Comptia Project+ Project Management Keyterms

Front 1

Acceptance Criteria

Back 1

Those criteria, usually stated in a contract and/or SOW, that includes deliverables, performance requirements and essential conditions, which must be met to complete project deliverables and be accepted.

Front 2

Acquisition Process

Back 2

The process of acquiring personnel/goods/services for new or existing work within the general definitions of contracts requiring an offer and acceptance, consideration, lawful subject matter, and competent parties.

Front 3

Action Item Status

Back 3

A list of problem issues including a description, point of contact, and dates of action and resolution.

Front 4

Action Plan

Back 4

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

Front 5

Activity

Back 5

The work or effort needed to achieve a result. An activity consumes time and usually consumes resources.

Front 6

Activity Definition

Back 6

Identifying the specific activities which must be performed in order to produce the various project deliverables.

Front 7

Activity Duration

Back 7

The time in calendar units between the start and finish of a schedule activity. See also duration.

Front 8

Activity Duration Estimating

Back 8

Estimating the number of work periods that will be needed to complete individual activities.

Front 9

Actual Cost

Back 9

Total costs incurred (direct and indirect) in accomplishing work during a given time period.

Front 10

Administrative Closure

Back 10

Generating, gathering, and disseminating information to formalize project completion.

Front 11

Alternative Analysis

Back 11

Breaking down a complex scope situation for the purpose of generating and evaluating different solutions and approaches.

Front 12

Analysis

Back 12

The study and examination of something complex and the separation into its more simple components. Analysis typically includes discovering not only what the parts of the item being studied are, but also how they fit together. An example is the study of schedule variances for cause, impact, corrective action, and results.

Front 13

Application Area

Back 13

A category of projects that have a common element not present in all projects. Application areas are usually defined in terms of either the product of the project (i.e., by similar technologies or industry sectors) or the type of customer (e.g., internal vs. external, government vs. commercial). Application areas often overlap.

Front 14

Approve

Back 14

To accept as satisfactory. Approval implies that the item approved has the endorsement of the approving entity. The approval may still require confirmation by somebody else, as in levels of approval. In management use, the important distinction is between approve and authorize. See Authorization.

Front 15

Areas of Responsibility

Back 15

Used to define the person or organizational entity responsible for specific policy areas, processes, and procedures as identified. The current levels of responsibility are Legislature, Department of Management and Budget, state agency, and customer.

Front 16

Arrow Diagramming Method (ADM)

Back 16

A network diagramming technique in which activities are represented by arrows. The tail of the arrow represents the start and the head represents the finish of the activity (the length of the arrow does not represent the expected duration of the activity). Activities are connected at points called "nodes" (usually drawn as small circles) to illustrate the sequence in which the activities are expected to be performed.

Front 17

Assumptions

Back 17

Factors that, for planning purposes, are considered to be true, real, or certain without proof or demonstration.

Front 18

Authorization

Back 18

The power granted by management to specified individuals allowing them to approve transactions, procedures, or total systems. Defined as the final organization authority.

Front 19

Authorized Work

Back 19

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

Front 20

Backward Pass

Back 20

The calculation of late finish dates and late start dates for the uncompleted portions of all network activities. Determined by working backwards through the network logic from the project's end date.

Front 21

Baseline

Back 21

The original plan (for a project, a work package, or an activity) plus or minus approved changes. Usually used with a modifier (e.g., cost baseline, schedule baseline performance measurement baseline).

Front 22

Bottom-Up Estimating (Technique)

Back 22

A method of estimating a component of work. The work is decomposed into more detail. An estimate is prepared of what is needed to meet requirements of each of the lower, more detailed pieces of work, and these estimates are then aggregated into a total quantity for the component of work. The accuracy of bottom-up estimating is driven by the size and complexity of the work identified at the lower levels.

Front 23

Budget

Back 23

When unqualified, refers to an estimate of funds planned to cover a project or specified period of future time. When approved, the estimate for the project or any work breakdown component or any schedule activity.

Front 24

Budget At Completion (BAC)

Back 24

The estimated total cost of the project when done.

Front 25

Business Impact Analysis

Back 25

Identifies project constraints, alternatives, and related assumptions as they apply to the initiation phase.

Front 26

Business Plan

Back 26

Model used by a manager for planning and scheduling project work.

Front 27

Calendar Unit

Back 27

The smallest unit of the calendar produced. This unit is generally in hours, days, or weeks. It can also be grouped in shifts.

Front 28

Champion

Back 28

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

Front 29

Change Control

Back 29

The process of controlling, documenting, and storing the changes to control items. This includes proposing the change, evaluating, approving or rejecting, scheduling and tracking.

Front 30

Change Control Board (CCB)

Back 30

A formally constituted group of stakeholders responsible for approving or rejecting changes to the project baselines.

Front 31

Change in Scope

Back 31

A change in objectives, work plan, or schedule resulting in a material difference from the terms of previously granted approval to proceed.

Front 32

Change Management Process

Back 32

A set of tasks or procedures established to ensure that project performance is measured to the baseline and changes are reviewed, approved or rejected, and the baseline is updated.

Front 33

Change Request

Back 33

Requests to expand or reduce the project scope, modify the costs or budgets, or revise schedules.

Front 34

Chart of Accounts

Back 34

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

Front 35

Charter

Back 35

A document issued by the initiator of the project, usually the project sponsor, that formally authorizes the existence of the project, and provides the project manager with the authority to apply organizational resources to project activities.

Front 36

Code of Accounts

Back 36

Any numbering system used to uniquely identify each element of the work breakdown structure.

Front 37

Concept

Back 37

An imaginative arrangement of a set of ideas.

Front 38

Conceptual Project Planning

Back 38

The process of developing broad-scope project documentation from which the technical requirements, estimates, schedules, control procedures, and effective project management will all flow.

Front 39

Concurrent Engineering

Back 39

An approach to project staffing that, in its most general form, calls for implementers to be involved in the design phase. Sometimes confused with fast tracking.

Front 40

Configuration Control

Back 40

The process of evaluating, approving or disapproving, and managing changes to controlled items.

Front 41

Configuration Management (CM)

Back 41

The technical and administrative application of configuration control. It includes the maintenance of a configuration control unit, change and version control standards, and configuration of control facilities. Configuration Management is a formal discipline which provides project team members and customers with the methods and tools used to identify the product developed, establish baselines, control changes to these baselines, record and track status, and audit the product.

Front 42

Constraint

Back 42

The state, quality, or sense of being restricted to a given course of action or interaction. An applicable restriction or limitation, either internal or external, to the project that will affect the performance of the project or a process.

Front 43

Contingency

Back 43

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

Front 44

Contingency Planning

Back 44

The development of a management plan that identifies alternative strategies to be used to ensure project success if specified risk events occur.

Front 45

Contingency Reserve

Back 45

A separately planned quantity (contingency) used to allow for future situations may be planned for only in part (sometimes called "known unknowns"). For example, rework is certain, the amount of rework is not. Contingency reserves involve cost, schedule, or both. Contingency reserves are intended to reduce the impact of missing cost or schedule objectives. Contingency reserves are not included in the project's cost and schedule baselines.

Front 46

Contract

Back 46

A contract is a mutually binding agreement, which obligates the seller to provide the specified product, and obligates the buyer to pay for it. Contracts generally fall into one of three broad categories: Fixed price or lump sum contracts This category of contract involves a fixed total price for a well-defined product. Fixed price contracts may also include incentives for meeting or exceeding selected project objectives such as schedule targets.

Front 47

Contract Administration

Back 47

Managing the relationship with the seller.

Front 48

Contract Closeout

Back 48

Completion and settlement of the contract including resolution of all outstanding items.

Front 49

Control

Back 49

The process of comparing actual performance with planned performance, analyzing variances, evaluating possible alternatives, and taking appropriate corrective action as needed.

Front 50

Control Charts

Back 50

Control charts are a graphic display of the results, over time and against es-tablished control limits, of a process. They are used to determine if the process is in control or in need of adjustment.

Front 51

Control Item

Back 51

A project element that is considered a unit for the purpose of configuration management. This includes such items as software modules, versions of software systems, project design document, project plans, and other associated documents.

Front 52

Control System

Back 52

A mechanism that reacts to the current project status in order to ensure accomplishment of project objectives.

Front 53

Core Processes

Back 53

Processes that have clear dependencies and that require the same order on most projects.

Front 54

Corrective Action

Back 54

Changes made to bring expected future performance of the project into line with the plan.

Front 55

Cost Benefit Analysis (CBA)

Back 55

Provides information to make a balanced decision about the cost and benefits, or value, of various economic choices about various alternatives within the project.

Front 56

Cost Budgeting

Back 56

Allocating the cost estimates to individual project components.

Front 57

Cost Control

Back 57

Controlling changes to the project budget.

Front 58

Cost Estimating

Back 58

Estimating the cost of the resources needed to complete project activities.

Front 59

Cost of Quality

Back 59

The costs incurred to ensure quality. The cost of quality includes quality plan-ning, quality control, quality assurance, and rework.

Front 60

Cost Performance Baseline

Back 60

A specific version of the time-phased budget used to compare actual expenditures to planned expenditures to determine if preventive or corrective action is needed to meet the project objectives.

Front 61

Cost Performance Index (CPI)

Back 61

1) A measure of cost efficiency on a project. It is the ratio of earned value (EV) to actual costs (AC). CPI= EV divided by AC.T 2) the ratio of budgeted costs to actual costs (BCWP/ACWP). CPI is often used to predict the magnitude of a possible cost overrun using the following formula: original cost estimate/CPI = projected cost at completion.

Front 62

Cost reimbursable contracts

Back 62

This category of contract involves payment (reimbursement) to the contractor for its actual costs. Costs are usually classified as direct costs (costs incurred directly by the project, such as wages for members of the project team) and indirect costs (costs allocated to the project by the performing organization as a cost of doing business, such as salaries for corporate executives). Indirect costs are usually calculated as a percentage of direct costs. Cost reimbursable contracts often include incentives for meeting or exceeding selected project objectives such as schedule targets or total cost.

Front 63

Cost Variance (CV)

Back 63

Any difference between the estimated cost of an activity and the actual cost of that activity.

Front 64

Cost/Schedule Impact Analysis (CSIA)

Back 64

The process followed to determine the cost and/or schedule impact of a specific change with a project.

Front 65

Crashing

Back 65

Taking action to decrease the total project duration after analyzing a number of alternatives to determine how to get the maximum duration compression for the cost.

Front 66

Create Work Breakdown Structure (WBS) (Process)

Back 66

Partitioning the project deliverables and project work into smaller, more manageable components known as activities, tasks and work package.

Front 67

Critical Activity

Back 67

Any activity on a critical path. Most commonly determined by using the critical path method. Although some activities are "critical" in the dictionary sense without being on the critical path, this meaning is seldom used in the project context.

Front 68

Critical Path

Back 68

The sequence of tasks that determine the minimum schedule for a project. If one task on the critical path is delayed, the schedule will be late.

Front 69

Critical Path Method (CPM)

Back 69

A network analysis technique used to predict project duration by analyzing which sequence of activities (which path) has the least amount of scheduling flexibility (the least amount of float). Early dates are calculated by means of a forward pass using a specified start date. Late dates are calculated by means of a backward pass starting from a specified completion date (usually the forward pass’ calculated project early finish date).

Front 70

Critical Success Factors

Back 70

Identified factors that must be present in order for the project to be successful in terms of scope/budget/schedule. Used to alert the sponsor to factors that the project needs to have in place.

Front 71

Current Finish Date

Back 71

The current estimate of the point in time when an activity will be completed.

Front 72

Current Start Date

Back 72

The current estimate of the point in time when an activity will begin.

Front 73

Data Date

Back 73

The point in time that separates actual (historical) data from future (scheduled) data. Also called as-of date.

Front 74

Decision Tree Analysis

Back 74

The decision tree is a diagram that describes a decision under consideration and shows the implications of choosing one or another of the available alternatives. This analysis incorporates probabilities and the costs of each logical path of events.

Front 75

Decomposition

Back 75

The process of breaking down activities and the work package to a manageable level.

Front 76

Deflection

Back 76

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

Front 77

Deliverable

Back 77

Any measurable, tangible, verifiable outcome, result, or item that must be produced to complete a project or part of a project. Often used more narrowly in reference to an external deliverable, which is a deliverable that is subject to approval by the project sponsor or customer.

Front 78

Design Documents

Back 78

Technical documents that lay out in great detail the anticipated design of the project deliverable.

Front 79

Determine Budget (Process)

Back 79

The process of totaling the estimated costs of individual activities and tasks to establish an authorized budget baseline.

Front 80

Development

Back 80

The actual work performed to develop the Information Technology Project.

Front 81

Dummy Activity

Back 81

An activity of zero duration used to show a logical relationship in the arrow diagramming method. Dummy activities are used when logical relationships cannot be completely or correctly described with regular activity arrows. Dummies are shown graphically as a dashed line headed by an arrow.

Front 82

Duration

Back 82

The amount of time to complete a specific task given other commitments, work, vacations, etc. Usually expressed as workdays or workweeks.

Front 83

Duration Compression

Back 83

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

Front 84

Early Finish Date

Back 84

In the critical path method, the earliest possible point in time on which the uncompleted portions of an activity (or the project) can be finished based upon the network logic and any schedule constraints. Early finish dates can change as the project progresses and changes are made to the Project Plan.

Front 85

Early Start Date

Back 85

In the critical path method, the earliest possible point in time in which the uncompleted portions of an activity (or the project) can start, based upon the network logic and any schedule constraints. Early start dates can change as the project progresses and changes are made to the Project Plan.

Front 86

Earned Value

Back 86

A method for measuring project performance. It compares the amount of work that was planned with what was actually accomplished to determine if cost and schedule performance is as planned.

Front 87

Effort

Back 87

The number of labor units required to complete an activity or other project element. Usually expressed as staff hours, staff days, or staff weeks. Should not be confused with duration.

Front 88

Estimate

Back 88

An assessment of the likely quantitative result. Usually applied to project costs and durations and should always include some indication of accuracy (e.g., +/- x percent). Usually used with a modifier (e.g., preliminary, conceptual, feasibility). Some application areas have specific modifiers that imply particular accuracy ranges (e.g., order-of-magnitude estimate, budget estimate, and definitive estimate in engineering and construction projects).

Front 89

Estimate At Completion (EAC)

Back 89

The expected total cost of an activity, a group of activities, or of the project when the defined scope of work has been completed. Most techniques for forecasting EAC include some adjustment of the original cost estimate based on project performance to date. Also shown as "estimated at completion." Often shown as EAC = Actuals-to-date + ETC.

Front 90

Estimate To Complete (ETC)

Back 90

The expected additional cost needed to complete an activity, a group of activities, or the project. Most techniques for forecasting ETC include some adjustment to the original estimate based on project performance to date. Also called "estimated to complete."

Front 91

Ethics

Back 91

In the conduct of their operations, state organizations and their employees will employ information technology in a legal and ethical manner consistent with government statutes, rules, and regulations. Information technology will not be used for purposes that are unrelated to the state organization’s mission or violates state or federal law. Contract provisions, including software licensing agreements, will be strictly enforced.

Front 92

Exception Reporting

Back 92

The process of documenting those situations where there are significant deviations from the specifications of a project. The assumption is made that the project will be developed within established boundaries. When the process falls outside of those boundaries, a report is made on why this deviation occurred.

Front 93

Expected Monetary Value

Back 93

The product of an event's probability of occurrence and the gain or loss that will result. For example, if there is a 50 percent probability that it will rain, and rain will result in a $100 loss, the expected monetary value of the rain event is $50 (.5 x $100).

Front 94

Facilitating Processes

Back 94

Interactions among processes that are more dependent on the nature of the project.

Front 95

Fast Tracking

Back 95

Compressing the project schedule by overlapping activities that would normally be done in sequence, such as design and construction. Sometimes confused with concurrent engineering.

Front 96

Feasibility Study

Back 96

A formal document in the Initiation Phase that analyzes and discusses the technical feasibility of a project.

Front 97

Financial Audit

Back 97

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

Front 98

Financial Closure

Back 98

The process of completing and terminating the financial and budgetary aspects of the project being performed. It includes both (external) contract closure and (internal) project account closure.

Front 99

Finish Date

Back 99

The day and sometimes time associated with a schedule activity’s completion. Can also be a phase, task and/or project completion date. Usually qualified by one of the following: actual. planned, estimated, scheduled, early, late, baseline, target, or current.

Front 100

Float

Back 100

The amount of time an activity may be delayed from its early start without delaying the project finish date. Float is a mathematical calculation and can change as the project progresses and changes are made to the Project Plan. Also called slack, total float, and path float.

Front 101

Forward Pass

Back 101

The calculation of the early start and early finish dates for the uncompleted portions of all network activities.

Front 102

Free Float

Back 102

The amount of time an activity can be delayed without delaying the early start of any immediately following activities.

Front 103

Function Point

Back 103

Unit of measure to quantify the overall size and complexity of a computer application.

Front 104

Functional Manager

Back 104

A manager responsible for activities in a specialized department or function (e.g., engineering, manufacturing, marketing).

Front 105

Functional Organization

Back 105

An organization structure in which staff are grouped hierarchically by specialty (e.g., production, marketing, engineering, and accounting at the top level; with engineering further divided into mechanical, electrical, and others).

Front 106

Functional Requirements

Back 106

What the systems/products are, do, or provide from the customer’s point of view.

Front 107

Gantt Chart (Tool)

Back 107

A graphic display of coordinated schedule-related information. In the typical bar chart, schedule activities or work breakdown structure components are listed down the left side of the chart, dates are shown across the top, and activity durations are shown as date-placed horizontal bars. The time units of measure can be customized to highlight a certain time period or project phase.

Front 108

Grade

Back 108

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

Front 109

Graphical Evaluation and Review Technique (GERT)

Back 109

A network analysis technique that allows for conditional and probabilistic treatment of logical relationships (i.e., some activities may not be performed).

Front 110

Guideline(s)

Back 110

Used to define a collection of steps that are recommendations to be followed to meet a stated policy(s).

Front 111

Hammock

Back 111

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

Front 112

Hanger

Back 112

An unintended break in a network path. Hangers are usually caused by missing activities or missing logical relationships.

Front 113

Historical Information

Back 113

Documentation and data from prior projects including project files, WBSs, records, correspondence, closed contracts, and closed projects. Normally used in the estimation process of similar type projects.

Front 114

Identify Risks (Process)

Back 114

The process of determining which risks may affect the project and documenting their characteristics.

Front 115

Impact Statement

Back 115

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

Front 116

Implementation

Back 116

Occurs when products have completed testing are moved into production or into their working environment. Normally used as a term on Information Technology projects.

Front 117

Independent Project Oversight

Back 117

A process that employs a variety of quality control, inspection, testing measurement, and other observation processes to ensure that planned project objectives are achieved in accordance with an approved plan. Project oversight is usually done by an independent entity (separate from the project team) trained or experienced in a variety of management and technical review methods. Project oversight includes both technical and management oversight.

Front 118

Initial Risk Identification

Back 118

The process during the initial concept phase of identifying risks that might impact a project. The risk identification process is recommended for agencies to evaluate a project.

Front 119

Initiation

Back 119

Committing the organization to begin a project phase.

Front 120

Lag

Back 120

The amount of time after one task is started or finished before the next task can be started or finished. For example, in a finish-to-start dependency with a 10-day lag, the successor activity cannot start until 10 days after the predecessor has finished.

Front 121

Late Finish Date

Back 121

In the critical path method, the latest possible point in time that an activity may be completed without delaying a specified milestone (usually the finish date).

Front 122

Late Start Date

Back 122

In the critical path method, the latest possible point in time that an activity may begin without delaying a specified milestone (usually the project date).

Front 123

Lead

Back 123

The amount of time that precedes the start of work on another task.

Front 124

Leadership

Back 124

The way in which the project manager influences the project team to behave in a manner that will facilitate project goal achievement.

Front 125

Lessons Learned

Back 125

The learning gained from the process of performing the project, so that other projects can be performed better. Lessons learned can be identified at any point in the project, and should be documented in the Project Notebook.

Front 126

Life Cycle

Back 126

The type of methodology to be used in project development, e.g. System Development Methodology, Information Engineering Methodology, or Rapid Application Development Methodology.

Front 127

Life Cycle Costing

Back 127

The concept of including acquisition, operating, and disposal costs when evaluating various alternatives.

Front 128

Logical Relationship

Back 128

A dependency between two project activities, or between a project ac-tivity and a milestone. See also precedence relationship. The four possible types of logical relationships are: Finish-to-start: the "from" activity must finish before the "to" activity can start. Finish-to-finish: the "from" activity must finish before the "to" activity can finish. Start-to-start: the "from" activity must start before the "to" activity can start. Start-to-finish: the "from" activity must start before the "to" activity can finish.

Front 129

Management Project Oversight

Back 129

The process of evaluating and monitoring the project management processes that exist for a given project and ensuring that the stated process conforms to the project plan.

Front 130

Management Reserve

Back 130

A separately planned quantity used to allow for future situations which are impossible to predict (sometimes called "unknown unknowns"). Management reserves may involve cost or schedule. Management reserves are intended to reduce the risk of missing cost or schedule objectives. Use of management reserve requires a change to the project's cost baseline.

Front 131

Master Schedule

Back 131

A summary level project schedule that identifies the major deliverables and work breakdown schedule components and key schedule milestones.

Front 132

Matrix Organization

Back 132

Any organizational structure in which the project manager shares re-sponsibility with the functional managers for assigning priorities and for directing the work of individuals assigned to the project.

Front 133

Methodology

Back 133

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

Front 134

Milestone

Back 134

A significant event in the project usually completion of a major deliverable.

Front 135

Milestone Schedule

Back 135

A summary-level schedule, which identifies the major milestones.

Front 136

Mission Statement

Back 136

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

Front 137

Mitigation

Back 137

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

Front 138

Monitor and Control Project Risks (Process)

Back 138

Tracking, reviewing, evaluating and directing the progress to meet the performance objectives defined in project documentation such as Project Charter and/or in the SOW.

Front 139

Monitor and Control Risks (Process)

Back 139

Developing and implementing risk response plans, tracking and evaluating identified risks, monitoring residual risks, identifying new risks and opportunities, and continual assessment of risks throughout the project.

Front 140

Monitoring

Back 140

The capture, analysis, and reporting of project performance, usually as compared to plan.

Front 141

Monte Carlo Analysis

Back 141

A schedule risk assessment technique that performs a project simulation many times in order to calculate a distribution of likely results.

Front 142

Near Critical Activity

Back 142

An activity that has low total float.

Front 143

Network Analysis

Back 143

The process of identifying early and late start and finish dates for the uncompleted portions of project activities. See also Critical Path Method, Program Evaluation and Review Technique, and Graphical Evaluation and Review Technique.

Front 144

Opportunity

Back 144

Usually identified in Risk Assessment and Mitigation activities. It is a variable or situation that could be favorable to the project. Such as a positive set of circumstances, a positive set of events, and/or a risk that will have a positive impact on project objectives.

Front 145

Order of Magnitude

Back 145

This is an approximate estimate made without detailed data that is usually produced from cost data. This type of estimate is used during the formative stages of an expenditure program for initial evaluation of the project.

Front 146

Organizational Breakdown Structure (OBS)

Back 146

A depiction of the project organization arranged so as to relate work packages to organizational units.

Front 147

Organizational Planning

Back 147

Identifying, documenting, and assigning project roles, responsibilities, and reporting relationships.

Front 148

Parametric Estimating

Back 148

An estimating technique that uses a statistical relationship between historical data and other variables (e.g., square footage in construction, lines of code in software development) to calculate an estimate.

Front 149

Pareto Diagram

Back 149

A histogram that, ordered by frequency of occurrence, shows how many results were generated by each identified cause.

Front 150

Path

Back 150

A set of sequentially connected activities in a project network diagram.

Front 151

Path Convergence

Back 151

In mathematical analysis, the tendency of parallel paths of approximately equal duration to delay the completion of the milestone where they meet.

Front 152

Percent Complete

Back 152

An estimate, expressed as a percent, of the amount of work which has been completed on an activity or group of activities.

Front 153

Performance Reporting

Back 153

Collecting and disseminating information about project performance to help ensure project progress.

Front 154

Performing Organization

Back 154

The enterprise whose employees are most directly involved in doing the work of the project.

Front 155

PERT Chart

Back 155

A specific type of project network diagram. See Program Evaluation and Review Technique.

Front 156

Planned Value

Back 156

The sum of the approved cost estimates including any overhead allocation) for activities (or portions of activities) scheduled to be performed during a given period (usually project-to-date).

Front 157

Policy

Back 157

A succinct statement that gives direction to state organizations to support IT implementation. Policies are high-level, overall statements that do not dictate specific procedural steps or processes. Directives issued by management for guidance and direction where uniformity of action is essential.

Front 158

Portfolio

Back 158

A collection of projects or programs and other work that are grouped together to facilitate effective management of that work to meet objectives.

Front 159

Portfolio Management

Back 159

The centralized management of one or more portfolios, which includes identifying, prioritizing, authorizing, managing, and controlling projects, programs, and other related work, to achieve specific strategic business objectives.

Front 160

Post Implementation Evaluation Report (PIER)

Back 160

Documents the successes and failures of the project. It provides a historical record of the planned and actual budget and schedule. Other selected metrics on the project can also be collected based upon state organization procedures. The report also contains recommendations for other projects of similar size and scope.

Front 161

Precedence Diagramming Method (PDM)

Back 161

A network diagramming technique in which activities are represented by boxes (or nodes). Activities are linked by precedence relationships to show the sequence in which the activities are to be performed.

Front 162

Precedence Relationship

Back 162

The term used in the precedence diagramming method for a logical relationship. In current usage, however, precedence relationship, logical relationship, and dependency are widely used interchangeably regardless of the diagramming method in use.

Front 163

Predecessor Activity

Back 163

A task or activity that precedes, or comes before, another task or activity. In the precedence diagramming method, the "from" activity.

Front 164

Priority

Back 164

The imposed sequences desired with respect to the scheduling of activities within previously imposed constraints.

Front 165

Procedure

Back 165

Used to define a collection of steps that the organization is responsible for implementing to ensure that policies and process requirements are met. The agency may use guidelines to develop these procedures.

Front 166

Process

Back 166

A set of interrelated actions and activities performed to achieve a prespecified set of products, results, or services.

Front 167

Product

Back 167

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

Front 168

Product Description Statement

Back 168

A non-formal, high level document that describes the characteristics of the product/process to be created.

Front 169

Program

Back 169

A group of related projects managed in a coordinated way. Programs usually include an element of ongoing activity.

Front 170

Program Evaluation and Review Technique (PERT)

Back 170

An event-oriented network analysis technique used to estimate project duration when there is a high degree of uncertainty with the individual activity duration estimates. PERT applies the critical path method to a weighted average duration estimate.

Front 171

Progress Analysis

Back 171

The evaluation of progress against the approved schedule and the determination of its impact. For cost, this is the development of performance indices.

Front 172

Project

Back 172

A temporary endeavor undertaken to create a unique product or service.

Front 173

Project Administration

Back 173

Entails making Project Plan modifications that may result from such things as: new estimates of work still to be done, changes in scope/functionality of end-product(s), resource changes and unforeseen circumstances. It also involves monitoring the various Execution Phase activities, monitoring risks, status reporting, and reviewing/authorizing project changes as needed.

Front 174

Project Charter

Back 174

A document issued by senior management that provides the project manager with the authority to apply organizational resources to project activities.

Front 175

Project Communications Management

Back 175

A subset of project management that includes the processes required to ensure proper collection and dissemination of project information. It consists of communications planning, information distribution, performance reporting, and administrative closure.

Front 176

Project Concept Document

Back 176

The document that is the foundation for making a decision to initiate a project. It describes the project purpose and high level planning information to determine project viability.

Front 177

Project Control

Back 177

A project management function that involves comparing actual performance with planned performance, and taking corrective action to yield the desired outcome, when significant differences exist.

Front 178

Project Cost Management

Back 178

A subset of project management that includes the processes required to ensure that the project is completed within the approved budget. It consists of resource planning, cost estimating, cost budgeting, and cost control.

Front 179

Project Duration

Back 179

The elapsed time from project start date through to project finish date.

Front 180

Project Human Resource Management

Back 180

A subset of project management that includes the processes required to make the most effective use of the people involved with the project. It consists of organizational planning, staff acquisition, and team development.

Front 181

Project Initiation

Back 181

A process that occurs before the organization has begun the Project Planning Phase and denotes a series of steps to have the project externally approved and started, including selection of the project manager.

Front 182

Project Integration Management

Back 182

A subset of project management that includes the processes required to ensure that the various elements of the project are properly coordinated. It consists of Project Plan development, Project Plan execution, and overall change control.

Front 183

Project Management

Back 183

The application of knowledge, skills, tools, and techniques to project activities in order to meet project requirements.

Front 184

Project Manager

Back 184

The individual appointed and given responsibility for management of the project.

Front 185

Project Network Diagram

Back 185

Any schematic display of the logical relationships of project activities. Always drawn from left to right to reflect project chronology. Often incorrectly referred to as a "PERT chart."

Front 186

Project Oversight

Back 186

A process that employs a variety of quality control, inspection, testing measurement, and other observation processes to ensure that planned project objectives are achieved in accordance with an approved plan. Project oversight is usually done by an independent entity (separate from the project team) trained or experienced in a variety of management and technical review methods. Project oversight includes both technical and management oversight. (Same as Independent Project Oversight).

Front 187

Project Phase

Back 187

A collection of logically-related project activities, usually culminating in the completion of a major deliverable.

Front 188

Project Plan

Back 188

A formal, approved document used to guide both project execution and project control. The primary uses of the Project Plan are to document planning assumptions and decisions, facilitate communication among stakeholders, and document approved scope, cost, and schedule baselines.

Front 189

Project Procurement Management

Back 189

A subset of project management that includes the processes required to acquire goods and services from outside the performing organization. It consists of procurement planning, solicitation planning, solicitation, source selection, contract administration, and con tract closeout.

Front 190

Project Quality Management

Back 190

A subset of project management that includes the processes required to ensure that the project will satisfy the needs for which it was undertaken. It consists of quality planning, quality assurance, and quality control.

Front 191

Project Risk Management

Back 191

A subset of project management that includes the processes concerned with identifying, analyzing, and responding to project risk. It consists of risk identification, risk quantification, risk response development, and risk response control.

Front 192

Project Schedule

Back 192

The planned dates for performing activities and the planned dates for meeting milestones.

Front 193

Project Scope Management

Back 193

A subset of project management that includes the processes required to ensure that the project includes all of the work required, and only the work required, to complete the project successfully. It consists of initiation, scope planning, scope definition, scope verification, and scope change control.

Front 194

Project Time Management

Back 194

A subset of project management that includes the processes required to ensure timely completion of the project. It consists of activity definition and activity sequencing, activity duration estimating, schedule development, and schedule control.

Front 195

Project Transition Checklist

Back 195

A document that ensures that the activities of the Planning Phase have been finished, reviewed, and signed off so that the project may move from the Planning Phase into the Execution Phase.

Front 196

Quality

Back 196

A composite of attributes (including performance features and characteristics) of the product, process, or service required to satisfy the need for which the project is undertaken.

Front 197

Quality Assurance (QA)

Back 197

The process of evaluating overall project performance on a regular basis to provide confidence that the project will satisfy the relevant quality standards.

Front 198

Quality Control (QC)

Back 198

The process of monitoring specific project results to determine if they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance.

Front 199

Quality Management

Back 199

A collection of quality policies, plans, procedures, specifications, and requirements is attained through quality assurance (Managerial) and quality control (Technical).

Front 200

Quality Planning

Back 200

Identifying which quality standards are relevant to the project and determining how to satisfy them.

Front 201

Remaining Duration

Back 201

The time, expressed in calendar units, needed to complete an activity.

Front 202

Requirements Document

Back 202

A formal document that outlines the high level requirements of a technical project.

Front 203

Reserve

Back 203

A provision in the Project Plan to mitigate cost and/or schedule risk. Often used with a modifier (e.g., management reserve, contingency reserve) to provide further detail on what types of risk are meant to be mitigated. The specific meaning of the modified term varies by application area.

Front 204

Resource

Back 204

Something that lies ready for use or that can be drawn upon for aid or to take care of a need.

Front 205

Resource Leveling

Back 205

Any form of network analysis in which scheduling decisions (start and finish dates) are driven by resource management concerns (e.g., limited resource availability or difficult-to-manage changes in resource levels).

Front 206

Resource Loading Profiles

Back 206

Detailed staffing plan including number of personnel by type over time.

Front 207

Resource Planning

Back 207

Determining what resources (people, equipment, materials) are needed in what quantities to perform project activities.

Front 208

Resource-Limited Schedule

Back 208

A project schedule whose start and finish dates reflect expected resource availability. The final project schedule should always be resource-limited.

Front 209

Response Development

Back 209

Defining enhancement steps for opportunities and mitigation steps for threats.

Front 210

Responsibility Assignment Matrix

Back 210

A structure which relates the project organization structure to the work breakdown structure to help ensure that each element of the project's scope of work is assigned to a responsible individual.

Front 211

Retainage

Back 211

A portion of a contract payment that is held until contract completion in order to ensure full performance of the contract terms.

Front 212

Risk

Back 212

An uncertain event or condition that, if it occurs, has a positive or negative effect on a project’s objectives.

Front 213

Risk Assessment

Back 213

Review, examination, and judgment of whether or not the identified risks are acceptable. Initial risk assessment is used as a tool to determine project oversight requirements.

Front 214

Risk Event

Back 214

A discrete occurrence that may affect the project for better or worse.

Front 215

Risk Identification

Back 215

Determining which risk events are likely to affect the project.

Front 216

Risk Management

Back 216

The art and science of identifying, analyzing, and responding to risk factors throughout the life of a project and in the best interests of its objectives.

Front 217

Risk Mitigation

Back 217

The act of revising the project’s scope, budget, schedule, or quality in order to reduce uncertainty on the project.

Front 218

Schedule

Back 218

The planned dates for performing activities and for meeting deliverables.

Front 219

Schedule Baseline

Back 219

The first approved project schedule. It is used to compare actual results to the original plan to determine if preventive or corrective action is needed to meet the project objectives. Also is used to derive historical information for future similar type projects.

Front 220

Schedule Compression

Back 220

Shortening the project schedule duration without reducing the project scope.

Front 221

Schedule Development

Back 221

Analyzing activity sequences, activity durations, and resource re-quirements to create the project schedule.

Front 222

Schedule Performance Index (SPI)

Back 222

The ratio of work performed to work scheduled.

Front 223

Schedule Variance (SV)

Back 223

Any difference between the scheduled completion of an activity and the actual completion of that activity.

Front 224

Scope

Back 224

The sum of the products and services to be provided as a project.

Front 225

Scope Change

Back 225

Any change to the project scope. A scope change almost always requires an adjustment to the project cost or schedule.

Front 226

Scope Creep

Back 226

The gradual addition of new requirements to the original product specifications.

Front 227

Scope Definition

Back 227

Decomposing the major deliverables into smaller, more manageable com-ponents to provide better control.

Front 228

Scope Planning

Back 228

Developing a written scope statement that includes the project justification, the major deliverables, and the project objectives.

Front 229

Scope Statement

Back 229

A document capturing the sum of products and services to be provided as a project. The Scope Statement is part of the Project Plan.

Front 230

Scope Verification

Back 230

Ensuring that all identified project deliverables have been completed satisfactorily.

Front 231

Slack

Back 231

Term used in PERT or arrow diagramming method for float.

Front 232

Slippage

Back 232

The tendency of a project to exceed original estimates of budget and time.

Front 233

Specification Documents

Back 233

Documents that provide specific information about the project deliverable characteristics.

Front 234

Sponsor

Back 234

The individual or group that provides the financial resources, in cash or in kind, for the project.

Front 235

Stakeholder

Back 235

Individuals and organizations who are involved in or may be affected by project activities.

Front 236

Start Date

Back 236

The day and sometimes the time associated with a schedule activity’s start, usually qualified by one of the following: actual, planned, estimated, scheduled, early, late, target, baseline, or current.

Front 237

State Organization

Back 237

Used to define a general state organizational level consisting of the Agency and Departments interchangeably. Reference to Agency (with a capital “A”) is used for specific reference to an Agency or that specific organizational level.

Front 238

Statement of Work (SOW)

Back 238

A narrative description of products or services required to be included in a Request for Purchase (RFP) and/or supplied under contract.

Front 239

Status Reports

Back 239

A report containing information on a specific project, indicating if the project is ahead of schedule, on schedule, or behind schedule in relation to the project plan.

Front 240

Successor Activity

Back 240

A task or activity that succeeds, or comes after, another task or activity. In the precedence diagramming method, the "to" activity.

Front 241

Task

Back 241

Well defined components of project work. Also can be referred to as a work package.

Front 242

Team Member

Back 242

The individuals, reporting either part time or full time to the project manager, responsible for some aspect of the project’s activities.

Front 243

Template

Back 243

A document in a predefines format that provides a defined structure for collecting, organizing and presenting information and data. Templates are often based upon documents created during prior projects. Templates can reduce the effort needed to perform work and increase the consistency of results.

Front 244

Testing

Back 244

The actual test of the products or processes created within the development phase of an Information Technology project.

Front 245

Time-Scaled Network Diagram

Back 245

Any project network diagram drawn in such a way that the positioning and length of the activity represents its duration. Essentially, it is a bar chart that includes network logic.

Front 246

Unit price contracts

Back 246

The contractor is paid a preset amount per unit of service (e.g., $70 per hour for professional services or $1.08 per cubic yard of earth removed) and the total value of the contract is a function of the quantities needed to complete the work.

Front 247

Variance

Back 247

A quantifiable difference, deviation, or divergence away from the known baseline or expected value.

Front 248

Variance Analysis (Technique)

Back 248

Investigation and discovery of the difference between the actual and planned quantitative outcomes of the scope, cost, and /or schedule. A detailed look at the variables in specific components variances that are associated with defined factors affecting the scope, cost, and schedule variables.

Front 249

Work Breakdown Structure (WBS)

Back 249

A deliverable-oriented grouping of project elements which organizes and defines the total scope of the project including milestones and deliverables. Each descending level represents an increasingly detailed definition of a project component. Project components may be products or services.

Front 250

Work Effort

Back 250

1) The amount of time to complete the specific task only, i.e. the amount of time required from start to finish with no other interruptions (other commitments, work, meetings, etc.). 2) Physical or mental activity directed towards doing or making something.

Front 251

Work Package

Back 251

A deliverable at the lowest level of the work breakdown structure. Can also be referred to as a task.

Front 252

Workaround (Technique)

Back 252

A response to a negative risk event. Distinguished from contingency plan in that a workaround is not planned in advance of the occurrence of the risk event.