor has fulfilled all contractual obligations and has released all claims and liens in connection with work performed.'

Front 78

'Contract Risk'

Back 78

'The potential and consideration of risk in procurement actions. Generally the forces of supply and demand determine who should have the maximum risk of contract performance but the objective is to place on the supplier the maximum performance risk while

Front 79

'Contraints'

Back 79

'Mostly time

Front 80

'Control Gate'

Back 80

'A major project milestone at which the project sponsor has the opportunity at the end of one phase of exercising a

Front 81

'Control Theory'

Back 81

'The view that motivation by goal setting can be further extended by understanding and predicting how humans process information and make decisions about how much effort to put forth. Based on metacognitive theory of motivation

Front 82

'Controllable Risks'

Back 82

'Those risks to the project which

Front 83

'Coordinated Matrix'

Back 83

'An organizational structure where the project leader reports to the functional manager and doesn#t have authority over team members from other departments.'

Front 84

'Corporate Constraints'

Back 84

'Limitations to the activities of a corporation. These may be as a result of the corporation#s charter

Front 85

'Corporate Responsibility Matrix'

Back 85

'A responsibility matrix depicted at the corporate level and from the corporate perspective.'

Front 86

'Cost Analysis'

Back 86

'The analysis of the cost elements of a proposal or on-going work. It includes verification of cost data

Front 87

'Cost Avoidance'

Back 87

'An action taken in the present designed to decrease costs in the future.'

Front 88

'Cost Baseline'

Back 88

'A time-phased budget used to measure and monitor cost performance. It is developed by summing estimated costs by period and is usually displayed in the form of an S curve.'

Front 89

'Cost Benefit Analysis'

Back 89

'An analysis of the relationship between the costs of undertaking a task or project

Front 90

'Cost Control Point'

Back 90

'The point within a program at which costs are entered and controlled. Frequently

Front 91

'Cost Control System'

Back 91

'Any system of keeping costs within the bounds of budgets or standards based upon work actually performed. Cost Control is typically a level in the budget element breakdown structure.'

Front 92

'Cost Curve'

Back 92

'A graph plotted against a horizontal time scale and cumulative cost vertical scale.'

Front 93

'Cost Estimate Classification System'

Back 93

'A five-level cost estimate system based on the amount of project information available developed by the American Association of Cost Engineers

Front 94

'Cost Plus Fixed Fee Contract'

Back 94

'(CPFF) - A form of contractual arrangement in which the customer agrees to reimburse the contractor#s actual costs

Front 95

'Cost Plus Incentive Fee Contract'

Back 95

'(CPIFC) A type of Contract where the buyer reimburses the seller for the seller#s allowable costs and the seller earns a profit if defined criteria are met.'

Front 96

'Cost Plus Percentage of Cost Contract'

Back 96

'Provides reimbursement of allowable cost of services performed plus an agreed upon percentage of the estimated cost as profit.'

Front 97

'Cost Reimbursable Contract'

Back 97

'A contract that provides for payment of allowable incurred costs

Front 98

'Cost Types'

Back 98

'Four different cost types are typically associated with the scope of work in a cost class. They reflect whether a cost is authorized

Front 99

'Cost Variance'

Back 99

'(CV) - The difference between the budgeted and actual cost of work performed.'

Front 100

'Cost-Benefit Analysis'

Back 100

'An analysis

Front 101

'Countermeasures'

Back 101

'Preventive actions that are chosen by the project team to reduce either scope or schedule risk.'

Front 102

'Crash Costs'

Back 102

'The cost of reducing an Activity to its Crash Duration.'

Front 103

'Crashing'

Back 103

'Action to decrease the duration of an activity or project by increasing the expenditure of resources.'

Front 104

'Critical Factors'

Back 104

'Favorable or adverse conditions that may exist or be expected that may significantly impact the course of a project. See also Critical Success Factors.'

Front 105

'Critical Path Analysis'

Back 105

'Procedure for calculating the critical path and floats in a network.'

Front 106

'Critical Path Method'

Back 106

'(CPM) - A technique used to predict project duration by analyzing which sequence of activities has the least amount of scheduling flexibility. Early dates are figured by a forward pass using a specific start date and late dates are figured by using a bac

Front 107

'Critical Path'

Back 107

'The series of tasks that must finish on time for the entire project to finish on schedule. Each task on the critical path is a critical task. In a network diagram

Front 108

'Critical Task'

Back 108

'A task that must finish on time for the entire project to finish on time. If a critical task is delayed

Front 109

'Cross-Stage Plan'

Back 109

'A detailed plan showing activities that span more than one stage in the project life cycle.'

Front 110

'Cybernetics'

Back 110

'The study of man-machine relationships to optimize output performance. Generally given inadequate attention on projects. See also Method Study.'

Front 111

'Dangle'

Back 111

'An activity in a network which has neither predecessors nor successors.'

Front 112

'Decomposing'

Back 112

'The process of reducing a project scope into its various elements resulting in a work breakdown structure.'

Front 113

'Dependency Arrow'

Back 113

'A link arrow used in an activity on node network to represent the interrelationships of activities in a project.'

Front 114

'Dependency Diagram'

Back 114

'Another name for a network or precedence diagram that shows the dependencies (precedence) between tasks.'

Front 115

'Discrete Milestone'

Back 115

'A milestone that has a definite scheduled occurrence in time.'

Front 116

'Dual Concern Model'

Back 116

'A graphical display in which the five negotiating strategies are plotted with Concern about Own Outcomes (X-axis) against Concern for Other Side#s Outcomes (Y-axis).'

Front 117

'Dummy Activity'

Back 117

'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 described with regular activity arrows. Dummies are shown graphically as a dashed

Front 118

'Duration Compression'

Back 118

'Shortening the project schedule without reducing the project scope. Duration compression is not always possible and often requires an increase in project cost.'

Front 119

'Dynamic Baseline Model

Back 119

'(DBM) - A conceptual model framework for: Exploring the evolution of project management behaviors

Front 120

'EAC'

Back 120

'EAC - Estimate at Completion. A value expressed in either dollars and/or hours

Front 121

'ECC'

Back 121

'Estimated Cost to Complete (ECC) - The remaining costs to be incurred to satisfy the complete scope of a project at a specific data date. The difference between the cost to date and the forecast final cost.'

Front 122

'ETC'

Back 122

'Estimate to Complete (ETC) - The value expressed in either dollars or hours developed to represent the cost of the work required to complete a task. The ETC is calculated as BAC - BCWP.'

Front 123

'EVMS'

Back 123

'Earned Value Management System - (EVMS) A management system and related sub-systems implemented to establish a relationship between cost

Front 124

'Earned Value Analysis'

Back 124

'Analysis of project progress where the actual money budgeted and spent is compared to the value of the work achieved.'

Front 125

'Earned Value'

Back 125

'A measure of the value of work performed so far. 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 plan.'

Front 126

'Effort-Driven Activity'

Back 126

'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.'

Front 127

'Elaboration'

Back 127

'The second phase of the Unified Process in which the concept developed in the conception phase is funded for problem domain analysis

Front 128

'End Tranche Assessment'

Back 128

'A review carried out at the outset of the benefits realization phase to verify the completion of all tranche projects and to plan for maximizing benefits from tranche projects and executing the next tranche.'

Front 129

'Essentials of Project Management'

Back 129

'The four essentials of project management are: Common Vocabulary

Front 130

'Estimate Class A'

Back 130

'An estimate based on complete contract documents and used as a control check on authorized expenditures prior to tendering.'

Front 131

'Estimate Class B'

Back 131

'An estimate based on completed preliminary design drawings. Upon acceptance

Front 132

'Estimate Class C'

Back 132

'An estimate based on completion of all work necessary to undertake preliminary design. This estimate must be based on knowledge of site conditions adequate to enable the identification of site related risks and the development of corresponding contingenc

Front 133

'Estimate Class D'

Back 133

'An Order of Magnitude estimate only. In all cases

Front 134

'Event-on-Node'

Back 134

'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 be completed. Used in the original Program Evaluation and Review Technique.'

Front 135

'Exculpatory Language'

Back 135

'Language in the contract documents which purports to release the liability of one party for certain actions which may occur during the performance of the work.'

Front 136

'Expected Value'

Back 136

'(EV) - A way for comparing the values/costs of different scenarios

Front 137

'Expediting'

Back 137

'Facilitating and accelerating progress by the removal of obstacles.'

Front 138

'Expert Power'

Back 138

'The ability (of a project manager) to gain support because project personnel perceive the project manager as possessing special knowledge or expertise (that functional personnel consider important.)'

Front 139

'FTC'

Back 139

'Forecast to Completion (FTC) - Forecast To Completion is the cost to completion based upon the actual performance to date and assumes that the rate of expenditure continues as at present i.e. FTC = ACWP x 100 / % complete'

Front 140

'Fast Tracking'

Back 140

'Compressing the project schedule by doing some or all of certain activities in parallel that would normally be done in sequence (such as design and construction).'

Front 141

'Feasibility Study'

Back 141

'The methods and techniques used to examine technical and cost data to determine the economic potential and the practicality of project applications. It involves the use of techniques such as the time value of money so that projects may be evaluated and c

Front 142

'Finish to Finish Lag'

Back 142

'The minimum amount of time that must pass between the finish of one activity and the finish of its successor(s). All lags are calculated when a project has its schedule computed. Finish-to Finish lags are often used with Start-to-Start lags.'

Front 143

'Finish to Start Lag'

Back 143

'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. All lags are calculated when a project has its schedule computed. In most cases

Front 144

'Firm Fixed Price Contract'

Back 144

'(FFP) - A contract where the buyer pays a set amount to the seller regardless of that seller#s cost to complete the work.'

Front 145

'Floating Task'

Back 145

'A task that can be performed earlier or later in the schedule without

Front 146

'Forcing'

Back 146

'The project manager uses his power to direct the solution. This is a type of win-lose agreement where one side gets its way and the other does not.'

Front 147

'Formal Authority'

Back 147

'The ability (of a project manager) to gain support because project personnel perceive the project manager as being officially empowered to issue orders.'

Front 148

'Forward Pass'

Back 148

'Calculating the earliest start dates moving from left to right along a network.'

Front 149

'Free Float'

Back 149

'The maximum amount by which an activity can be delayed beyond its early dates without delaying any successor activity beyond its early dates.'

Front 150

'Free Riding'

Back 150

'A situation where some project team members do less work than the others.'

Front 151

'Free Slack'

Back 151

'The amount of time a task can slip without delaying another task. For a task without successors

Front 152

'GERT'

Back 152

'Graphical Evaluation and Review Technique (GERT) - A network analysis technique that allows for conditional and probabilistic treatment of logical relationships (i.e.

Front 153

'Gantt Chart'

Back 153

'A chart using time lines and other symbols that illustrates multiple

Front 154

'Goal Setting Theory'

Back 154

'The view that when a manger sets clear

Front 155

'Hammock Activity'

Back 155

'An Activity that spans between two points in a network. It has no duration of its own but derives one from the time difference between the two points to which it is connected.'

Front 156

'Hanger'

Back 156

'An unintended break in a network path.'

Front 157

'Hard Project'

Back 157

'A project that has a well defined physical product as its outcome as distinct from a soft project

Front 158

'Harmonization'

Back 158

'The process and/or results of adjusting differences or inconsistency to bring significant aspects into agreement.'

Front 159

'Histogram'

Back 159

'A graph showing resource usage on the vertical axis against time on the horizontal axis.'

Front 160

'Hold Point'

Back 160

'A defined step during processing when work must stop so that authorized inspection can be conducted and the work approved and released for further progress.'

Front 161

'INCOTERMS'

Back 161

'A set of international terms defining conditions for delivery and shipping of equipment and materials.'

Front 162

'Impact

Back 162

risk'

Front 163

'Implied Warranty'

Back 163

'The legal theory that when an owner requires a contractor to execute a project in accordance with plans and specifications supplied by the owner

Front 164

'Imposed Date'

Back 164

'A predetermined calendar date set (usually externally) without regard to logical considerations of the network.'

Front 165

'Imposed Finish'

Back 165

'A finish date imposed on an activity by external constraints.'

Front 166

'Independent Float'

Back 166

'The degree of flexibility which an activity has which does not affect the float available on any preceding or succeeding activities.'

Front 167

'Inexcusable Delays'

Back 167

'Project delays that are attributable to negligence on the part of the contractor which lead in many cases to penalty payments.'

Front 168

'Initiation'

Back 168

'The process of preparing for

Front 169

'Input Restraints'

Back 169

'Imposed external restraints

Front 170

'Intangible Capital'

Back 170

'The market value of the knowledge

Front 171

'IBR'

Back 171

'Integrated Baseline Review (IBR) - A joint PM/Customer review to understand and assess the adequacy

Front 172

'Interactive Project Planning'

Back 172

'Project planning carried out in active cooperation between project participants. Forms a contrast to project planning centralized in the project manager.'

Front 173

'Investment Life-Cycle'

Back 173

'The lifetime of a project deliverable from inception to ultimate termination. Often there is uncertainty about the length of time over which a project will be operating and assumptions will have to be made.'

Front 174

'Key Success Indicators'

Back 174

'(KSI) - Those project management indicators that: are determined at the beginning of the project and listed in order of priority

Front 175

'Kickback'

Back 175

'Any money

Front 176

'Ladder'

Back 176

'Device for representing a set of overlapping activities in a network diagram.'

Front 177

'Lag Time'

Back 177

'The amount of time delay between the completion of one task and the start of its successor task.'

Front 178

'Lag'

Back 178

'The amount of time after one task is started or finished before the next task can be started or finished.'

Front 179

'Legacy Thinking'

Back 179

'Wedded to outmoded concepts and practices.'

Front 180

'Level Float'

Back 180

'The difference between the level finish and the late finish date.'

Front 181

'Loop'

Back 181

'A path in a network closed on itself passing through any node more than once on any given path. The network cannot be analyzed

Front 182

'MIS Quality Requirements'

Back 182

'The process of organizing a project#s objectives

Front 183

'Management Reserve'

Back 183

'(MR) - An amount of the owner#s total allocated budget withheld under the owner#s management control

Front 184

'Management Styles - Authoritarian'

Back 184

'Lets individuals know what is expected of them

Front 185

'Management Styles - Combative'

Back 185

'project manager that is marked by an eagerness to fight or be disagreeable over any given situation.'

Front 186

'Management Styles - Conciliatory'

Back 186

'A project manager that is friendly and agreeable; one that attempts to assemble and unite all project parties involved to provide a compatible working team.'

Front 187

'Management Styles - Disruptive'

Back 187

'A project manager that tends to break apart the unity of a group

Front 188

'Management Styles - Ethical'

Back 188

'A project manager that is honest

Front 189

'Management Styles - Facilitating'

Back 189

'The project manager is available to answer questions and give guidance when needed; he does not interfere with day to day tasks

Front 190

'Management Styles - Intimidating'

Back 190

'A project manager that frequently reprimands employees for the sake of an image as a tough guy

Front 191

'Management Styles - Judicial'

Back 191

'A project manager that exercises the use of sound judgment or is characterized by applying sound judgment to most areas of the project.'

Front 192

'Management Styles - Promotional'

Back 192

'Encourages subordinates to realize their full potential

Front 193

'Management Styles - Secretive'

Back 193

'A project manager that is not open or outgoing in speech activity

Front 194

'Management by Exception'

Back 194

'The issue of management reports to responsible managers only when action is called for. This helps the manager to avoid wading through voluminous reports where progress is going according to plan. However

Front 195

'Management by Methods'

Back 195

'(MBM) - Level 2 of a five level Dynamic Baseline Model in which those proficient in MBR build on their knowledge base

Front 196

'Management by Objectives'

Back 196

'(MBO) - A management theory that calls for managing people based on documented work statements mutually agreed to by manager and subordinate. Progress on these work statements is periodically reviewed

Front 197

'Management by Politics'

Back 197

'(MBP) - A potential Level 5 of a five level Dynamic Baseline Model structure. This is an extrapolation of the model which would lead to a management approach where the essential values of the corporation are a dynamic baseline. This would entail dealing

Front 198

'Management by Project'

Back 198

'A term that is gaining popularity

Front 199

'Management by Rules'

Back 199

'(MBR) - Level 1 of a five level Dynamic Baseline Model structure at which behavior

Front 200

'Management by Threshold'

Back 200

'A system approach in which deviation limits or thresholds for key parameters are set relative to the baseline plan. When thresholds are exceeded the system alerts management to review and take corrective action. Such a system is intended to avoid the nec

Front 201

'Management by Values'

Back 201

'(MBV) - Level 4 of a five level Dynamic Baseline Model structure in which an employee has the capacity to manipulate and evolve the objective throughout the project life cycle as appropriate to the overarching corporate values. MBV practitioners are expe

Front 202

'Management by Walking Around'

Back 202

'(MBWA) - Part of the Hewlett Packard legacy and popularized by management theorist Tom Peters. MBWA works on the assumption that a manager must circulate to fully understand the team#s performance and problems. The best managers

Front 203

'Matrix Organization'

Back 203

'A combination of the advantages of the pure functional (traditional) structure and the product organizational structure. The project manager has total responsibility and accountability for project success

Front 204

'Maturity Model'

Back 204

'A published framework as a basis for determining the degree of maturity of an organization

Front 205

'Milestone'

Back 205

'A point in time representing a key or important intermediate event in the life of a project. A milestone should be capable of validation by meeting all of the items prescribed in a defining checklist as agreed with the stakeholders.'

Front 206

'Mixed Organization'

Back 206

'This organizational structure includes functional groups

Front 207

'Negative Float'

Back 207

'The amount of time by which the early date of an activity exceeds its late date.'

Front 208

'Network Diagram'

Back 208

'A schematic display of the sequential and logical relationship of the activities which comprise the project. Two popular drawing conventions or notations for scheduling are arrow and precedence diagramming.'

Front 209

'Network Logic'

Back 209

'The collection of activity dependencies that make up a project network diagram.'

Front 210

'Node'

Back 210

'The start and end of activities in an activity on arrow network or the activity box in a precedence network.'

Front 211

'Normal Probability Distribution'

Back 211

'The continuous distribution most commonly used in statistics to make inferences about a population from sample data.'

Front 212

'Object-Oriented Analysis'

Back 212

'Analysis based on considering the system as a collection of objects (entities

Front 213

'Order of Magnitude Estimate'

Back 213

'(Accuracy -25

Front 214

'Organizational Breakdown Structure'

Back 214

'(OBS) - A hierarchical structure designed to pinpoint the area of an organization responsible for each part of a project.'

Front 215

'Organizational Factors'

Back 215

'The availability of expertise of personnel

Front 216

'Overrun'

Back 216

'An increase in the time or cost compared to the plan. A reduced scope without a corresponding reduction in the time or cost would be considered an overrun.'

Front 217

'PMBoK'

Back 217

'Project Management Body of Knowledge - (PMBoK) An inclusive term that describes the sum of knowledge within the profession of project management. As with other professions such as law and medicine

Front 218

'Parametric Cost Estimating'

Back 218

'Appraising the costs of a project based on knowledge gathered from similar

Front 219

'Parametric Estimating'

Back 219

'An estimating technique that uses a statistical relationship between historical data and other variables (e.g.

Front 220

'Pareto Diagram'

Back 220

'A histogram

Front 221

'Project Life Cycle'

Back 221

' The four sequential major time periods through which any project passes

Front 222

'Project Log'

Back 222

'A project diary. A chronological record of significant occurrences throughout the project.'

Front 223

'Project Manager'

Back 223

'(PM) - The person who heads up the project team and is assigned the authority and responsibility for conducting the project and meeting project objectives through project management.'

Front 224

'Project Matrix'

Back 224

'An organization matrix that is project based in which the functional structures are duplicated in each project.'

Front 225

'Project Monitoring '

Back 225

'Comparison of current project status with what was planned to be done to identify and report any deviations.'

Front 226

'Project Office'

Back 226

'A designated location where the administrative work of the project is conducted and the project management skills (resources) such as cost accounting

Front 227

'Project Oriented'

Back 227

'Typically organizations who have a predisposition to use projects as their corporate business approach

Front 228

'Project Portfolio'

Back 228

'The projects included in a particular program.'

Front 229

'Project Progress Report'

Back 229

'Formal statement that compares the project progress

Front 230

'Project Records Management'

Back 230

'The system and procedures established by the Company for the consistent and effective storage and retrieval of all project information for the efficient use by the project manager and his/her project Team.'

Front 231

'Project Reporting'

Back 231

'A planning activity involved with the development and issuance of (internal) TIME management analysis reports and (external) progress reports.'

Front 232

'Project Risk Management'

Back 232

'The process of identification

Front 233

'Project Risk'

Back 233

'The cumulative effect of the chances of uncertain occurrences which will adversely affect project objectives. It is the degree of exposure to negative events and their probable consequences. Project risk is characterized by three factors: risk event

Front 234

'Project Schedule'

Back 234

'Planned dates for starting and completing activities and milestones.'

Front 235

'Project Scope Management'

Back 235

'A subset of project management that includes initiation

Front 236

'Project Scope'

Back 236

'A concise and accurate description of the end products or deliverables to be expected from the project and that meet specified requirements as agreed between the Project

Front 237

'Project Stakeholder'

Back 237

'A person

Front 238

'Project Standard'

Back 238

'A norm

Front 239

'Project Status Report'

Back 239

'A report on the status of accomplishments and any variances to spending and schedule plans.'

Front 240

'Project constraint'

Back 240

'A factor that will limit the project management team#s options. For example

Front 241

'Punishment of the Innocent'

Back 241

'A humorous reference to what is perceived to happen when projects go wrong and scapegoats are found.'

Front 242

'Purchasing Strategy'

Back 242

'To the extent that there may be alternative approaches

Front 243

'Qualitative Risk Analysis'

Back 243

'A generic term for subjective methods of assessing risks.'

Front 244

'Quality Assurance Plan'

Back 244

'A plan that guarantees a quality approach and conformance to all customer requirements for all activities in a project.'

Front 245

'Quality Assurance'

Back 245

'All those planned and systematic actions necessary to provide adequate confidence that a product or service will satisfy given requirements for quality.'

Front 246

'Quality Audit'

Back 246

'A systematic and independent examination to determine whether quality activities and related results comply with planned arrangements and whether these arrangements are implemented effectively and are suitable to achieve objectives.'

Front 247

'Quality Criteria'

Back 247

'The characteristics of a product that determines whether it meets certain requirements.'

Front 248

'Quality Plan'

Back 248

'A document setting out the specific quality practices

Front 249

'Quantitative Control'

Back 249

'Any quantitative or statistically-based technique appropriate to analyze a software acquisition process

Front 250

'RAM'

Back 250

'Responsibility Assignment Matrix (RAM) - The RAM correlates the work required by a Contract Work Breakdown Structure (CWBS) element to the functional organization responsible for accomplishing the assigned tasks. The responsibility assignment matrix is

Front 251

'RF'

Back 251

'Remaining Float - The difference between the early finish and the late finish date.'

Front 252

'RFP'

Back 252

'Request for Proposal - A formal invitation containing a scope of work which seeks a formal response (proposal) describing both methodology and compensation to form the basis of a contract.'

Front 253

'ROI'

Back 253

'Return on Investment (ROI) - The financial return for a given outlay

Front 254

'Re-baseline'

Back 254

'Development of a revised implementation plan with new milestone schedules. Re-baselining is required in response to changed contract requirements

Front 255

'Readiness Assessment'

Back 255

'A meeting or series of meetings by selected members of the customer C/SCSC review team at a contractor

Front 256

'Recovery Schedule'

Back 256

'A special schedule showing special efforts to recover time lost compared to the master schedule.'

Front 257

'Recurring Costs'

Back 257

'Expenditures against specific tasks that would occur on a repetitive basis. Examples are sustaining engineering

Front 258

'Reengineering'

Back 258

'The process of redesigning a product

Front 259

'Referent Power'

Back 259

'The ability (of a project manager) to gain support because project personnel feel personally attracted to the manager or the project.'

Front 260

'Regression Analysis'

Back 260

'Where past data is insufficient for direct forecasting of future levels of activity it may still be possible to make assumptions based on relationships with other activities that can be forecast. This applies particularly to apportioned-effort tasks and

Front 261

'Regulations'

Back 261

'Rules or orders issued by an executive authority or regulatory agency of a government and having the force of law.'

Front 262

'Remaining Available Resource'

Back 262

'The difference between the resource availability pool and the level schedule resource requirements. Computed from the resource allocation process.'

Front 263

'Replacement Theory'

Back 263

'A statistical methodology for arriving at the optimum life of replaceable elements in a project. It considers replacement cost

Front 264

'Requirement'

Back 264

'A description of a condition or capability to which a system must conform; either derived directly from user needs

Front 265

'Requirements Traceability Matrix'

Back 265

'A document that maps the parent-child relationships of requirements.'

Front 266

'Requirements Traceability'

Back 266

'The management of the parent/child relationships of all system requirements.'

Front 267

'Reserve'

Back 267

'A provision in the project plan to mitigate cost and/or schedule risk. Often used with a modifier (e.g.

Front 268

'Residual Risks'

Back 268

'Those risks which are not avoided

Front 269

'Resource Constraint'

Back 269

'Limitation due to the availability of a resource.'

Front 270

'Resource Optimization'

Back 270

'A generic term for resource leveling and resource smoothing.'

Front 271

'Resourcing Plan'

Back 271

'Part of the definition statement stating how the program will be resource loaded and what supporting services

Front 272

'Response Planning'

Back 272

'The process of formulating suitable risk management strategies for the project

Front 273

'Risk & Readiness Assessment'

Back 273

'An evaluation

Front 274

'Risk Analysis'

Back 274

'An examination of risk areas or events to assess the probable consequences for each event

Front 275

'Risk Assessment'

Back 275

'The process of identifying potential risks

Front 276

'Risk Assumption'

Back 276

'Risk assumption is an acknowledgment of the existence of a particular risk situation and a conscious decision to accept the associated level of risk

Front 277

'Risk Avoidance'

Back 277

'The process of planning activities so as to avoid identified risks by using an alternative method.'

Front 278

'Risk Management Plan'

Back 278

'A document defining how Project Risk Analysis and Management is to be implemented in the context of a particular project.'

Front 279

'Risk Management'

Back 279

'An organized assessment and control of project risks.'

Front 280

'Risk Matrix'

Back 280

'A matrix with risks located in rows

Front 281

'Risk Mitigation Strategy'

Back 281

'An overall plan for mitigating the risks in the investment activity.'

Front 282

'Risk Mitigation'

Back 282

'The act of revising the project#s scope

Front 283

'Risk Quantification'

Back 283

'Process of applying values to the various aspects of a risk.'

Front 284

'Risk Response Plan'

Back 284

'A plan (prepared towards the end of the risk review) for controlling the risks once implementation begins.'

Front 285

'Risk Response'

Back 285

'The planned or actual action in response to a risk event.'

Front 286

'Risk Sharing'

Back 286

'Diminution of a risk by sharing it with others

Front 287

'Risk Transfer'

Back 287

'A contractual arrangement between two parties for delivery and acceptance of a product where the liability for the costs of a risk is be transferred from one party to the other.'

Front 288

'Risk'

Back 288

'The probability of an undesirable outcome.'

Front 289

'Rolling Wave'

Back 289

'A term used in scheduling to imply detailed planning or scheduling over a short horizon. Each period

Front 290

'Rough Order of Magnitude Estimate'

Back 290

'(ROM) - Estimated cost based on approximate cost models or expert analysis. It is usually based on top level requirements or specifications

Front 291

'Runaway Project'

Back 291

'A term coined by the consultancy KPMG to identify mainly IT projects which resist termination. Typified by a constantly changing specification and absorption of much extra resource and cost in a desperate effort to get the project finished.'

Front 292

'S Curve'

Back 292

'A display of cumulative costs

Front 293

'SC'

Back 293

'Scheduled Cost (SC) - The total cost of work when completed as calculated according to the current schedule.'

Front 294

'SF'

Back 294

'Scheduled Finish (SF) - The date calculated by the resource scheduling program as the earliest date on which an activity can finish

Front 295

'SOW'

Back 295

'Statement of Work - A narrative description of the work to be performed.'

Front 296

'SPI'

Back 296

'Scheduled Performance Indicator (SPI) - The ratio of BCWP to BCWS i.e. SPI = BCWP / BCWS. A positive value (i.e. greater than 1) indicates that work is ahead of schedule. A negative value (i.e. less than 1) indicates that work is behind schedule.'

Front 297

'SV'

Back 297

'Schedule Variance (SV) - Either Any difference between the scheduled completion of an activity and the actual completion of that activity

Front 298

'SWOT Analysis'

Back 298

'A process whereby a group of people determine: Strengths - What Strengths do we have? (How can we take advantage of them?)

Front 299

'Sample Size'

Back 299

'The number of units of product in the sample selected for inspection.'

Front 300

'Sampling Frequency'

Back 300

'(f) - The sampling frequency

Front 301

'Sampling'

Back 301

'The technique of selecting a representative part of a population for the purpose of determining parameters or characteristics of the whole population. A small part selected as a sample for inspection or analysis.'

Front 302

'Scanning'

Back 302

'Investigating or examining thoroughly by checking point-by-point and often repeatedly.'

Front 303

'Scenario Planning'

Back 303

'The planning of responses

Front 304

'Schedule Refinement'

Back 304

'The rework

Front 305

'Schedule Risk'

Back 305

'The potential problems the team might encounter in meeting the deadlines for the final deliverable.'

Front 306

'Scope Changes'

Back 306

'Any change in the project#s deliverables from that which was originally intended

Front 307

'Scope Constraints'

Back 307

'Applicable restrictions which will affect the scope.'

Front 308

'Scope Creep'

Back 308

'On-going requirements increase without corresponding adjustment of approved cost and schedule allowances. As some projects progress

Front 309

'Scope Criteria'

Back 309

'Standards or rules composed of parameters to be considered in defining the project.'

Front 310

'Scope Definition'

Back 310

'Breaking down a deliverable in to smaller manageable parts to ensure better control.'

Front 311

'Scope Management'

Back 311

'The function of controlling a project in terms of its goals and objectives through the processes of conceptual development

Front 312

'Scope Risk'

Back 312

'The potential problems the team might encounter in creation of a final deliverable. Also known as technical risk.'

Front 313

'Scope Verification'

Back 313

'Ensuring all identified project deliverables have been completed satisfactorily.'

Front 314

'Scope'

Back 314

'The definition that describes the project#s product deliverables. See also Managing Scope.'

Front 315

'Screening'

Back 315

'Techniques used for reviewing

Front 316

'Secondary Float'

Back 316

'(SF) - The difference between the CPM calculated early finish and the imposed finish date.'

Front 317

'Self-Inspection'

Back 317

'A service by a company or organization that is responsible for inspection of its own work.'

Front 318

'Show Stopper'

Back 318

'An event or condition serious enough to halt or severely impede a project unless confronted and eliminated.'

Front 319

'Slip Chart'

Back 319

'A pictorial representation of the predicted completion dates of milestones (also referred to as Trend Chart.'

Front 320

'Slippage'

Back 320

'The amount of time a task has been delayed from its original baseline plan. The slippage is the difference between the scheduled start or finish date for a task and the baseline start or finish date. Slippage can occur when a baseline plan is set and th

Front 321

'Smoothing'

Back 321

'Differences between two groups are played down and the strong points of agreement are given the most attention.'

Front 322

'Soft Project'

Back 322

'A project which is intended to bring about some form of change

Front 323

'Sole Sourcing'

Back 323

'The acquisition of supplies or services after soliciting and negotiating with only one source.'

Front 324

'Splitting'

Back 324

'In resource scheduling

Front 325

'Sponsor'

Back 325

'The executive who manages

Front 326

'Stabilization'

Back 326

'The period of time between continuous operation and normal operation. This period encompasses those activities necessary to establish reliable operation at design conditions of capacity

Front 327

'Stand Alone'

Back 327

'A system which performs its function requiring little or no assistance from interfacing systems.'

Front 328

'Standard Cost'

Back 328

'The normal expected cost of an operation

Front 329

'Standard Deviation'

Back 329

'A measure of the dispersion of possible outcomes. Mathematically

Front 330

'Standard Project Cost Accounting'

Back 330

'The standards associated with a project cost accounting system. Unlike the Generally Accepted Accounting Principles (GAAP) of corporate accounting

Front 331

'Standard'

Back 331

'A specific statement of the rules and constraints governing the naming

Front 332

'Standards'

Back 332

'Established or accepted rules

Front 333

'Statistical Quality Control'

Back 333

'Various statistical methods and relationships are available for determining performance quality and the adjustment necessary to achieve specified results. Used particularly in the sampling of high volume materials such as steel and concrete strengths

Front 334

'Statistics'

Back 334

'The mathematical methods used to determine the best range of probable values for a project and to assess the degree of accuracy or allowance for unpredictable future events such as accidents

Front 335

'Status Report'

Back 335

'A written report given to both the project team and to a responsible person on a regular basis stating the position of an activity

Front 336

'Steering Committee'

Back 336

'Formal group representing the owner or client.'

Front 337

'Storming'

Back 337

'The second stage of team building where conflicts arise as members of the group try to exert leadership and exert influence over methods of operation.'

Front 338

'Strategic Risk'

Back 338

'Any risk event which has serious or catastrophic consequences even though the probability of occurrence may be quite low.'

Front 339

'Sunk Costs'

Back 339

'Costs which could not be avoided even if the project were to be terminated.'

Front 340

'TAB'

Back 340

'Total Allocated Budget (TAB) - The sum of all budgets allocated to a contract. Total Allocated Budget consists of the performance measurement baseline plus all management or contingency reserves. The TAB will reconcile directly to the Contract Budget Ba

Front 341

'TAE'

Back 341

'Total Anticipated Expenditures (TAE) - The sum of work-to-date plus obligations plus planned future expenditures

Front 342

'TQM'

Back 342

'Total Quality Management (TQM) - A strategic

Front 343

'Team Building'

Back 343

'The process of influencing a group of diverse individuals

Front 344

'Termination for Convenience'

Back 344

'A unilateral right of the buyer to terminate any or all of a contractual effort for any reason at any time.'

Front 345

'Termination for Default'

Back 345

'Buyer action to cancel a procurement that is not meeting contract requirements. Default relates to failure of the contractor to perform contract work within the specified time or any other provisions of the contract.'

Front 346

'Test Plan'

Back 346

'A description of the tests needed to complete a project properly.'

Front 347

'Thresholds'

Back 347

'Monetary

Front 348

'Tiger Team'

Back 348

'A team established to focus on visibility

Front 349

'Time Box'

Back 349

'The calendar limits within which an activity is required or expected to occur.'

Front 350

'Top Down Cost Estimating'

Back 350

'The preparation of a cost estimate by using judgment and experience to arrive at an overall total amount

Front 351

'Tracking'

Back 351

'Collecting actual time

Front 352

'Tranche'

Back 352

'A block of work within the program

Front 353

'Transit Time'

Back 353

'Dependency link that requires time and no other resources. It may be a negative time.'

Front 354

'Transition Plan'

Back 354

'Part of the program definition statement that describes how the transition from the current business operation to the new environment of the blueprint will be managed.'

Front 355

'Trend Line'

Back 355

'A line on a schedule or chart showing the pattern of progress that is being set over time

Front 356

'Trial Balloon'

Back 356

'A tentative plan offered to test the reaction of a particular audience.'

Front 357

'Triple Constraint'

Back 357

'The term used to describe the three key project objectives that must be simultaneously accomplished

Front 358

'Turnaround Report'

Back 358

'A report created especially 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.'

Front 359

'Undistributed Budget'

Back 359

'(UB) - Budget applicable to contract effort which has not yet been identified to specific cost accounts or work packages.'

Front 360

'Usage Variance'

Back 360

'The difference between the budgeted quantity of materials and the actual quantity used.'

Front 361

'VAC'

Back 361

'Variance at Completion - (VAC) The budget at completion less the estimate at completion. A negative result indicates that the project is over budget.'

Front 362

'Value Analysis'

Back 362

'An activity devoted to optimizing cost performance. It is the systematic use of techniques which identify the required functions of an item

Front 363

'Variance Threshold'

Back 363

'The amount of a variance which will require a formal problem analysis report

Front 364

'Venn Diagram'

Back 364

'A diagram in which closed circles represent separately identifiable sets and their logical commonality or distinction by the inclusion

Front 365

'Virtual Collocation'

Back 365

'An arrangement whereby project team members meet as often as necessary through teleconferencing. This arrangement has been made necessary for companies who operate globally

Front 366

'WBS Dictionary'

Back 366

'A document that describes each element in the WBS including a Statement of Work (SOW)

Front 367

'WBS'

Back 367

'Work Breakdown Structure (WBS) - A task oriented detailed breakdown

Front 368

'Wet and Dry Test Runs'

Back 368

'A procedure for testing plant and equipment prior to full commissioning. Dry test runs imply tests without product throughput

Front 369

'What-If Analysis'

Back 369

'The process of evaluating alternative strategies.'

Front 370

'Work Acceptance'

Back 370

'Work is considered accepted when it is conducted

Front 371

'ABC'

Back 371

'Activity Based Costing (ABC) - A methodology that measures the cost and performance of activities

Front 372

'ABM'

Back 372

'Activity Based Management (ABM) - The broad discipline that focuses on achieving customer value and company profit by way of the management of activities. It draws on activity-based costing as a major source of information.'

Front 373

'ACWP'

Back 373

'Actual Cost of Work Performed - (ACWP) Total costs incurred (direct and indirect) in accomplishing work during a given time period. ACWP is used in the earned value method of progress measurement. See also earned value analysis.'

Front 374

'ADM'

Back 374

'Arrow Diagram Method (ADM) - One of two conventions used to represent an activity in a project. Also known as Activity on Arrow method.'

Front 375

'ALAP'

Back 375

'As-Late-As-Possible (ALAP) - An activity for which the application sets the early dates as late as possible without delaying the early dates of any successor.'

Front 376

'AMR'

Back 376

'Advanced Material Release (AMR) - 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.'

Front 377

'APR'

Back 377

'Acquisition Plan Review (APR) - The control gate to approve the Acquisition Plan. The APR is the decision point to initiate the project and commit funding

Front 378

'ATP'

Back 378

'Acceptance Test Procedure (ATP) - Detailed step-by-step instructions for the setup

Front 379

'Abstract Resource'

Back 379

'Imaginary resource introduced so that its availability and activity requirement gives an extra means of control. For example

Front 380

'Acquisition Evaluation'

Back 380

'Review and analysis of responses to determine supplier#s ability to perform the work as requested. This activity may include an evaluation of suppliers financial resources

Front 381

'Acquisition Plan'

Back 381

'The document that describes the approach for acquisition. It defines competitive or sole source

Front 382

'Actual and Scheduled Progress'

Back 382

'A comparison of the observable work done at a given time with the work planned up to that time.'

Front 383

'Added Value'

Back 383

'The addition of some worthwhile quality or performance improvement as a result of some action taken

Front 384

'Aggregation'

Back 384

'Summation of parts. Typically used in reference to estimating.'

Front 385

'Allowable Cost'

Back 385

'A cost that meets the tests of: Reasonableness

Front 386

'Assumption'

Back 386

'There may be external circumstances or events that must occur for the project to be successful. If you believe such an event is likely to happen

Front 387

'Attrition'

Back 387

'The loss of a resource due to causes beyond the jurisdiction of the project manager such as the death or resignation of an employee

Front 388

'Avoidance'

Back 388

'Keeping away from. Typically used as a risk reduction strategy by adopting a Workaround.'

Front 389

'BAC'

Back 389

'Baseline at Completion (BAC) - Total completed cost of work as originally planned.'

Front 390

'BCWP'

Back 390

'Budgeted Cost of Work Performed (BCWP) - The sum of the budgets for completed portions of in-process work

Front 391

'BCWS'

Back 391

'Budgeted Cost of Work Scheduled (BCWS) - The sum of the budgets for work scheduled to be accomplished (including in-process work)

Front 392

'BEC'

Back 392

'Budgeted Elapsed Cost'

Front 393

'BOOT'

Back 393

'Build

Front 394

'Backcharge'

Back 394

'The cost of corrective action taken by the purchaser

Front 395

'Backward Pass'

Back 395

'Calculation of the latest finish times by working from finish to start for the uncompleted portion of a network of activities.'

Front 396

'Balanced Matrix'

Back 396

'An organizational matrix where functions and projects have the same priority.'

Front 397

'Balanced Scorecard Approach'

Back 397

'(BSA) - A business methodology designed to assess the performance of an enterprise in more than just financial terms

Front 398

'Barriers'

Back 398

'Obstacles in the way of progress

Front 399

'Baseline Cost'

Back 399

'The amount of money an Activity was intended to cost when the Baseline Plan was established.'

Front 400

'Baseline Schedule'

Back 400

'A fixed project schedule that 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 bee

Front 401

'Baseline'

Back 401

'The value or condition against which all future measurements will be compared.'

Front 402

'Baseline

Back 402

budget'

Front 403

'Benchmarking'

Back 403

'The search for industry best practices that lead to superior performance.'

Front 404

'Benefits Management Plan'

Back 404

'A project statement of who is responsible for achieving the benefits

Front 405

'Best Practices'

Back 405

'Techniques that agencies may use to help detect problems in the acquisition

Front 406

'Blanket Purchase Agreement'

Back 406

'(BPA) - A simplified method of filling anticipated repetitive needs for supplies or services by establishing charge accounts with qualified sources of supply.'

Front 407

'Bottom Up Cost Estimate'

Back 407

'An estimate derived by summing detailed cost estimates of individual work packages (labor and materials) and applying appropriate cost burdens.'

Front 408

'Breadboarding'

Back 408

'The creation of an experimental device to determine the feasibility of an idea

Front 409

'Breakdown Structure'

Back 409

'A hierarchical structure by which project elements are broken down

Front 410

'Bribe'

Back 410

'A price

Front 411

'Burn Rate'

Back 411

'The rate at which funds or man-hours are being expended on a project.'

Front 412

'Burst Node'

Back 412

'In a network diagram

Front 413

'CMM'

Back 413

'Capability Maturity Model (CMM) - A description of the stages through which organizations evolve as they define

Front 414

'CPFF'

Back 414

'Cost Plus Fixed Fee Contract (CPFF) - A type of contract where the buyer reimburses the seller for the seller#s allowable costs plus a fixed fee.'

Front 415

'CPI'

Back 415

'Cost Performance Index (CPI) - The cost efficiency factor representing the relationship between the actual costs expended and the value of the physical work performed.'

Front 416

'CPIFC'

Back 416

'Cost Plus Incentive Fee Contract (CPIFC) - A type of Contract where the buyer reimburses the seller for the seller#s allowable costs and the seller earns a profit if defined criteria are met.'

Front 417

'CPPC'

Back 417

'Cost Plus Percentage of Cost Contract (CPPC) - Provides reimbursement of allowable cost of services performed plus an agreed upon percentage of the estimated cost as profit.'

Front 418

'CV'

Back 418

'Cost Variance'

Front 419

'Calendar Unit'

Back 419

'The smallest unit of time used in scheduling the project. Calendar units are generally in hours

Front 420

'Carryover Type 1'

Back 420

'A project fiscal expenditure management term. The sum of contractual commitments that must be paid in the next fiscal period arising from outstanding obligations including associated engineering and support costs.'

Front 421

'Carryover Type 2'

Back 421

'A project fiscal expenditure management term. That portion of Planned Future Expenditures contractually committed plus associated support costs which may be paid in the next fiscal period which would extend into the next fiscal year if the planned future

Front 422

'Cascade Chart'

Back 422

'Bar chart on which the vertical order of activities is such that each activity is dependent only on activities higher in the list.'

Front 423

'Cash Flow Analysis'

Back 423

'The activity of establishing cash flow (dollars in and out of the project) by month and the accumulated total cash flow for the project for the measurement of actual versus the budget costs. This is necessary to allow for funding of the project at the l

Front 424

'Change Control'

Back 424

'The review

Front 425

'Change Management Plan'

Back 425

'A defined process for making changes to a project plan.'

Front 426

'Chart of Accounts'

Back 426

'Any numbering system used to monitor project costs by category

Front 427

'Child'

Back 427

'A lower-level element in a hierarchical structure.'

Front 428

'Closed Projects'

Back 428

'Projects that have either been completed

Front 429

'Closeout'

Back 429

'The completion of all work on a project.'

Front 430

'Coaching'

Back 430

'The process of assisting people to improve their performance.'

Front 431

'Collaboration'

Back 431

'Working together

Front 432

'Collapsing'

Back 432

'In an outline

Front 433

'Commission and Handover'

Back 433

'The completion

Front 434

'Commissioning'

Back 434

'Advancement of an installation from the stage of static completion to full working order and achievement of the specified operational requirements.'

Front 435

'Communication Channels'

Back 435

'The path along which the exchange of information takes place or is supposed to take place. Typically refers to the sequence of individuals in a chain of command.'

Front 436

'Component-Based Development'

Back 436

'(CBD) - The creation and deployment of software-intensive systems assembled from components as well as the development and harvesting of such components.'

Front 437

'Compromise'

Back 437

'Both sides agree such that each wins or loses a few points.'

Front 438

'Conditional Risk'

Back 438

'Risk that occurs under certain conditions or is accepted provided that certain conditions are met.'

Front 439

'Conflict Management'

Back 439

'Handling of conflicts between project participants or groups in order to create optimal project results.'

Front 440

'Conflict Resolution'

Back 440

'To seek a solution to a problem

Front 441

'Constraint'

Back 441

'A restriction that must be balanced with all other constraints to achieve project success. The four primary and universal project constraints are scope

Front 442

'Consultant'

Back 442

'One who provides some specialized service based on their special qualifications

Front 443

'Contingencies'

Back 443

'Specific provision(s) to mitigate random or unknown project risks from causing project failure or frequent baseline changes.'

Front 444

'Contingency Allowance'

Back 444

'Specific provision to cover variations which may occur in the expected values of elements of cost or schedule

Front 445

'Contingency Plan'

Back 445

'A fallback position

Front 446

'Contingency Reserve'

Back 446

'A provision held by the project sponsor for possible changes in project scope or quality. Scope and quality changes constitute changes in the project manager#s mandate and will affect the project#s cost and schedule.'

Front 447

'Contract Closeout'

Back 447

'Contract closeout activities which assure that the contractor has fulfilled all contractual obligations and has released all claims and liens in connection with work performed.'

Front 448

'Contract Risk'

Back 448

'The potential and consideration of risk in procurement actions. Generally the forces of supply and demand determine who should have the maximum risk of contract performance but the objective is to place on the supplier the maximum performance risk while

Front 449

'Contraints'

Back 449

'Mostly time

Front 450

'Control Gate'

Back 450

'A major project milestone at which the project sponsor has the opportunity at the end of one phase of exercising a

Front 451

'Control Theory'

Back 451

'The view that motivation by goal setting can be further extended by understanding and predicting how humans process information and make decisions about how much effort to put forth. Based on metacognitive theory of motivation

Front 452

'Controllable Risks'

Back 452

'Those risks to the project which

Front 453

'Coordinated Matrix'

Back 453

'An organizational structure where the project leader reports to the functional manager and doesn#t have authority over team members from other departments.'

Front 454

'Corporate Constraints'

Back 454

'Limitations to the activities of a corporation. These may be as a result of the corporation#s charter

Front 455

'Corporate Responsibility Matrix'

Back 455

'A responsibility matrix depicted at the corporate level and from the corporate perspective.'

Front 456

'Cost Analysis'

Back 456

'The analysis of the cost elements of a proposal or on-going work. It includes verification of cost data

Front 457

'Cost Avoidance'

Back 457

'An action taken in the present designed to decrease costs in the future.'

Front 458

'Cost Baseline'

Back 458

'A time-phased budget used to measure and monitor cost performance. It is developed by summing estimated costs by period and is usually displayed in the form of an S curve.'

Front 459

'Cost Benefit Analysis'

Back 459

'An analysis of the relationship between the costs of undertaking a task or project

Front 460

'Cost Control Point'

Back 460

'The point within a program at which costs are entered and controlled. Frequently

Front 461

'Cost Control System'

Back 461

'Any system of keeping costs within the bounds of budgets or standards based upon work actually performed. Cost Control is typically a level in the budget element breakdown structure.'

Front 462

'Cost Curve'

Back 462

'A graph plotted against a horizontal time scale and cumulative cost vertical scale.'

Front 463

'Cost Estimate Classification System'

Back 463

'A five-level cost estimate system based on the amount of project information available developed by the American Association of Cost Engineers

Front 464

'Cost Plus Fixed Fee Contract'

Back 464

'(CPFF) - A form of contractual arrangement in which the customer agrees to reimburse the contractor#s actual costs

Front 465

'Cost Plus Incentive Fee Contract'

Back 465

'(CPIFC) A type of Contract where the buyer reimburses the seller for the seller#s allowable costs and the seller earns a profit if defined criteria are met.'

Front 466

'Cost Plus Percentage of Cost Contract'

Back 466

'Provides reimbursement of allowable cost of services performed plus an agreed upon percentage of the estimated cost as profit.'

Front 467

'Cost Reimbursable Contract'

Back 467

'A contract that provides for payment of allowable incurred costs

Front 468

'Cost Types'

Back 468

'Four different cost types are typically associated with the scope of work in a cost class. They reflect whether a cost is authorized

Front 469

'Cost Variance'

Back 469

'(CV) - The difference between the budgeted and actual cost of work performed.'

Front 470

'Cost-Benefit Analysis'

Back 470

'An analysis

Front 471

'Countermeasures'

Back 471

'Preventive actions that are chosen by the project team to reduce either scope or schedule risk.'

Front 472

'Crash Costs'

Back 472

'The cost of reducing an Activity to its Crash Duration.'

Front 473

'Crashing'

Back 473

'Action to decrease the duration of an activity or project by increasing the expenditure of resources.'

Front 474

'Critical Factors'

Back 474

'Favorable or adverse conditions that may exist or be expected that may significantly impact the course of a project. See also Critical Success Factors.'

Front 475

'Critical Path Analysis'

Back 475

'Procedure for calculating the critical path and floats in a network.'

Front 476

'Critical Path Method'

Back 476

'(CPM) - A technique used to predict project duration by analyzing which sequence of activities has the least amount of scheduling flexibility. Early dates are figured by a forward pass using a specific start date and late dates are figured by using a bac

Front 477

'Critical Path'

Back 477

'The series of tasks that must finish on time for the entire project to finish on schedule. Each task on the critical path is a critical task. In a network diagram

Front 478

'Critical Task'

Back 478

'A task that must finish on time for the entire project to finish on time. If a critical task is delayed

Front 479

'Cross-Stage Plan'

Back 479

'A detailed plan showing activities that span more than one stage in the project life cycle.'

Front 480

'Cybernetics'

Back 480

'The study of man-machine relationships to optimize output performance. Generally given inadequate attention on projects. See also Method Study.'

Front 481

'Dangle'

Back 481

'An activity in a network which has neither predecessors nor successors.'

Front 482

'Decomposing'

Back 482

'The process of reducing a project scope into its various elements resulting in a work breakdown structure.'

Front 483

'Dependency Arrow'

Back 483

'A link arrow used in an activity on node network to represent the interrelationships of activities in a project.'

Front 484

'Dependency Diagram'

Back 484

'Another name for a network or precedence diagram that shows the dependencies (precedence) between tasks.'

Front 485

'Discrete Milestone'

Back 485

'A milestone that has a definite scheduled occurrence in time.'

Front 486

'Dual Concern Model'

Back 486

'A graphical display in which the five negotiating strategies are plotted with Concern about Own Outcomes (X-axis) against Concern for Other Side#s Outcomes (Y-axis).'

Front 487

'Dummy Activity'

Back 487

'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 described with regular activity arrows. Dummies are shown graphically as a dashed

Front 488

'Duration Compression'

Back 488

'Shortening the project schedule without reducing the project scope. Duration compression is not always possible and often requires an increase in project cost.'

Front 489

'Dynamic Baseline Model

Back 489

'(DBM) - A conceptual model framework for: Exploring the evolution of project management behaviors

Front 490

'EAC'

Back 490

'EAC - Estimate at Completion. A value expressed in either dollars and/or hours

Front 491

'ECC'

Back 491

'Estimated Cost to Complete (ECC) - The remaining costs to be incurred to satisfy the complete scope of a project at a specific data date. The difference between the cost to date and the forecast final cost.'

Front 492

'ETC'

Back 492

'Estimate to Complete (ETC) - The value expressed in either dollars or hours developed to represent the cost of the work required to complete a task. The ETC is calculated as BAC - BCWP.'

Front 493

'EVMS'

Back 493

'Earned Value Management System - (EVMS) A management system and related sub-systems implemented to establish a relationship between cost

Front 494

'Earned Value Analysis'

Back 494

'Analysis of project progress where the actual money budgeted and spent is compared to the value of the work achieved.'

Front 495

'Earned Value'

Back 495

'A measure of the value of work performed so far. 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 plan.'

Front 496

'Effort-Driven Activity'

Back 496

'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.'

Front 497

'Elaboration'

Back 497

'The second phase of the Unified Process in which the concept developed in the conception phase is funded for problem domain analysis

Front 498

'End Tranche Assessment'

Back 498

'A review carried out at the outset of the benefits realization phase to verify the completion of all tranche projects and to plan for maximizing benefits from tranche projects and executing the next tranche.'

Front 499

'Essentials of Project Management'

Back 499

'The four essentials of project management are: Common Vocabulary

Front 500

'Estimate Class A'

Back 500

'An estimate based on complete contract documents and used as a control check on authorized expenditures prior to tendering.'

Front 501

'Estimate Class B'

Back 501

'An estimate based on completed preliminary design drawings. Upon acceptance

Front 502

'Estimate Class C'

Back 502

'An estimate based on completion of all work necessary to undertake preliminary design. This estimate must be based on knowledge of site conditions adequate to enable the identification of site related risks and the development of corresponding contingenc

Front 503

'Estimate Class D'

Back 503

'An Order of Magnitude estimate only. In all cases

Front 504

'Event-on-Node'

Back 504

'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 be completed. Used in the original Program Evaluation and Review Technique.'

Front 505

'Exculpatory Language'

Back 505

'Language in the contract documents which purports to release the liability of one party for certain actions which may occur during the performance of the work.'

Front 506

'Expected Value'

Back 506

'(EV) - A way for comparing the values/costs of different scenarios

Front 507

'Expediting'

Back 507

'Facilitating and accelerating progress by the removal of obstacles.'

Front 508

'Expert Power'

Back 508

'The ability (of a project manager) to gain support because project personnel perceive the project manager as possessing special knowledge or expertise (that functional personnel consider important.)'

Front 509

'FTC'

Back 509

'Forecast to Completion (FTC) - Forecast To Completion is the cost to completion based upon the actual performance to date and assumes that the rate of expenditure continues as at present i.e. FTC = ACWP x 100 / % complete'

Front 510

'Fast Tracking'

Back 510

'Compressing the project schedule by doing some or all of certain activities in parallel that would normally be done in sequence (such as design and construction).'

Front 511

'Feasibility Study'

Back 511

'The methods and techniques used to examine technical and cost data to determine the economic potential and the practicality of project applications. It involves the use of techniques such as the time value of money so that projects may be evaluated and c

Front 512

'Finish to Finish Lag'

Back 512

'The minimum amount of time that must pass between the finish of one activity and the finish of its successor(s). All lags are calculated when a project has its schedule computed. Finish-to Finish lags are often used with Start-to-Start lags.'

Front 513

'Finish to Start Lag'

Back 513

'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. All lags are calculated when a project has its schedule computed. In most cases

Front 514

'Firm Fixed Price Contract'

Back 514

'(FFP) - A contract where the buyer pays a set amount to the seller regardless of that seller#s cost to complete the work.'

Front 515

'Floating Task'

Back 515

'A task that can be performed earlier or later in the schedule without

Front 516

'Forcing'

Back 516

'The project manager uses his power to direct the solution. This is a type of win-lose agreement where one side gets its way and the other does not.'

Front 517

'Formal Authority'

Back 517

'The ability (of a project manager) to gain support because project personnel perceive the project manager as being officially empowered to issue orders.'

Front 518

'Forward Pass'

Back 518

'Calculating the earliest start dates moving from left to right along a network.'

Front 519

'Free Float'

Back 519

'The maximum amount by which an activity can be delayed beyond its early dates without delaying any successor activity beyond its early dates.'

Front 520

'Free Riding'

Back 520

'A situation where some project team members do less work than the others.'

Front 521

'Free Slack'

Back 521

'The amount of time a task can slip without delaying another task. For a task without successors

Front 522

'GERT'

Back 522

'Graphical Evaluation and Review Technique (GERT) - A network analysis technique that allows for conditional and probabilistic treatment of logical relationships (i.e.

Front 523

'Gantt Chart'

Back 523

'A chart using time lines and other symbols that illustrates multiple

Front 524

'Goal Setting Theory'

Back 524

'The view that when a manger sets clear

Front 525

'Hammock Activity'

Back 525

'An Activity that spans between two points in a network. It has no duration of its own but derives one from the time difference between the two points to which it is connected.'

Front 526

'Hanger'

Back 526

'An unintended break in a network path.'

Front 527

'Hard Project'

Back 527

'A project that has a well defined physical product as its outcome as distinct from a soft project

Front 528

'Harmonization'

Back 528

'The process and/or results of adjusting differences or inconsistency to bring significant aspects into agreement.'

Front 529

'Histogram'

Back 529

'A graph showing resource usage on the vertical axis against time on the horizontal axis.'

Front 530

'Hold Point'

Back 530

'A defined step during processing when work must stop so that authorized inspection can be conducted and the work approved and released for further progress.'

Front 531

'INCOTERMS'

Back 531

'A set of international terms defining conditions for delivery and shipping of equipment and materials.'

Front 532

'Impact

Back 532

risk'

Front 533

'Implied Warranty'

Back 533

'The legal theory that when an owner requires a contractor to execute a project in accordance with plans and specifications supplied by the owner

Front 534

'Imposed Date'

Back 534

'A predetermined calendar date set (usually externally) without regard to logical considerations of the network.'

Front 535

'Imposed Finish'

Back 535

'A finish date imposed on an activity by external constraints.'

Front 536

'Independent Float'

Back 536

'The degree of flexibility which an activity has which does not affect the float available on any preceding or succeeding activities.'

Front 537

'Inexcusable Delays'

Back 537

'Project delays that are attributable to negligence on the part of the contractor which lead in many cases to penalty payments.'

Front 538

'Initiation'

Back 538

'The process of preparing for

Front 539

'Input Restraints'

Back 539

'Imposed external restraints

Front 540

'Intangible Capital'

Back 540

'The market value of the knowledge

Front 541

'IBR'

Back 541

'Integrated Baseline Review (IBR) - A joint PM/Customer review to understand and assess the adequacy

Front 542

'Interactive Project Planning'

Back 542

'Project planning carried out in active cooperation between project participants. Forms a contrast to project planning centralized in the project manager.'

Front 543

'Investment Life-Cycle'

Back 543

'The lifetime of a project deliverable from inception to ultimate termination. Often there is uncertainty about the length of time over which a project will be operating and assumptions will have to be made.'

Front 544

'Key Success Indicators'

Back 544

'(KSI) - Those project management indicators that: are determined at the beginning of the project and listed in order of priority

Front 545

'Kickback'

Back 545

'Any money

Front 546

'Ladder'

Back 546

'Device for representing a set of overlapping activities in a network diagram.'

Front 547

'Lag Time'

Back 547

'The amount of time delay between the completion of one task and the start of its successor task.'

Front 548

'Lag'

Back 548

'The amount of time after one task is started or finished before the next task can be started or finished.'

Front 549

'Legacy Thinking'

Back 549

'Wedded to outmoded concepts and practices.'

Front 550

'Level Float'

Back 550

'The difference between the level finish and the late finish date.'

Front 551

'Loop'

Back 551

'A path in a network closed on itself passing through any node more than once on any given path. The network cannot be analyzed

Front 552

'MIS Quality Requirements'

Back 552

'The process of organizing a project#s objectives

Front 553

'Management Reserve'

Back 553

'(MR) - An amount of the owner#s total allocated budget withheld under the owner#s management control

Front 554

'Management Styles - Authoritarian'

Back 554

'Lets individuals know what is expected of them

Front 555

'Management Styles - Combative'

Back 555

'project manager that is marked by an eagerness to fight or be disagreeable over any given situation.'

Front 556

'Management Styles - Conciliatory'

Back 556

'A project manager that is friendly and agreeable; one that attempts to assemble and unite all project parties involved to provide a compatible working team.'

Front 557

'Management Styles - Disruptive'

Back 557

'A project manager that tends to break apart the unity of a group

Front 558

'Management Styles - Ethical'

Back 558

'A project manager that is honest

Front 559

'Management Styles - Facilitating'

Back 559

'The project manager is available to answer questions and give guidance when needed; he does not interfere with day to day tasks

Front 560

'Management Styles - Intimidating'

Back 560

'A project manager that frequently reprimands employees for the sake of an image as a tough guy

Front 561

'Management Styles - Judicial'

Back 561

'A project manager that exercises the use of sound judgment or is characterized by applying sound judgment to most areas of the project.'

Front 562

'Management Styles - Promotional'

Back 562

'Encourages subordinates to realize their full potential

Front 563

'Management Styles - Secretive'

Back 563

'A project manager that is not open or outgoing in speech activity

Front 564

'Management by Exception'

Back 564

'The issue of management reports to responsible managers only when action is called for. This helps the manager to avoid wading through voluminous reports where progress is going according to plan. However

Front 565

'Management by Methods'

Back 565

'(MBM) - Level 2 of a five level Dynamic Baseline Model in which those proficient in MBR build on their knowledge base

Front 566

'Management by Objectives'

Back 566

'(MBO) - A management theory that calls for managing people based on documented work statements mutually agreed to by manager and subordinate. Progress on these work statements is periodically reviewed

Front 567

'Management by Politics'

Back 567

'(MBP) - A potential Level 5 of a five level Dynamic Baseline Model structure. This is an extrapolation of the model which would lead to a management approach where the essential values of the corporation are a dynamic baseline. This would entail dealing

Front 568

'Management by Project'

Back 568

'A term that is gaining popularity

Front 569

'Management by Rules'

Back 569

'(MBR) - Level 1 of a five level Dynamic Baseline Model structure at which behavior

Front 570

'Management by Threshold'

Back 570

'A system approach in which deviation limits or thresholds for key parameters are set relative to the baseline plan. When thresholds are exceeded the system alerts management to review and take corrective action. Such a system is intended to avoid the nec

Front 571

'Management by Values'

Back 571

'(MBV) - Level 4 of a five level Dynamic Baseline Model structure in which an employee has the capacity to manipulate and evolve the objective throughout the project life cycle as appropriate to the overarching corporate values. MBV practitioners are expe

Front 572

'Management by Walking Around'

Back 572

'(MBWA) - Part of the Hewlett Packard legacy and popularized by management theorist Tom Peters. MBWA works on the assumption that a manager must circulate to fully understand the team#s performance and problems. The best managers

Front 573

'Matrix Organization'

Back 573

'A combination of the advantages of the pure functional (traditional) structure and the product organizational structure. The project manager has total responsibility and accountability for project success

Front 574

'Maturity Model'

Back 574

'A published framework as a basis for determining the degree of maturity of an organization

Front 575

'Milestone'

Back 575

'A point in time representing a key or important intermediate event in the life of a project. A milestone should be capable of validation by meeting all of the items prescribed in a defining checklist as agreed with the stakeholders.'

Front 576

'Mixed Organization'

Back 576

'This organizational structure includes functional groups

Front 577

'Negative Float'

Back 577

'The amount of time by which the early date of an activity exceeds its late date.'

Front 578

'Network Diagram'

Back 578

'A schematic display of the sequential and logical relationship of the activities which comprise the project. Two popular drawing conventions or notations for scheduling are arrow and precedence diagramming.'

Front 579

'Network Logic'

Back 579

'The collection of activity dependencies that make up a project network diagram.'

Front 580

'Node'

Back 580

'The start and end of activities in an activity on arrow network or the activity box in a precedence network.'

Front 581

'Normal Probability Distribution'

Back 581

'The continuous distribution most commonly used in statistics to make inferences about a population from sample data.'

Front 582

'Object-Oriented Analysis'

Back 582

'Analysis based on considering the system as a collection of objects (entities

Front 583

'Order of Magnitude Estimate'

Back 583

'(Accuracy -25

Front 584

'Organizational Breakdown Structure'

Back 584

'(OBS) - A hierarchical structure designed to pinpoint the area of an organization responsible for each part of a project.'

Front 585

'Organizational Factors'

Back 585

'The availability of expertise of personnel

Front 586

'Overrun'

Back 586

'An increase in the time or cost compared to the plan. A reduced scope without a corresponding reduction in the time or cost would be considered an overrun.'

Front 587

'PMBoK'

Back 587

'Project Management Body of Knowledge - (PMBoK) An inclusive term that describes the sum of knowledge within the profession of project management. As with other professions such as law and medicine

Front 588

'Parametric Cost Estimating'

Back 588

'Appraising the costs of a project based on knowledge gathered from similar

Front 589

'Parametric Estimating'

Back 589

'An estimating technique that uses a statistical relationship between historical data and other variables (e.g.

Front 590

'Pareto Diagram'

Back 590

'A histogram

Front 591

'Project Life Cycle'

Back 591

' The four sequential major time periods through which any project passes

Front 592

'Project Log'

Back 592

'A project diary. A chronological record of significant occurrences throughout the project.'

Front 593

'Project Manager'

Back 593

'(PM) - The person who heads up the project team and is assigned the authority and responsibility for conducting the project and meeting project objectives through project management.'

Front 594

'Project Matrix'

Back 594

'An organization matrix that is project based in which the functional structures are duplicated in each project.'

Front 595

'Project Monitoring '

Back 595

'Comparison of current project status with what was planned to be done to identify and report any deviations.'

Front 596

'Project Office'

Back 596

'A designated location where the administrative work of the project is conducted and the project management skills (resources) such as cost accounting

Front 597

'Project Oriented'

Back 597

'Typically organizations who have a predisposition to use projects as their corporate business approach

Front 598

'Project Portfolio'

Back 598

'The projects included in a particular program.'

Front 599

'Project Progress Report'

Back 599

'Formal statement that compares the project progress

Front 600

'Project Records Management'

Back 600

'The system and procedures established by the Company for the consistent and effective storage and retrieval of all project information for the efficient use by the project manager and his/her project Team.'

Front 601

'Project Reporting'

Back 601

'A planning activity involved with the development and issuance of (internal) TIME management analysis reports and (external) progress reports.'

Front 602

'Project Risk Management'

Back 602

'The process of identification

Front 603

'Project Risk'

Back 603

'The cumulative effect of the chances of uncertain occurrences which will adversely affect project objectives. It is the degree of exposure to negative events and their probable consequences. Project risk is characterized by three factors: risk event

Front 604

'Project Schedule'

Back 604

'Planned dates for starting and completing activities and milestones.'

Front 605

'Project Scope Management'

Back 605

'A subset of project management that includes initiation

Front 606

'Project Scope'

Back 606

'A concise and accurate description of the end products or deliverables to be expected from the project and that meet specified requirements as agreed between the Project

Front 607

'Project Stakeholder'

Back 607

'A person

Front 608

'Project Standard'

Back 608

'A norm

Front 609

'Project Status Report'

Back 609

'A report on the status of accomplishments and any variances to spending and schedule plans.'

Front 610

'Project constraint'

Back 610

'A factor that will limit the project management team#s options. For example

Front 611

'Punishment of the Innocent'

Back 611

'A humorous reference to what is perceived to happen when projects go wrong and scapegoats are found.'

Front 612

'Purchasing Strategy'

Back 612

'To the extent that there may be alternative approaches

Front 613

'Qualitative Risk Analysis'

Back 613

'A generic term for subjective methods of assessing risks.'

Front 614

'Quality Assurance Plan'

Back 614

'A plan that guarantees a quality approach and conformance to all customer requirements for all activities in a project.'

Front 615

'Quality Assurance'

Back 615

'All those planned and systematic actions necessary to provide adequate confidence that a product or service will satisfy given requirements for quality.'

Front 616

'Quality Audit'

Back 616

'A systematic and independent examination to determine whether quality activities and related results comply with planned arrangements and whether these arrangements are implemented effectively and are suitable to achieve objectives.'

Front 617

'Quality Criteria'

Back 617

'The characteristics of a product that determines whether it meets certain requirements.'

Front 618

'Quality Plan'

Back 618

'A document setting out the specific quality practices

Front 619

'Quantitative Control'

Back 619

'Any quantitative or statistically-based technique appropriate to analyze a software acquisition process

Front 620

'RAM'

Back 620

'Responsibility Assignment Matrix (RAM) - The RAM correlates the work required by a Contract Work Breakdown Structure (CWBS) element to the functional organization responsible for accomplishing the assigned tasks. The responsibility assignment matrix is

Front 621

'RF'

Back 621

'Remaining Float - The difference between the early finish and the late finish date.'

Front 622

'RFP'

Back 622

'Request for Proposal - A formal invitation containing a scope of work which seeks a formal response (proposal) describing both methodology and compensation to form the basis of a contract.'

Front 623

'ROI'

Back 623

'Return on Investment (ROI) - The financial return for a given outlay

Front 624

'Re-baseline'

Back 624

'Development of a revised implementation plan with new milestone schedules. Re-baselining is required in response to changed contract requirements

Front 625

'Readiness Assessment'

Back 625

'A meeting or series of meetings by selected members of the customer C/SCSC review team at a contractor

Front 626

'Recovery Schedule'

Back 626

'A special schedule showing special efforts to recover time lost compared to the master schedule.'

Front 627

'Recurring Costs'

Back 627

'Expenditures against specific tasks that would occur on a repetitive basis. Examples are sustaining engineering

Front 628

'Reengineering'

Back 628

'The process of redesigning a product

Front 629

'Referent Power'

Back 629

'The ability (of a project manager) to gain support because project personnel feel personally attracted to the manager or the project.'

Front 630

'Regression Analysis'

Back 630

'Where past data is insufficient for direct forecasting of future levels of activity it may still be possible to make assumptions based on relationships with other activities that can be forecast. This applies particularly to apportioned-effort tasks and

Front 631

'Regulations'

Back 631

'Rules or orders issued by an executive authority or regulatory agency of a government and having the force of law.'

Front 632

'Remaining Available Resource'

Back 632

'The difference between the resource availability pool and the level schedule resource requirements. Computed from the resource allocation process.'

Front 633

'Replacement Theory'

Back 633

'A statistical methodology for arriving at the optimum life of replaceable elements in a project. It considers replacement cost

Front 634

'Requirement'

Back 634

'A description of a condition or capability to which a system must conform; either derived directly from user needs

Front 635

'Requirements Traceability Matrix'

Back 635

'A document that maps the parent-child relationships of requirements.'

Front 636

'Requirements Traceability'

Back 636

'The management of the parent/child relationships of all system requirements.'

Front 637

'Reserve'

Back 637

'A provision in the project plan to mitigate cost and/or schedule risk. Often used with a modifier (e.g.

Front 638

'Residual Risks'

Back 638

'Those risks which are not avoided

Front 639

'Resource Constraint'

Back 639

'Limitation due to the availability of a resource.'

Front 640

'Resource Optimization'

Back 640

'A generic term for resource leveling and resource smoothing.'

Front 641

'Resourcing Plan'

Back 641

'Part of the definition statement stating how the program will be resource loaded and what supporting services

Front 642

'Response Planning'

Back 642

'The process of formulating suitable risk management strategies for the project

Front 643

'Risk & Readiness Assessment'

Back 643

'An evaluation

Front 644

'Risk Analysis'

Back 644

'An examination of risk areas or events to assess the probable consequences for each event

Front 645

'Risk Assessment'

Back 645

'The process of identifying potential risks

Front 646

'Risk Assumption'

Back 646

'Risk assumption is an acknowledgment of the existence of a particular risk situation and a conscious decision to accept the associated level of risk

Front 647

'Risk Avoidance'

Back 647

'The process of planning activities so as to avoid identified risks by using an alternative method.'

Front 648

'Risk Management Plan'

Back 648

'A document defining how Project Risk Analysis and Management is to be implemented in the context of a particular project.'

Front 649

'Risk Management'

Back 649

'An organized assessment and control of project risks.'

Front 650

'Risk Matrix'

Back 650

'A matrix with risks located in rows

Front 651

'Risk Mitigation Strategy'

Back 651

'An overall plan for mitigating the risks in the investment activity.'

Front 652

'Risk Mitigation'

Back 652

'The act of revising the project#s scope

Front 653

'Risk Quantification'

Back 653

'Process of applying values to the various aspects of a risk.'

Front 654

'Risk Response Plan'

Back 654

'A plan (prepared towards the end of the risk review) for controlling the risks once implementation begins.'

Front 655

'Risk Response'

Back 655

'The planned or actual action in response to a risk event.'

Front 656

'Risk Sharing'

Back 656

'Diminution of a risk by sharing it with others

Front 657

'Risk Transfer'

Back 657

'A contractual arrangement between two parties for delivery and acceptance of a product where the liability for the costs of a risk is be transferred from one party to the other.'

Front 658

'Risk'

Back 658

'The probability of an undesirable outcome.'

Front 659

'Rolling Wave'

Back 659

'A term used in scheduling to imply detailed planning or scheduling over a short horizon. Each period

Front 660

'Rough Order of Magnitude Estimate'

Back 660

'(ROM) - Estimated cost based on approximate cost models or expert analysis. It is usually based on top level requirements or specifications

Front 661

'Runaway Project'

Back 661

'A term coined by the consultancy KPMG to identify mainly IT projects which resist termination. Typified by a constantly changing specification and absorption of much extra resource and cost in a desperate effort to get the project finished.'

Front 662

'S Curve'

Back 662

'A display of cumulative costs

Front 663

'SC'

Back 663

'Scheduled Cost (SC) - The total cost of work when completed as calculated according to the current schedule.'

Front 664

'SF'

Back 664

'Scheduled Finish (SF) - The date calculated by the resource scheduling program as the earliest date on which an activity can finish

Front 665

'SOW'

Back 665

'Statement of Work - A narrative description of the work to be performed.'

Front 666

'SPI'

Back 666

'Scheduled Performance Indicator (SPI) - The ratio of BCWP to BCWS i.e. SPI = BCWP / BCWS. A positive value (i.e. greater than 1) indicates that work is ahead of schedule. A negative value (i.e. less than 1) indicates that work is behind schedule.'

Front 667

'SV'

Back 667

'Schedule Variance (SV) - Either Any difference between the scheduled completion of an activity and the actual completion of that activity

Front 668

'SWOT Analysis'

Back 668

'A process whereby a group of people determine: Strengths - What Strengths do we have? (How can we take advantage of them?)

Front 669

'Sample Size'

Back 669

'The number of units of product in the sample selected for inspection.'

Front 670

'Sampling Frequency'

Back 670

'(f) - The sampling frequency

Front 671

'Sampling'

Back 671

'The technique of selecting a representative part of a population for the purpose of determining parameters or characteristics of the whole population. A small part selected as a sample for inspection or analysis.'

Front 672

'Scanning'

Back 672

'Investigating or examining thoroughly by checking point-by-point and often repeatedly.'

Front 673

'Scenario Planning'

Back 673

'The planning of responses

Front 674

'Schedule Refinement'

Back 674

'The rework

Front 675

'Schedule Risk'

Back 675

'The potential problems the team might encounter in meeting the deadlines for the final deliverable.'

Front 676

'Scope Changes'

Back 676

'Any change in the project#s deliverables from that which was originally intended

Front 677

'Scope Constraints'

Back 677

'Applicable restrictions which will affect the scope.'

Front 678

'Scope Creep'

Back 678

'On-going requirements increase without corresponding adjustment of approved cost and schedule allowances. As some projects progress

Front 679

'Scope Criteria'

Back 679

'Standards or rules composed of parameters to be considered in defining the project.'

Front 680

'Scope Definition'

Back 680

'Breaking down a deliverable in to smaller manageable parts to ensure better control.'

Front 681

'Scope Management'

Back 681

'The function of controlling a project in terms of its goals and objectives through the processes of conceptual development

Front 682

'Scope Risk'

Back 682

'The potential problems the team might encounter in creation of a final deliverable. Also known as technical risk.'

Front 683

'Scope Verification'

Back 683

'Ensuring all identified project deliverables have been completed satisfactorily.'

Front 684

'Scope'

Back 684

'The definition that describes the project#s product deliverables. See also Managing Scope.'

Front 685

'Screening'

Back 685

'Techniques used for reviewing

Front 686

'Secondary Float'

Back 686

'(SF) - The difference between the CPM calculated early finish and the imposed finish date.'

Front 687

'Self-Inspection'

Back 687

'A service by a company or organization that is responsible for inspection of its own work.'

Front 688

'Show Stopper'

Back 688

'An event or condition serious enough to halt or severely impede a project unless confronted and eliminated.'

Front 689

'Slip Chart'

Back 689

'A pictorial representation of the predicted completion dates of milestones (also referred to as Trend Chart.'

Front 690

'Slippage'

Back 690

'The amount of time a task has been delayed from its original baseline plan. The slippage is the difference between the scheduled start or finish date for a task and the baseline start or finish date. Slippage can occur when a baseline plan is set and th

Front 691

'Smoothing'

Back 691

'Differences between two groups are played down and the strong points of agreement are given the most attention.'

Front 692

'Soft Project'

Back 692

'A project which is intended to bring about some form of change

Front 693

'Sole Sourcing'

Back 693

'The acquisition of supplies or services after soliciting and negotiating with only one source.'

Front 694

'Splitting'

Back 694

'In resource scheduling

Front 695

'Sponsor'

Back 695

'The executive who manages

Front 696

'Stabilization'

Back 696

'The period of time between continuous operation and normal operation. This period encompasses those activities necessary to establish reliable operation at design conditions of capacity

Front 697

'Stand Alone'

Back 697

'A system which performs its function requiring little or no assistance from interfacing systems.'

Front 698

'Standard Cost'

Back 698

'The normal expected cost of an operation

Front 699

'Standard Deviation'

Back 699

'A measure of the dispersion of possible outcomes. Mathematically

Front 700

'Standard Project Cost Accounting'

Back 700

'The standards associated with a project cost accounting system. Unlike the Generally Accepted Accounting Principles (GAAP) of corporate accounting

Front 701

'Standard'

Back 701

'A specific statement of the rules and constraints governing the naming

Front 702

'Standards'

Back 702

'Established or accepted rules

Front 703

'Statistical Quality Control'

Back 703

'Various statistical methods and relationships are available for determining performance quality and the adjustment necessary to achieve specified results. Used particularly in the sampling of high volume materials such as steel and concrete strengths

Front 704

'Statistics'

Back 704

'The mathematical methods used to determine the best range of probable values for a project and to assess the degree of accuracy or allowance for unpredictable future events such as accidents

Front 705

'Status Report'

Back 705

'A written report given to both the project team and to a responsible person on a regular basis stating the position of an activity

Front 706

'Steering Committee'

Back 706

'Formal group representing the owner or client.'

Front 707

'Storming'

Back 707

'The second stage of team building where conflicts arise as members of the group try to exert leadership and exert influence over methods of operation.'

Front 708

'Strategic Risk'

Back 708

'Any risk event which has serious or catastrophic consequences even though the probability of occurrence may be quite low.'

Front 709

'Sunk Costs'

Back 709

'Costs which could not be avoided even if the project were to be terminated.'

Front 710

'TAB'

Back 710

'Total Allocated Budget (TAB) - The sum of all budgets allocated to a contract. Total Allocated Budget consists of the performance measurement baseline plus all management or contingency reserves. The TAB will reconcile directly to the Contract Budget Ba

Front 711

'TAE'

Back 711

'Total Anticipated Expenditures (TAE) - The sum of work-to-date plus obligations plus planned future expenditures

Front 712

'TQM'

Back 712

'Total Quality Management (TQM) - A strategic

Front 713

'Team Building'

Back 713

'The process of influencing a group of diverse individuals

Front 714

'Termination for Convenience'

Back 714

'A unilateral right of the buyer to terminate any or all of a contractual effort for any reason at any time.'

Front 715

'Termination for Default'

Back 715

'Buyer action to cancel a procurement that is not meeting contract requirements. Default relates to failure of the contractor to perform contract work within the specified time or any other provisions of the contract.'

Front 716

'Test Plan'

Back 716

'A description of the tests needed to complete a project properly.'

Front 717

'Thresholds'

Back 717

'Monetary

Front 718

'Tiger Team'

Back 718

'A team established to focus on visibility

Front 719

'Time Box'

Back 719

'The calendar limits within which an activity is required or expected to occur.'

Front 720

'Top Down Cost Estimating'

Back 720

'The preparation of a cost estimate by using judgment and experience to arrive at an overall total amount

Front 721

'Tracking'

Back 721

'Collecting actual time

Front 722

'Tranche'

Back 722

'A block of work within the program

Front 723

'Transit Time'

Back 723

'Dependency link that requires time and no other resources. It may be a negative time.'

Front 724

'Transition Plan'

Back 724

'Part of the program definition statement that describes how the transition from the current business operation to the new environment of the blueprint will be managed.'

Front 725

'Trend Line'

Back 725

'A line on a schedule or chart showing the pattern of progress that is being set over time

Front 726

'Trial Balloon'

Back 726

'A tentative plan offered to test the reaction of a particular audience.'

Front 727

'Triple Constraint'

Back 727

'The term used to describe the three key project objectives that must be simultaneously accomplished

Front 728

'Turnaround Report'

Back 728

'A report created especially 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.'

Front 729

'Undistributed Budget'

Back 729

'(UB) - Budget applicable to contract effort which has not yet been identified to specific cost accounts or work packages.'

Front 730

'Usage Variance'

Back 730

'The difference between the budgeted quantity of materials and the actual quantity used.'

Front 731

'VAC'

Back 731

'Variance at Completion - (VAC) The budget at completion less the estimate at completion. A negative result indicates that the project is over budget.'

Front 732

'Value Analysis'

Back 732

'An activity devoted to optimizing cost performance. It is the systematic use of techniques which identify the required functions of an item

Front 733

'Variance Threshold'

Back 733

'The amount of a variance which will require a formal problem analysis report

Front 734

'Venn Diagram'

Back 734

'A diagram in which closed circles represent separately identifiable sets and their logical commonality or distinction by the inclusion

Front 735

'Virtual Collocation'

Back 735

'An arrangement whereby project team members meet as often as necessary through teleconferencing. This arrangement has been made necessary for companies who operate globally

Front 736

'WBS Dictionary'

Back 736

'A document that describes each element in the WBS including a Statement of Work (SOW)

Front 737

'WBS'

Back 737

'Work Breakdown Structure (WBS) - A task oriented detailed breakdown

Front 738

'Wet and Dry Test Runs'

Back 738

'A procedure for testing plant and equipment prior to full commissioning. Dry test runs imply tests without product throughput

Front 739

'What-If Analysis'

Back 739

'The process of evaluating alternative strategies.'

Front 740

'Work Acceptance'

Back 740

'Work is considered accepted when it is conducted