1 Mahesh Pmi Lexicon

Front 1

A set of conditions that are met before deliverables are accepted. See also deliverable and requirement.

Back 1

Acceptance Criteria

Front 2

A distinct, scheduled portion of work performed during the course of a project.

Back 2

Activity

Front 3

An alphanumeric value assigned to each activity that enables classifying, sorting, and filtering. See also activity identifier and activity label.

Back 3

Activity Code

Front 4

A unique alphanumeric value assigned to an activity and used to differentiate that activity from other activities. See also activity code and activity label.

Back 4

Activity Identifier

Front 5

A phrase that names and describes an activity. See also activity code and activity identifier.

Back 5

Activity Label

Front 6

The realized cost incurred for the work performed on an activity during a specific time period. See also budget at completion (BAC), earned value (EV), estimate at completion (EAC), estimate to complete (ETC), and planned value (PV).

Back 6

Actual Cost (AC)

Front 7

A technique for estimating the duration or cost of an activity or a project using historical data from a similar activity or project. See also bottom-up estimating, parametric estimating, program evaluation and review technique (PERT), and three-point estimating.

Back 7

Analogous Estimating

Front 8

An activity where effort is allotted proportionately across certain discrete efforts and not divisible into discrete efforts. [Note: Apportioned effort is one of three earned value management (EVM) types of activities used to measure work performance. See also discrete effort and level of effort.

Back 8

Apportioned Effort

Front 9

A factor in the planning process considered to be true, real, or certain, without proof or demonstration.

Back 9

Assumption

Front 10

A critical path method technique for calculating the late start and late finish dates by working backward through the schedule model from the project end date. See also forward pass.

Back 10

Backward Pass

Front 11

The approved version of a work product that can be changed using formal change control procedures and is used as the basis for comparison to actual results. See also cost baseline, performance measurement baseline, schedule baseline, and scope baseline.

Back 11

Baseline

Front 12

A method of estimating project duration or cost by aggregating the estimates of the lower-level components of the work breakdown structure (WBS). See also analogous estimating, parametric estimating, program evaluation and review technique (PERT), and three-point estimating.

Back 12

Bottom-Up Estimating

Front 13

The sum of all budgets established for the work to be performed. See also actual cost (AC), earned value (EV), estimate at completion (EAC), estimate to complete (ETC), and planned value (PV).

Back 13

Budget at Completion (BAC)

Front 14

A process whereby modifications to documents, deliverables, or baselines associated with the project are identified, documented, approved, or rejected. See also change control board and change control system.

Back 14

Change Control

Front 15

A formally chartered group responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project, and for recording and communicating such decisions. See also change control and change control system.

Back 15

Change Control Board

Front 16

A set of procedures that describes how modifications to the project deliverables and documentation are managed and controlled. See also change control and change control board.

Back 16

Change Control System

Front 17

A formal proposal to modify any document, deliverable, or baseline.

Back 17

Change Request

Front 18

A numbering system used to uniquely identify each component of the work breakdown structure.

Back 18

Code of Accounts

Front 19

A component of the project, program, or portfolio management plan that describes how, when, and by whom information will be administered and disseminated. See also project management plan.

Back 19

Communications Management Plan

Front 20

A collection of procedures used to track project artifacts and monitor and control changes to these artifacts.

Back 20

Configuration Management System

Front 21

A limiting factor that affects the execution of a project, program, portfolio, or process.

Back 21

Constraint

Front 22

A document describing actions that the project team can take if predetermined trigger conditions occur.

Back 22

Contingency Plan

Front 23

Time or money allocated in the schedule or cost baseline for known risks with active response strategies. See also management reserve and project budget.

Back 23

Contingency Reserve

Front 24

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

Back 24

Control Account

Front 25

An intentional activity that realigns the performance of the project work with the project management plan. See also preventive action.

Back 25

Corrective Action

Front 26

The approved version of work package cost estimates and contingency reserve that can be changed using formal change control procedures and is used as the basis for comparison to actual results. See also baseline, performance measurement baseline, schedule baseline, and scope baseline.

Back 26

Cost Baseline

Front 27

A component of a project or program management plan that describes how costs will be planned, structured, and controlled. See also project management plan.

Back 27

Cost Management Plan

Front 28

A measure of the cost efficiency of budgeted resources expressed as the ratio of earned value to actual cost. See also schedule performance index (SPI).

Back 28

Cost Performance Index (CPI)

Front 29

The amount of budget deficit or surplus at a given point in time, expressed as the difference between the earned value and the actual cost. See also schedule variance (SV).

Back 29

Cost Variance (CV)

Front 30

A schedule compression technique used to shorten the schedule duration for the least incremental cost by adding resources. See also fast tracking and schedule compression.

Back 30

Crashing

Front 31

A schedule method that allows the project team to place buffers on any project schedule path to account for limited resources and project uncertainties.

Back 31

Critical Chain Method

Front 32

The sequence of activities that represents the longest path through a project, which determines the shortest possible duration. See also critical path activity and critical path method.

Back 32

Critical Path

Front 33

Any activity on the critical path in a project schedule. See also critical path and critical path method.

Back 33

Critical Path Activity

Front 34

A method used to estimate the minimum project duration and determine the amount of scheduling flexibility on the logical network paths within the schedule model. See also critical path and critical path activity.

Back 34

Critical Path Method

Front 35

A point in time when the status of the project is recorded.

Back 35

Data Date

Front 36

A diagramming and calculation technique for evaluating the implications of a chain of multiple options in the presence of uncertainty.

Back 36

Decision Tree Analysis

Front 37

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

Back 37

Decomposition

Front 38

An intentional activity to modify a nonconforming product or product component.

Back 38

Defect Repair

Front 39

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

Back 39

Deliverable

Front 40

An activity that can be planned and measured and that yields a specific output. [Note: Discrete effort is one of three earned value management (EVM) types of activities used to measure work performance.] See also apportioned effort and level of effort.

Back 40

Discrete Effort

Front 41

The total number of work periods required to complete an activity or work breakdown structure component, expressed in hours, days, or weeks. See also effort.

Back 41

Duration

Front 42

In the critical path method, the earliest possible point in time when the uncompleted portions of a schedule activity can finish based on the schedule network logic, the data date, and any schedule constraints. See also early start date, late start date, late finish date, and schedule network analysis.

Back 42

Early Finish Date

Front 43

In the critical path method, the earliest possible point in time when the uncompleted portions of a schedule activity can start based on the schedule network logic, the data date, and any schedule constraints. See also early finish date, late finish date, late start date, and schedule network analysis.

Back 43

Early Start Date

Front 44

The measure of work performed expressed in terms of the budget authorized for that work. See also actual cost (AC), budget at completion, estimate at completion (EAC), estimate to complete (ETC), and planned value (PV).

Back 44

Earned Value (EV)

Front 45

A methodology that combines scope, schedule, and resource measurements to assess project performance and progress.

Back 45

Earned Value Management

Front 46

The number of labor units required to complete a schedule activity or work breakdown structure component, often expressed in hours, days, or weeks. See also duration.

Back 46

Effort

Front 47

Conditions, not under the immediate control of the team, that influence, constrain, or direct the project, program, or portfolio.

Back 47

Enterprise Environmental Factors

Front 48

The expected total cost of completing all work expressed as the sum of the actual cost to date and the estimate to complete. See also actual cost (AC), budget at completion (BAC), earned value (EV), estimate to complete (ETC) and planned value (PV).

Back 48

Estimate at Completion (EAC)

Front 49

The expected cost to finish all the remaining project work. See also actual cost (AC), budget at completion (BAC), earned value (EV), estimate at completion (EAC) and planned value (PV).

Back 49

Estimate to Complete (ETC)

Front 50

A schedule compression technique in which activities or phases normally done in sequence are performed in parallel for at least a portion of their duration. See also crashing and schedule compression.

Back 50

Fast Tracking

Front 51

A logical relationship in which a successor activity cannot finish until a predecessor activity has finished. See also finish-to-start, start-to-finish, start-to-start, and logical relationship.

Back 51

Finish-to-Finish

Front 52

A logical relationship in which a successor activity cannot start until a predecessor activity has finished. See also finish-to-finish, start-to-finish, start-to-start, and logical relationship.

Back 52

Finish-to-Start

Front 53

A method of estimating earned value in which a specified percentage of the budget value of a work package is assigned to the start milestone and the remaining percentage is assigned when the work package is complete. See also weighted milestone method.

Back 53

Fixed Formula Method

Front 54

A critical path method technique for calculating the early start and early finish dates by working forward through the schedule model from the project start date or a given point in time. See also backward pass.

Back 54

Forward Pass

Front 55

The amount of time that a schedule activity can be delayed without delaying the early start date of any successor or violating a schedule constraint. See also total float, critical path, near-critical activity, and near-critical path.

Back 55

Free Float

Front 56

An organizational structure in which staff is grouped by areas of specialization and the project manager has limited authority to assign work and apply resources. See also matrix organization and projectized organization.

Back 56

Functional Organization

Front 57

A bar chart of schedule information where activities are listed on the vertical axis, dates are shown on the horizontal axis, and activity durations are shown as horizontal bars placed according to start and finish dates.

Back 57

Gantt Chart

Front 58

A component of the project or program management plan that describes the roles and responsibilities, reporting relationships, and staff management. See also project management plan and staffing management plan.

Back 58

Human Resource Management Plan

Front 59

The amount of time whereby a successor activity will be delayed with respect to a predecessor activity. See also lead.

Back 59

Lag

Front 60

In the critical path method, the latest possible point in time when the uncompleted portions of a schedule activity can finish based on the schedule network logic, the project completion date, and any schedule constraints. See also early finish date, early start date, late start date, and schedule network analysis.

Back 60

Late Finish Date

Front 61

In the critical path method, the latest possible point in time when the uncompleted portions of a schedule activity can start based on the schedule network logic, the project completion date, and any schedule constraints. See also early finish date, late finish date, early start date, and schedule network analysis.

Back 61

Late Start Date

Front 62

The amount of time whereby a successor activity can be advanced with respect to a predecessor activity. See also lag.

Back 62

Lead

Front 63

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

Back 63

Lessons Learned

Front 64

An activity that does not produce definitive end products and is measured by the passage of time. [Note: Level of effort is one of three earned value management (EVM) types of activities used to measure work performance.] See also apportioned effort and discrete effort.

Back 64

Level of Effort

Front 65

A dependency between two activities or between an activity and a milestone. See also finish-to-finish, finish-to-start, start-to-finish, and start-to-start.

Back 65

Logical Relationship

Front 66

Time or money that management sets aside in addition to the schedule or cost baseline and releases for unforeseen work that is within the scope of the project. See also contingency reserve and project budget.

Back 66

Management Reserve

Front 67

An organizational structure in which the project manager shares authority with the functional manager temporarily to assign work and apply resources. See also functional organization and projectized organization.

Back 67

Matrix Organization

Front 68

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

Back 68

Milestone

Front 69

A type of schedule that presents milestones with planned dates.

Back 69

Milestone Schedule

Front 70

An estimate of the most probable activity duration that takes into account all of the known variables that could affect performance. See also optimistic duration, and pessimistic duration.

Back 70

Most Likely Duration

Front 71

An activity with a total float that is deemed to be low based on expert judgment. See also critical path, free float, near-critical path, and total float.

Back 71

Near-Critical Activity

Front 72

A sequence of activities with low float which, if exhausted, becomes a critical path sequence for the project. See also critical path, free float, near-critical activity, and total float.

Back 72

Near-Critical Path

Front 73

All activity dependencies in a project schedule network diagram. See also early finish date, early start date, late finish date, late start date, and network path.

Back 73

Network Logic

Front 74

A sequence of activities connected by logical relationships in a project schedule network diagram. See also early finish date, early start date, late finish date, late start date, and network logic.

Back 74

Network Path

Front 75

A point at which dependency lines connect on a schedule network diagram. See also precedence diagramming method (PDM) and project schedule network diagram.

Back 75

Node

Front 76

A risk that would have a positive effect on one or more project objectives. See also issue, risk, and threat.

Back 76

Opportunity

Front 77

An estimate of the shortest activity duration that takes into account all of the known variables that could affect performance. See also most likely duration and pessimistic duration.

Back 77

Optimistic Duration

Front 78

A hierarchical representation of the project organization, which illustrates the relationship between project activities and the organizational units that will perform those activities. See also resource breakdown structure, risk breakdown structure, and work breakdown structure (WBS).

Back 78

Organizational Breakdown Structure

Front 79

A structural, cultural, technological, or human-resource practice that the performing organization can use to achieve strategic objectives. See also organizational project management.

Back 79

Organizational Enabler

Front 80

Plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization.

Back 80

Organizational Process Assets

Front 81

A framework in which portfolio, program, and project management are integrated with organizational enablers in order to achieve strategic objectives. See also organizational enabler.

Back 81

Organizational Project Management

Front 82

The level of an organization’s ability to deliver the desired strategic outcomes in a predictable, controllable, and reliable manner.

Back 82

Organizational Project Management Maturity

Front 83

An estimating technique in which an algorithm is used to calculate cost or duration based on historical data and project parameters. See also analogous estimating, bottom-up estimating, program evaluation and review technique (PERT), and three-point estimating.

Back 83

Parametric Estimating

Front 84

A relationship in which a schedule activity has more than one predecessor. See also path divergence, predecessor activity, and successor activity.

Back 84

Path Convergence

Front 85

A relationship in which a schedule activity has more than one successor. See also path convergence, predecessor activity, and successor activity.

Back 85

Path Divergence

Front 86

An estimate expressed as a percent of the amount of work that has been completed on an activity or a work breakdown structure component.

Back 86

Percent Complete

Front 87

Integrated scope, schedule, and cost baselines used for comparison to manage, measure, and control project execution. See also baseline, cost baseline, schedule baseline, and scope baseline.

Back 87

Performance Measurement Baseline

Front 88

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

Back 88

Performing Organization

Front 89

An estimate of the longest activity duration that takes into account all of the known variables that could affect performance. See also most likely duration, and optimistic duration.

Back 89

Pessimistic Duration

Front 90

A review at the end of a phase in which a decision is made to continue to the next phase, to continue with modification, or to end a project or program. See also project phase.

Back 90

Phase Gate

Front 91

The authorized budget assigned to scheduled work. See also actual cost (AC), budget at completion (BAC), earned value (EV), estimate at completion (EAC), and estimate to complete (ETC).

Back 91

Planned Value (PV)

Front 92

Projects, programs, subportfolios, and operations managed as a group to achieve strategic objectives. See also program and project.

Back 92

Portfolio

Front 93

The process of optimizing the mix of portfolio components to further the strategic objectives of the organization.

Back 93

Portfolio Balancing

Front 94

A document issued by a sponsor that authorizes and specifies the portfolio structure and links the portfolio to the organization’s strategic objectives. See also program charter and project charter.

Back 94

Portfolio Charter

Front 95

The centralized management of one or more portfolios to achieve strategic objectives. See also program management and project management.

Back 95

Portfolio Management

Front 96

A document that specifies how a portfolio will be organized, monitored, and controlled. See also program management plan and project management plan.

Back 96

Portfolio Management Plan

Front 97

The person or group assigned by the performing organization to establish, balance, monitor, and control portfolio components in order to achieve strategic business objectives. See also program manager and project manager.

Back 97

Portfolio Manager

Front 98

A technique used for constructing a schedule model in which activities are represented by nodes and are graphically linked by one or more logical relationships to show the sequence in which the activities are to be performed. See also node and project schedule network diagram.

Back 98

Precedence Diagramming Method

Front 99

An activity that logically comes before a dependent activity in a schedule. See also successor activity and summary activity.

Back 99

Predecessor Activity

Front 100

An intentional activity that ensures the future performance of the project work is aligned with the project management plan. See also corrective action.

Back 100

Preventive Action

Front 101

A grid for mapping the probability of occurrence of each risk and its impact on project objectives if that risk occurs. See also risk.

Back 101

Probability and Impact Matrix

Front 102

A component of the project or program management plan that describes how a team will acquire goods and services from outside of the performing organization. See also project management plan.

Back 102

Procurement Management Plan

Front 103

The series of phases that represent the evolution of a product, from concept through delivery, growth, maturity, and to retirement. See also project life cycle.

Back 103

Product Life Cycle

Front 104

A group of related projects, subprograms, and program activities that are managed in a coordinated way to obtain benefits not available from managing them individually. See also portfolio and project.

Back 104

Program

Front 105

A document issued by a sponsor that authorizes the program management team to use organizational resources to execute the program and links the program to the organization’s strategic objectives. See also portfolio charter and project charter.

Back 105

Program Charter

Front 106

A technique used to estimate project duration through a weighted average of optimistic, pessimistic, and most likely activity durations when there is uncertainty with the individual activity estimates. See also analogous estimating, bottom-up estimating, parametric estimating, and three-point estimating.

Back 106

Program Evaluation and Review Technique (PERT)

Front 107

The application of knowledge, skills, tools, and techniques to a program to meet the program requirements and to obtain benefits and control not available by managing projects individually. See also portfolio management and project management.

Back 107

Program Management

Front 108

A management structure that standardizes the program-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques. See also project management office.

Back 108

Program Management Office

Front 109

A document that integrates the program’s subsidiary plans and establishes the management controls and overall plan for integrating and managing the program’s individual components. See also portfolio management plan and project management plan.

Back 109

Program Management Plan

Front 110

The person authorized by the performing organization to lead the team or teams responsible for achieving program objectives. See also portfolio manager and project manager.

Back 110

Program Manager

Front 111

The iterative process of increasing the level of detail in a project management plan as greater amounts of information and more accurate estimates become available.

Back 111

Progressive Elaboration

Front 112

A temporary endeavor undertaken to create a unique product, service, or result. See also portfolio and program.

Back 112

Project

Front 113

The sum of work package cost estimates, contingency reserve, and management reserve. See also contingency reserve and management reserve.

Back 113

Project Budget

Front 114

A calendar that identifies working days and shifts that are available for scheduled activities.

Back 114

Project Calendar

Front 115

A document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. See also portfolio charter and program charter.

Back 115

Project Charter

Front 116

The series of phases that a project passes through from its initiation to its closure. See also product life cycle.

Back 116

Project Life Cycle

Front 117

The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements. See also portfolio management and program management.

Back 117

Project Management

Front 118

A management structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques. See also program management office.

Back 118

Project Management Office

Front 119

The document that describes how the project will be executed, monitored and controlled, and closed. See also portfolio management plan, program management plan, communications management plan, cost management plan, human resource management plan, procurement management plan, quality management plan, requirements management plan, risk management plan, schedule management plan, scope management plan, staffing management plan, and stakeholder management plan.

Back 119

Project Management Plan

Front 120

The person assigned by the performing organization to lead the team that is responsible for achieving the project objectives. See also portfolio manager and program manager.

Back 120

Project Manager

Front 121

A collection of logically related project activities that culminates in the completion of one or more deliverables. See also phase gate.

Back 121

Project Phase

Front 122

An output of a schedule model that presents linked activities with planned dates, durations, milestones, and resources.

Back 122

Project Schedule

Front 123

A graphical representation of the logical relationships among the project schedule activities. See also node and precedence diagramming method (PDM).

Back 123

Project Schedule Network Diagram

Front 124

The work performed to deliver a product, service, or result with the specified features and functions.

Back 124

Project Scope

Front 125

The description of the project scope, major deliverables, assumptions, and constraints.

Back 125

Project Scope Statement

Front 126

An organizational structure in which the project manager has full authority to assign work and apply resources. See also functional organization and matrix organization.

Back 126

Projectized Organization

Front 127

A component of the project or program management plan that describes how an organization’s quality policies will be implemented. See also project management plan.

Back 127

Quality Management Plan

Front 128

A component of the project or program management plan that describes how requirements will be analyzed, documented, and managed. See also project management plan.

Back 128

Requirements Management Plan

Front 129

A grid that links product requirements from their origin to the deliverables that satisfy them.

Back 129

Requirements Traceability Matrix

Front 130

The risk that remains after risk responses have been implemented. See also secondary risk.

Back 130

Residual Risk

Front 131

A hierarchical representation of resources by category and type. See also organizational breakdown structure, risk breakdown structure, and work breakdown structure (WBS).

Back 131

Resource Breakdown Structure

Front 132

A calendar that identifies the working days and shifts upon which each specific resource is available.

Back 132

Resource Calendar

Front 133

A resource optimization technique in which adjustments are made to the project schedule to optimize the allocation of resources and which may affect critical path. See also resource smoothing and resource optimization technique.

Back 133

Resource Leveling

Front 134

A technique in which activity start and finish dates are adjusted to balance demand for resources with the available supply. See also resource leveling and resource smoothing.

Back 134

Resource Optimization Technique

Front 135

A resource optimization technique in which free and total float are used without affecting the critical path. See also resource leveling and resource optimization technique.

Back 135

Resource Smoothing

Front 136

A grid that shows the project resources assigned to each work package.

Back 136

Responsibility Assignment Matrix

Front 137

An uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives. See also issue, opportunity, and threat.

Back 137

Risk

Front 138

A risk response strategy whereby the project team decides to acknowledge the risk and not take any action unless the risk occurs. See also risk avoidance, risk enhancement, risk exploiting, risk mitigation, risk sharing, and risk transference.

Back 138

Risk Acceptance

Front 139

The degree of uncertainty an organization or individual is willing to accept in anticipation of a reward. See also risk threshold and risk tolerance.

Back 139

Risk Appetite

Front 140

A risk response strategy whereby the project team acts to eliminate the threat or protect the project from its impact. See also risk acceptance, risk enhancement, risk exploiting, risk mitigation, risk sharing, and risk transference.

Back 140

Risk Avoidance

Front 141

A hierarchical representation of risks that is organized according to risk categories. See also organizational breakdown structure, resource breakdown structure, and work breakdown structure (WBS).

Back 141

Risk Breakdown Structure

Front 142

A group of potential causes of risk.

Back 142

Risk Category

Front 143

A risk response strategy whereby the project team acts to increase the probability of occurrence or impact of an opportunity. See also risk acceptance, risk avoidance, risk exploiting, risk mitigation, risk sharing, and risk transference.

Back 143

Risk Enhancement

Front 144

A risk response strategy whereby the project team acts to ensure that an opportunity occurs. See also risk acceptance, risk avoidance, risk enhancement, risk mitigation, risk sharing, and risk transference.

Back 144

Risk Exploiting

Front 145

An aggregate measure of the potential impact of all risks at any given point in time in a project, program, or portfolio.

Back 145

Risk Exposure

Front 146

A component of the project, program, or portfolio management plan that describes how risk management activities will be structured and performed. See also project management plan.

Back 146

Risk Management Plan

Front 147

A risk response strategy whereby the project team acts to decrease the probability of occurrence or impact of a threat. See also risk acceptance, risk avoidance, risk enhancement, risk exploiting, risk sharing, and risk transference.

Back 147

Risk Mitigation

Front 148

The person responsible for monitoring the risk and for selecting and implementing an appropriate risk response strategy.

Back 148

Risk Owner

Front 149

A repository in which outputs of risk management processes are recorded.

Back 149

Risk Register

Front 150

A risk response strategy whereby the project team allocates ownership of an opportunity to a third party who is best able to capture the benefit for the project. See also risk acceptance, risk avoidance, risk enhancement, risk exploiting, risk mitigation, and risk transference.

Back 150

Risk Sharing

Front 151

The level of risk exposure above which risks are addressed and below which risks may be accepted. See also risk appetite and risk tolerance.

Back 151

Risk Threshold

Front 152

The degree of uncertainty that an organization or individual is willing to withstand. See also risk appetite and risk threshold.

Back 152

Risk Tolerance

Front 153

A risk response strategy whereby the project team shifts the impact of a threat to a third party, together with ownership of the response. See also risk acceptance, risk avoidance, risk enhancement, risk exploiting, risk mitigation, and risk sharing.

Back 153

Risk Transference

Front 154

An iterative planning technique in which the work to be accomplished in the near term is planned in detail, while the work in the future is planned at a higher level.

Back 154

Rolling Wave Planning

Front 155

The approved version of a schedule model that can be changed using formal change control procedures and is used as the basis for comparison to actual results. See also baseline, cost baseline, performance measurement baseline, and scope baseline.

Back 155

Schedule Baseline

Front 156

A technique used to shorten the schedule duration without reducing the project scope. See also crashing and fast tracking.

Back 156

Schedule Compression

Front 157

A component of the project or program management plan that establishes the criteria and the activities for developing, monitoring, and controlling the schedule. See also project management plan.

Back 157

Schedule Management Plan

Front 158

A representation of the plan for executing the project’s activities, including durations, dependencies, and other planning information, used to produce a project schedule along with other scheduling artifacts. See also schedule model analysis.

Back 158

Schedule Model

Front 159

A process used to investigate or analyze the output of the schedule model in order to optimize the schedule. See also schedule model.

Back 159

Schedule Model Analysis

Front 160

A technique to identify early and late start dates, as well as early and late finish dates, for the uncompleted portions of project activities. See also early finish date, early start date, late finish date, and late start date.

Back 160

Schedule Network Analysis

Front 161

A measure of schedule efficiency expressed as the ratio of earned value to planned value. See also cost performance index (CPI).

Back 161

Schedule Performance Index (SPI)

Front 162

A measure of schedule performance expressed as the difference between the earned value and the planned value. See also cost variance (CV).

Back 162

Schedule Variance (SV)

Front 163

The approved version of a scope statement, work breakdown structure (WBS), and its associated WBS dictionary that can be changed using formal change control procedures and is used as the basis for comparison to actual results. See also baseline, cost baseline, performance measurement baseline, and schedule baseline.

Back 163

Scope Baseline

Front 164

The uncontrolled expansion to product or project scope without adjustments to time, cost, and resources.

Back 164

Scope Creep

Front 165

A component of the project or program management plan that describes how the scope will be defined, developed, monitored, controlled, and validated. See also project management plan.

Back 165

Scope Management Plan

Front 166

A technique used to indicate performance trends by using a graph that displays cumulative costs over a specific time period.

Back 166

S-Curve Analysis

Front 167

A risk that arises as a direct result of implementing a risk response. See also residual risk.

Back 167

Secondary Risk

Front 168

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

Back 168

Sponsor

Front 169

A component of the human resource plan that describes when and how team members will be acquired and how long they will be needed. See also human resource management plan.

Back 169

Staffing Management Plan

Front 170

An individual, group, or organization that may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project, program, or portfolio. See also sponsor.

Back 170

Stakeholder

Front 171

A component of the project management plan that describes how stakeholders will be engaged in project decision making and execution. See also project management plan.

Back 171

Stakeholder Management Plan

Front 172

A logical relationship in which a successor activity cannot finish until a predecessor activity has started. See also finish-to-finish, finish-to-start, start-to-start, and logical relationship.

Back 172

Start-to-Finish

Front 173

A logical relationship in which a successor activity cannot start until a predecessor activity has started. See also finish-to-finish, finish-to-start, start-to-finish, and logical relationship.

Back 173

Start-to-Start

Front 174

A dependent activity that logically comes after another activity in a schedule. See also predecessor activity and summary activity.

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Successor Activity

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A group of related schedule activities aggregated and displayed as a single activity. See also predecessor activity and successor activity.

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Summary Activity

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A risk that would have a negative effect on one or more project objectives. See also issue, opportunity, and risk.

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Term DefinitionThreat

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A technique used to estimate cost or duration by applying an average or weighted average of optimistic, pessimistic, and most likely estimates when there is uncertainty with the individual activity estimates. See also analogous estimating, bottom-up estimating, parametric estimating, and program evaluation and review technique (PERT).

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Three-Point Estimating

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A measure of the cost performance that is achieved with the remaining resources in order to meet a specified management goal, expressed as the ratio of the cost to finish the outstanding work to the remaining budget. See also actual cost (AC), budget at completion (BAC), earned value (EV), and estimate at completion (EAC).

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To-Complete Performance Index (TCPI)

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The amount of time that a schedule activity can be delayed or extended from its early start date without delaying the project finish date or violating a schedule constraint. See also free float, critical path, near-critical activity, and near-critical path.

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Total Float

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An event or situation that indicates that a risk is about to occur.

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Trigger Condition

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

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Variance Analysis

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A projection of the amount of budget deficit or surplus, expressed as the difference between the budget at completion and the estimate at completion. See also budget at completion (BAC), cost variance (CV), estimate at completion (EAC), and variance analysis.

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Variance at Completion (VAC)

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A document that provides detailed deliverable, activity, and scheduling information about each component in the work breakdown structure. See also work breakdown structure (WBS).

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WBS Dictionary

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A method of estimating earned value in which the budget value of a work package is divided into measurable segments, each ending with a milestone that is assigned a weighted budget value. See also fixed formula method.

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Weighted Milestone Method

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The process of evaluating scenarios in order to predict their effect on project objectives.

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What-If Scenario Analysis

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A hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables. See also organizational breakdown structure, resource breakdown structure, risk breakdown structure, and WBS dictionary.

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Work Breakdown Structure (WBS)

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The work defined at the lowest level of the work breakdown structure for which cost and duration can be estimated and managed.

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Work Package

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An immediate and temporary response to an issue, for which a prior response had not been planned or was not effective. See also risk mitigation.

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Workaround