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487 Cards in this Set
- Front
- Back
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Best Practice
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An optimal way recognized by industry to achieve a stated goal or objective
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Critical Path
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The longest path through a network diagram that determines the earliest completeion of a project.
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Enterprise Project Management Software
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Software that integrates information from multiple projects to show the status of active, approved, and future projects across an entire organization; also called portfolio project management software.
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ethics
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A set of principles that guide our decision making based on personal values of what is "right" and "wrong"
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Gantt chart
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A standard format for displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format.
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green IT or green computing
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Developing and using computer resources in an efficient way to improve economic viability, social responsibility, and environmental impact.
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leader
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A person who focuses on long-term goals and big-picture objectives, while inspiring people to reach those goals.
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manager
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A person who deals with the day-to-day details of meeting specific goals.
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portfolio project management software
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Software that integrates information from multiple projects to show the status of active, approved, and future projects across an entire organization; also called enterprise project management software.
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program
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A group of projects managed in a coordinated way to obtain benefits and control not available from managing them individually.
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program manager
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A person who provides leadership and direction for the project managers heading the projects within a program
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project
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A temporary endeavor undertaken to create a unique product, service, or result.
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project management
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The application of knowledge, skills, tools, and techniques to project activities to meet project requirements.
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Project Management Institute(PMI)
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An international professional society for project managers.
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project management knowledge areas
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Project integration management, scope, time, cost, quality, human resource, communications, risk, and procurement management.
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Project Management Office (PMO)
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An organizational group responsible for coordinating the project management functions throughout an organization.
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Project Management Professional(PMP)
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Certification provided by PMI that requires documenting project experience and education, agreeing to follow the PMI code of ethics, and passing a comprehensive exam.
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project management tools and techniques
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Methods available to assist project managers and their teams; some popular tools in the time management knowledge area include Gantt charts, network diagrams, and critical path analysis.
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project manager
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The person responsible for working with the project sponsor, the project team, and the other people involved in a project to meet project goals.
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project portfolio management or portfolio management
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When organizations group and manage projects as a portfolio of investments that contribute to the entire enterprise's success
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project sponsor
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The person who provides the direction and funding for a project.
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stakeholders
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People involved in or affected by project activities.
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triple constraint
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Balancing scope, time, and cost goals.
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virtualization
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Hiding the physical characteristics of computing resources from their users, such as making a single server, operating system, application, or storage device appear to function as multiple virtual devices.
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adaptive software development (ASD)
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A software development approach used when requirements cannot be clearly sexpressed early in the life cycle
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Agile software development
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A method for software development that uses new approaches, focusing on close collaboration between programming teams and business experts.
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Champion
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A senior manager who acts as a key proponenet for a project.
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deliverable
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A product or service such as a technical report, a training session, a piece of hardware, or a segment of software code, produced or provided as part of a project.
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executive steering committee
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A group of senior executives from various parts of the organization who regularly review important corporate projects and issues.
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functional organizational structure
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An organizational structure that groups people by functional areas such as information technology, manufacturing, engineering, and human resources.
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human resources frame
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Focuses on producing harmony between the needs of the organization and the needs of the people.
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IT governance
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Addresses the authority and control for key IT activities in organizations, including IT infrastructrue, IT use, and project management.
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kill point
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Management review that should occur after each project phase to determine if projects should be continued, redirected, or terminated; also called a phase exit.
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matrix organizational structure
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An organizational structure in which employees are assigned to both functional and project managers.
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offshoring
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Outsourcing from another country
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organizational culture
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A set of shared assumptions, values, and behaviors that characterize the functioning of an organization
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outsourcing
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When an organization acquires goods and/or sources from an outside source
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phase exit
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Management review that should occur after each project phase to determine of projects should be continued, redirected, or terminated; also called a kill point.
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political frame
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Addresses organizational and personal politics
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politics
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Competition between groups or individuals for power and leadership.
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predictive life cycle.
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A software development approach used when the scope of the project can be clearly articulated and the schedule and cost can be accurately predicted.
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project acquisition
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The last two phases in a project (implementation and close-out) that focus on delivering the actual work.
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project feasibility
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The first two phases in a project (concept and development) that focus on planning.
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project life cycle
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A collection of project phases, such as concept, development, implementation, and close-out.
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project organizational structure
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An organizational structure that groups people by major projects, such as specific aircraft programs.
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structural frame
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Deals with how the organization is structured( usually depicted in an organizational chart) and focuses on different groups' roles and responsibilities to meet the goals and policies set up by top management
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symbolic frame
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Focuses on the symbols, meanings, and culture of an organization
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systems
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Sets of interacting components working within an environment to fulfill some purpose.
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systems analysis
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A problem-solving approach that requires defining the scope of the system to be studied, and then dividing it into its component parts for identifying and evaluating its problems, opportunities, constraints, and needs.
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systems approach
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A holistic and analytical approach to solving complex problems that includes using a systems philosophy, systems analysis, and systems management.
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systems development life cycle (SDLC)
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A framework for describing the phases involved in developing and maintaining information systems.
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systems management
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Addressing the business, technological, and organizational issues associated with creating, maintaining, and making changes to a system.
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systems philosophy
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An overall model for thinking about things as systems
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systems thinking
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Taking a holistic view of an organization to effectively handle complex situations.
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virtual team
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A group of individuals who work across time and space using communication technologies.
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closing process
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formalizing acceptance of the project or project phase and ending it efficiently
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executing process
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coordinating people and other resources to carry out the project plans and produce the products, services, or results of the project or project phase.
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initiating process
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defining and authorizing a project or project phase
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kick-off meeting
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a meeting held at the beginning of a project so that stakeholders can meet each other, review the goals of the project, and discuss future plans.
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methodology
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describes how things should be done
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monitoring and controlling processes
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regularly measuring and monitoring progress to ensure that the project team meets the project objectives.
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planning processes
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devising and maintaining a workable scheme to ensure that the project addresses the organization's needs.
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process
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a series of actions directed toward a particular result.
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project management process groups
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the progression of project activities from initation to planning, executing, monitoring and controlling, and closing
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PRojects IN Controlled Environments (PRINCE2)
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a project management methodology developed in the U.K. that defines 45 separate sub-processes and organizes these into eight process groups.
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Rational Unified Process(RUP)
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an iterative software development process that focuses on team productivity and delivers software best practices to all team members.
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Six Sigma methodologies
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DMAIC (Define, Measure, Analyze, Improve and Control) is used to improve existing business process and DMADV(Define, Measure, Analyze, Design, and Verify) is used to create new product or process designs
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stakeholder register
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a document that includes details related to the identified project stakeholders.
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standard
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describes best practices for what should be done
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balanced scorecard
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a methodology that converts an organization's value drivers to a series of defined metrics
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baseline
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the approved project management plan plus approved changes
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business service management (BSM) tools
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tools that help track the execution of business process flows and expose how the state of supporting IT systems and resources is impacting end-to-end business process performance in real time.
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capitalization rate
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the rate used in discounting future cash flow; also called the discount rate or opportunity cost of capital
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cash flow
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benefits minus costs or income minus expenses
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change control board (CCB)
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a formal group of people responsible for approving or rejecting changes on a project.
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change control system
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a formal, documented process that describes when and how official project documents may be changed.
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configuration management
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a process that ensures that the descriptions of the project's products are correct and complete.
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cost of capital
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the return available by investing the capital elsewhere.
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directives
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new requirements imposed by management, government, or some external influence.
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discount factor
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a multiplier for each year based on the discount rate and year.
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discount rate
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the rate used in discounting future cash flow; also called the capitalization rate or opportunity cost of capital
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integrated change control
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identifying, evaluating, and managing changes throughout the project life cycle.
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interface management
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identifying and managing the points of interaction between various elements of a project.
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internal rate of return (IRR)
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the discount rate that results in an NPV of zero for a project.
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mind mapping
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a technique that uses branches radiating out from a core idea to structure thoughts and ideas.
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net present value (NPV) analysis
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a method of calculating the expected net monetary gain or loss from a project by discounting all expected future cash inflows and outflows to the present point in time.
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opportunities
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chances to improve the organization
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opportunity cost of capital
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the rate used in discounting future cash flow; also called the capitalization rate or discount rate.
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organizational process assets
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formal and informal plans, policies, procedures, guidelines, information systems, financial systems, management systems, lessons learned, and historical information that can be used to influence a project's success.
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opportunity cost of capital
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the rate used in discounting future cash flow; also called the capitalization rate or discount rate.
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organizational process assets
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formal and informal plans, policies, procedures, guidelines, information systems, financial systems, management systems, lessons learned, and historical information that can be used to influence a project's success.
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payback period
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the amount of time it will take to recoup, in the form of net cash inflows, the total dollars invested in a project.
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problems
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undesirable situations that prevent the organization from achieving its goals
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project charter
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a document that formally recognizes the existence of a project and provides direction on the project's objectives and management
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project integration management
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processes that coordinate all project management knowledge areas throughout a project's life, including developing the project charter, developing the preliminary project scope statement, developing the project management plan, directing and managing the project, monitoring and controlling the project, providing integrated change control, and closing the project.
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project management plan
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a document used to coordinate all project planning documents and guide project execution and control.
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required rate of return
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the minimum acceptable rate of return on an investment
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return on investment (ROI)
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(benefits minus costs) divided by costs
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strategic planning
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determining long-term objectives by analyzing the strengths and weaknesses of an organization, studying opportunities and threats in the business environment, predicting future trends, and projecting the need for new products and services.
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SWOT analysis
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analyzing Strengths, Weaknesses, Opportunities, and Threats; used to aid in strategic planning
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weighted scoring model
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a technique that provides a systematic process for basing project selection on numerous criteria
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analogy approach
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creating a WBS by using a similar project's WBS as a starting point
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bottom-up approach
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creating a WBS by having team members identify as many specific tasks related to the project as possible and then grouping them into higher level categories.
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decomposition
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subdividing project deliverables into smaller pieces
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deliverable
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a product, such as a report or segment of software code, produced as part of a project.
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Joint Application Design(JAD)
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using highly organized and intensive workshops to bring together project stakeholders- the sponsor, users, business analysts, programmers, and so on- to jointly define and design information systems.
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project scope management
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the processes involved in defining and controlling what work is or is not included in a project
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project scope statement
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a document that includes, at a minimum, a description of the project, including its overall objectives and justification, detailed descriptions of all project deliverables, and the characteristics and requirements of products and services produced as part of the project.
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prototyping
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developing a working replica of the system or some aspect of the system to help define user requirements
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requirement
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a condition or capability that must be met or possessed by a system, product, service, result, or component to satisfy a contract, standard, specification, or other formal document
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requirements management plan
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a plan that describes how project requirements will be analyzed, documented, and managed.
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requirements traceability matrix (RTM)
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a table that lists requirements, various attributes of each requirement, and the status of the requirements to ensure that all requirements are addressed.
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scope
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all the work involved in creating the products of the project and the processes used to create them.
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scope baseline
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the approved project scope statement and its associated WBS and WBS dictionary
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scope creep
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the tendency for project scope to keep getting bigger
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top-down approach
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creating a WBS by starting with the largest items of the project and breaking them into their subordinate items.
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use case modeling
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a process for identifying and modeling business events, who initiated them, and how the system should respond to them.
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varianceitem
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the difference between planned and actual performance
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WBS dictionary
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a document that describes detailed information about each WBS
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work breakdown structure (WBS)
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a deliverable-oriented grouping of the work involved in a project that defines the total scope of the project.
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work package
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a task at the lowest level of the WBS
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activity
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an element of work, normally found on the WBS, that has an expected duration and cost, and expected resource requirements; also called a task
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activity attributes
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information about each activity, such as predecessors, successors, logical relationships, leads and lags, resource requirements, constraints, imposed dates, and assumptions related to the activity
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activity list
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a tabulation of activities to be included on a project schedule
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activity-on-arrow(AOA)
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a network diagramming technique in which activities are represented by arrows and connected at points called nodes to illustrate the sequence of activities; also called arrow diagramming method (ADM)
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arrow diagramming method (ADM)
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a network diagramming technique in which activities are represented by arrows and connected at points calle dnodes to illustrate the sequence of activities; also called activity-on-arrow (AOA)
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backward pass
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a project network diagramming technique that determines the late start and late finish dates for each activity in a similar fashion
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baseline dates
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the planned schedule dates for activities in a Tracking Gantt chart
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buffer
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additional time to complete a task, added to an estimate to account for various factors
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burst
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when a single node is followed by two or more activities on a network diagram
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crashing
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a technique for making cost and schedule trade-offs to obtain the greatest amount of schedule compression for the least incremental cost.
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critical chain scheduling
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a method of scheduling that takes limited resources into account when creating a project schedule and includes buffers to protect the project completion date
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critical path
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the series of activities in a network diagram that determines the earliest completion of the project; it is the longest path through the network diagram and has the least amount of slack or float
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critical path method(CPM) or critical path analysis
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a project network analysis technique used to predict total project duration
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dependency
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the sequencing of project activities or tasks; also called a relationship
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discretionary dependencies
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sequencing project activities or tasks defined by the project team and used with care since they may limit later scheduling options
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dummy activities
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activities with no duration and no resources used to show a logical relationship between two activities in the arrow diagramming method of project network diagrams
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duration
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the actual amount of time worked on an activity plus elapsed time
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early finish date
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the earliest possible time an activity can finish based on the project network logic
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early start date
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the earliest possible time an activity can start based on the project network logic
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effort
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the number of workdays or work hours required to complete a task.
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external dependencies
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sequencing of project activities or tasks that involve relationships between project and non-project activities
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fast tracking
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a schedule compression technique in which you do activities in parallel that you would normally do in sequence
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feeding buffers
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additional time added before tasks on the critical path that are preceded by non-critical-path tasks
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finish-to-finish dependency
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a relationship on a project network diagram where the "from" activity must be finished before the "to" activity can be finished.
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finish-to-start dependency
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a relationship on a project network diagram where the "from" activity must be finished before the "to" activity can be started.
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float
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the amount of time a project activity may be delayed without delaying a succeeding activity or the project finish date; also called slack
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forward pass
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a network diagramming technique that determines the early start and early finish dates for each activity.
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free slack (free float)
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the amount of time an activity can e dealyed without delaying the early start of any immediately following activities
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Gantt chart
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a standard format for displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format; sometimes referred to as bar charts
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late finish date
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the latest possible time an activity can be completed without delaying the project finish date
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late start date
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the latest possible time an activity may begin without delaying the project finish date
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mandatory dependencies
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sequencing of project activities or tasks that are inherent in the nature of the work being done on the project.
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merge
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when two or more nodes precede a single node on a network diagram
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milestone
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a significant event that normally has no duration on a project; serves as a marker to help in identifying necessary activities, setting schedule goals, and monitoring progress.
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multitasking
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when a resource works on more than one task at a time
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Murphy's Law
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principle that if something can go wrong, it will
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network diagram
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a schematic display of logical relationships or sequencing or project activities
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node
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the starting and ending point of an activity on an activity-on-arrow diagram
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Parkinson's Law
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principle that work expands to fill the time allowed
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PERT weighted average
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(optimistic time + 4 * most likely time + pessimistic time)/6
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Precedence Diagramming Method (PDM)
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a network diagramming technique in which boxes represent activities
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Probabilistic time estimates
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duration estimates based on using optimistic, most likely, and pessimistic estimates of activity durations instead of using one specific or discrete estimate
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Program Evaluation and Review Technique (PERT)
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a project network analysis technique used to estimate project duration when ther eis a high degree of uncertainty with the individual activity duration estimates.
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project buffer
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additional time added before the project's due date
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project time management
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the processes required to ensure timely completion of a project
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relationship
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the sequencing of project activities or tasks; also called a dependency
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resource breakdown structure
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a hierarchical structure that identifies the project's resources by category and type
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resources
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people, equipment, and materials
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schedule baseline
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the approved planned schedule for the project
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slack
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the amount of time a project activity may be delayed wihtout delaying a succeeding activity or the project finish date; also called float
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slipped milestone
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a milestone that is completed later than planned
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SMART criteria
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guidelines to help define milestones that are specific, measurable, assignable, realistic, and time-framed
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start-to-finish dependency
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a relationship on a project network diagram where the "from" activity cannot start before the "to" activity is finished
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task
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an element of work normally found on the WBS, that has an expected duration and cost, and expected resource requirements; also called an activity
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Theory of Constraints (TOC)
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a management philosophy that states that any complex system at any point in time often has only one aspect or constraint that is limiting its ability to achieve more of its goal
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three-point estimate
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an estimate that includes an optimistic, most likely, and pessimistic estimate
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total slack(total float)
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the amount of time an activity may be delayed from its early start without delaying the planned project finish date
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Tracking Gantt chart
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a Gantt chart that compares planned and actual project schedule information.
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activity
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an element of work, normally found on the WBS, that has an expected duration and cost, and expected resource requirements; also called a task.
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activity attributes
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information about each activity, such as predecessors, successors, logical relationships, leads and lags, resource requirements, constraints, imposed dates, and assumptions related to the activity.
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activity list
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a tabulation of activities to be included on a project schedule.
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activity-on-arrow (AOA)
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A network diagramming technique in which activities are represented by arrows and connected at points called nodes to illustrate the sequence of activities; also called arrow diagramming method (ADM)
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arrow diagramming method (ADM)
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A network diagramming technique in which activities are represented by arrows connected at points called nodes to illustrate the sequence of activities; also called activity-on-arrow (AOA)
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backward pass
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a project network diagramming technique that determines the late start and late finish dates for each activity in a similar fashion
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baseline dates
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the planned schedule dates for activities in a Tracking Gantt chart
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buffer
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additional time to complete a task, added to an estimate to account for various factors
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burst
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when a single node is followed by two or more activities on a network diagram
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crashing
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a technique for making cost and schedule trade-offs to obtain the greatest amount of schedule compression for the least incremental cost.
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critical chain scheduling
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a method of scheduling that takes limited resources into account when creating a project schedule and includes buffers to protect the project completion date
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critical path
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the series of activities in a network diagram that determines teh earliest completion of the project; it is the longest path through the network diagram and has the least amount of slack or float.
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critical path method (CPM) or critical path analysis
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a project network analysis technique used to predict total project duration
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dependency
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the sequencing of project activities or tasks; also called a relationship
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discretionary dependencies
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sequencing of project activities or tasks defined by the project team and used with care since they may limit later scheduling options
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dummy activities
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activities with no duration and no resources used to show a logical relationship between two activities in the arrow diagramming method of project network diagrams
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duration
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the actual amount of time worked on an activity plus elapsed time
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early finish date
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the earliest possible time an activity can finish based on the project network logic.
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early start date
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the earliest possible time an activity can start based on the project network logic.
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effort
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the number of workdays or work hours required to complete a task.
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external dependencies
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sequencing of project activities or tasks that involve relationships between project and non-project activities.
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fast tracking
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a schedule compression technique in which you do activities in parallel that you would normally do in sequence.
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feeding buffers.
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additional time added before tasks on the critical path that are preceded by non-critical-path tasks
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finish-to-finish dependency
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a relationship on a project network diagram where the "from" activity must be finished before the "to" activity can be finished.
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finish-to-start dependency
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a relationship on a project network diagram where the "from" activity must be finished before the "to" activity can be started
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float
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the amount of time a project activity may be delayed without delaying a succeeding activity or the project finish date; also called slack
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forward pass
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a network diagramming technique that determines the early start date and early finish dates for each activity
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free slack (free float)
|
the amount of time an activity can be delayed without delaying the early start of any immediately following activities.
|
|
|
Gantt chart
|
a standard format for displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format; sometimes referred to as bar charts
|
|
|
late finish date
|
the latest possible time an activity can be completed without delaying teh project finish date
|
|
|
late start date
|
the latest possible time an activity may begin without delaying the project finish date.
|
|
|
mandatory dependencies
|
sequencing of project activities or tasks that are inherent in the nature of the work being done on the project
|
|
|
merge
|
when two or more nodes precede a single node on a network diagram
|
|
|
milestone
|
a significant event that normally has no duration on a project; serves as a marker to help in identifying necessary activities, setting schedule goals, and monitoring progress
|
|
|
multitasking
|
when a resource works on more than one task at a time
|
|
|
Murphy's Law
|
principle that if something can go wrong, it will
|
|
|
network diagram
|
a schematic display of the logical relationships or sequencing of project activities
|
|
|
node
|
the starting and ending point of an activity on an activity-on-arrow diagram
|
|
|
Parkinson's Law
|
principle that work expands to fill the time allowed.
|
|
|
PERT weighted average
|
optimistic time + 4*most likely time + pessimistic time/6
|
|
|
Precedence Diagramming Method (PDM)
|
a network diagramming technique in which boxes represent activities
|
|
|
Probabilistic time estimates
|
duration estimates based on using optimistic, most likely, and pessimistic estimates of activity durations instead of using one specific or discrete estimate
|
|
|
Program Evaluation and Review Technique (PERT)
|
a project network analysis technique used to estimate project duration when there is a high degree of uncertainty with the individual activity duration estimates
|
|
|
project buffer
|
additional time added before the project's due date
|
|
|
project time management
|
the processes required to ensure timely completion of a project
|
|
|
relationship
|
the sequencing of project activities or tasks; also called a dependency
|
|
|
resource breakdown structure
|
a hierarchical structure that identifies the project's resources by category and type
|
|
|
resources
|
people, equipment, and materials
|
|
|
schedule baseline
|
the approved planned schedule for the project
|
|
|
slack
|
the amount of time a project activity may be delayed without delaying a succeeding activity or the project finish date; also called float
|
|
|
slipped milestone
|
a milestone activity that is completed later than planned
|
|
|
SMART criteria
|
guidelines to help define milestones that are specific, measurable, assignable, realistic, and time-framed
|
|
|
start-to-finish dependency
|
a relationship on a project network diagram where the "from" activity cannot start before the "to" activity is finished.
|
|
|
start-to-start dependency
|
a relationship on a project network diagram in which the "from" activity cannot start until the "to" activity starts
|
|
|
task
|
an element of work, normally found on the WBS, that has an expected duration and cost, and expected resource requirements; also called an activity
|
|
|
Theory of Constraints (TOC)
|
a management philosophy that states that any complex system at any point in time often has only one aspect or constraint that is limiting its ability to achieve more of its goal
|
|
|
three-point estimate
|
an estimate that includes an optimistic, most likely, and pessimistic estimate
|
|
|
total slack (total float)
|
the amount of time an activity may be delayed from its early start without delaying the planned project finish date
|
|
|
Tracking Gantt Chart
|
a Gantt chart that compares planned and actual project schedule information
|
|
|
activity
|
an element of work, normally found on the WBS, that has an expected duration and cost, and expected resource requirements, also called a 'task'
|
|
|
activity attributes
|
information about each activity, such as predecessors, successors, logical relationships, leads and lags, resource requirements, constraints, imposed dates, and assumptions related to the activity.
|
|
|
activity list
|
a tabulation of activities to be included on a project schedule
|
|
|
activity-on-arrow (AOA)
|
a network diagramming technique in which activities are represented by arrows and connected at points called nodes to illustrate the sequence of activities; also called arrow diagramming method (ADM)
|
|
|
arrow diagramming method (ADM)
|
a network diagramming technique in which activities are represented by arrows and connected at points called nodes to illustrate the sequence of activities; also called activity-on-arrow (AOA)
|
|
|
backward pass
|
a project network diagramming technique that determines the late start and late finish dates for each activity in a similar fashion
|
|
|
baseline dates
|
the planned schedule dates for activities in a Tracking Gantt Chart
|
|
|
buffer
|
additional time to complete a task, added to an estimate to account for various factors
|
|
|
burst
|
when a single node is followed by two or more activities on a network diagram
|
|
|
crashing
|
a technique for making cost and schedule trade-offs to obtain the greatest amount of schedule compression for the least incremental cost.
|
|
|
critical chain scheduling
|
a method of scheduling that takes limited resources into account when creating a project schedule and includes buffers to protect the project completion date
|
|
|
critical path
|
the series of activities in a network diagram that determines the earliest completion of the project; it is the longest path through the network diagram and has the least amount of slack.
|
|
|
critical path method (CPM) or critical path analysis
|
a project network analysis technique used to predict total project duration.
|
|
|
dependency
|
the sequencing of project activities or tasks; also called a relationship
|
|
|
discretionary dependencies
|
sequencing of project activities or tasks defined by the project team and used with care since they may limit later scheduling options
|
|
|
dummy activities
|
activities with no duration and no resources used to show a logical relationship between two activities in the arrow diagramming method of project network diagrams
|
|
|
duration
|
the actual amount of time worked on an activity plus elapsed time
|
|
|
early finish date
|
the earliest possible time an activity can finish based on the project network logic
|
|
|
early start date
|
the earliest possible time an activity can start based on the project network logic
|
|
|
effort
|
the number of workdays or work hours required to complete a task
|
|
|
external dependencies
|
sequencing of project activities or tasks that involve relationships between project and non-project activities
|
|
|
fast tracking
|
a schedule compression technique in which you do activities in parallel that you would normally do in sequencing
|
|
|
feeding buffers
|
additional time added before tasks on the critical path that are preceded by non-critical-path tasks
|
|
|
finish-to-finish dependency
|
a relationship on a project network diagram where the "from" activity must be finished before the "to" activity can be finished.
|
|
|
finish-to-start dependency
|
a relationship on a project network diagram where the "from" activity must be finished before the "to" activity can be started.
|
|
|
float
|
the amount of time a project activity may be delayed without delaying a succeeding activity or the project finish date; also called slack
|
|
|
forward pass
|
a network diagramming technique that determines the early start and early finish dates for each activity
|
|
|
free slack (free float)
|
the amount of time an activity can be delayed without delaying the early start of any immediately following activities
|
|
|
Gantt chart
|
a standard format for displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format; sometimes referred to as bar charts.
|
|
|
late finish date
|
the latest possible time an activity can be completed without delaying the project finish date
|
|
|
late start date
|
the latest possible time an activity may begin without delaying the project finish date
|
|
|
mandatory dependencies
|
sequencing of project activities or tasks that are inherent in the nature of the work being done on the project
|
|
|
merge
|
when two or more nodes precede a single node on a network diagram
|
|
|
milestone
|
a significant event that normally has no duration on a project; serves as a marker to help in identifying necessary activities, setting schedule goals, and monitoring progress
|
|
|
multitasking
|
when a resource works on more than one task at a time
|
|
|
Murphy's Law
|
principle that if something can go wrong, it will
|
|
|
network diagram
|
a schematic display of the logical relationships or sequencing of project activities
|
|
|
node
|
the starting and ending point of an activity on an activity-on-arrow diagram
|
|
|
Parkinson's Law
|
principle that work expands to fill the time allowed
|
|
|
PERT weighted average
|
optimistic time + 4 * most likely time + pessimistic time / 6
|
|
|
Precedence Diagramming Method (PDM)
|
a network diagramming technique in which boxes represent activities
|
|
|
probabilistic time estimates
|
duration estimates based on using optimistic, most likely, and pessimistic estimates of activity durations instead of using one specific or discrete estimate
|
|
|
Program Evaluation and Review Technique (PERT)
|
a project network analysis technique used to estimate project duration when there is a high degree of uncertainty with the individual activity duration estimates
|
|
|
project buffer
|
additional time added before the project's due date
|
|
|
project time management
|
the processes required to ensure timely completion of a project
|
|
|
relationship
|
the sequencing of project activities or tasks; also called a dependency
|
|
|
resource breakdown structure
|
a hierarchical structure that identifies the project's resources by category and type
|
|
|
resources
|
people, equipment, and materials
|
|
|
schedule baseline
|
the approved planned schedule for the project.
|
|
|
slack
|
the amount of time a project activity may be delayed without delaying a succeeding activity or the project finish date; also called float.
|
|
|
slipped milestone
|
a milestone activity that is completed later than planned
|
|
|
SMART criteria
|
guidelines to help define milestones that are specific, measurable, assignable, realistic, and time-framed
|
|
|
start-to-finish dependency
|
a relationship on a project network diagram where the "from" activity cannot start before the "to" activity is finished.
|
|
|
start-to-start dependency
|
a relationship on a project network diagram in which the "from" activity cannot start until the "to" activity starts.
|
|
|
task
|
an element of work, normally found on the WBS, that has an expected duration and cost, and expected resource requirements; also called an activity
|
|
|
Theory of Constraints (TOC)
|
a management philosophy that states that any complex system at any point in time often has only one aspect or constraint that is limiting its ability to achieve more of its goal.
|
|
|
three-point estimate
|
an estimate that includes an optimistic, most likely, and pessimistic estimate
|
|
|
total slack (total float)
|
the amount of time an activity may be delayed from its early start without delaying the planned project finish date.
|
|
|
Tracking Gantt Chart
|
a Gantt chart that compares planned and actual project schedule information
|
|
|
actual cost (AC)
|
the total of direct and indirect costs incurred in accomplishing work on an activity during a given period.
|
|
|
analogous estimates
|
a cost estimating technique that uses the actual cost of a previous, similar project as the basis for estimating the cost of the current project, also called top-down estimates.
|
|
|
baseline
|
the original project plan plus approved changes.
|
|
|
bottom-up estimates
|
a cost estimating technique based on estimating individual work items and summing them to get a project total
|
|
|
budget at completion (BAC)
|
the original total budget for a project
|
|
|
budgetary estimate
|
a cost estimate used to allocate money into an organization's budget.
|
|
|
cash flow analysis
|
a method for determining the estimated annual costs and benefits for a project.
|
|
|
contingency reserves
|
dollars included in a cost estimate to allow for future situations that may be partially planned for (sometimes called known unknowns) and are included in the project cost baseline.
|
|
|
controlling costs
|
controlling changes to the project budget
|
|
|
cost baseline
|
a time-phased budget that project managers use to measure and monitor cost performance
|
|
|
cost management plan
|
a document that describes how cost variances will be managed on the project.
|
|
|
cost performance index (CPI)
|
the ratio of earned value to actual cost; can be used to estimate the projected cost to complete the project.
|
|
|
cost variance (CV)
|
the earned value minus the actual cost.
|
|
|
definitive estimate
|
a cost estimate that provides an accurate estimate of project costs.
|
|
|
determining the budget
|
allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
|
|
|
direct costs
|
costs that can be directly related to producing the products and services of the project.
|
|
|
earned value (EV)
|
an estimate of the value of the physical work actually completed.
|
|
|
earned value management (EVM)
|
a project performance measurement technique that integrates scope, time, and cost data.
|
|
|
estimate at completion (EAC)
|
an estimate of what it will cost to complete the project based on performance to date.
|
|
|
estimating costs
|
developing an approximation or estimate of the costs of the resources needed to complete the project.
|
|
|
indirect costs
|
costs that are not directly related to the products or services of the project but are indirectly related to performing the project.
|
|
|
intangible costs or benefits
|
costs or benefits that are difficult to measure in monetary terms.
|
|
|
known unknowns
|
dollars included in a cost estimate to allow for future situations that may be partially planned for (sometimes called contingency reserves) and are included in the project cost baseline.
|
|
|
learning curve theory
|
a theory that states that when many items are produced repetitively, the unit cost of those items normally decreases in a regular pattern as more units are produced
|
|
|
life cycle costing
|
considers the total cost of ownership, or development plus support costs, for a project.
|
|
|
management reserves
|
dollars included in a cost estimate to allow for future situations that are unpredictable(sometimes called unknown unknowns)
|
|
|
overrun
|
the additional percentage or dollar amount by which actual costs exceed estimates.
|
|
|
parametric modeling
|
a cost-estimating technique that uses project characteristics (parameters) in a mathematical model to estimate project costs.
|
|
|
planned value (PV)
|
that portion of the approved total cost estimate planned to be spent on an activity during a given period.
|
|
|
profit margin
|
the ratio between revenues and profits
|
|
|
profits
|
revenues minus expenses
|
|
|
project cost management
|
the processes required to ensure that the project is completed within the approved budget.
|
|
|
rate of performance (RP)
|
the ratio of actual work completed to the percentage of work planned to have been completed at any given time during the life of the project or activity.
|
|
|
reserves
|
dollars included in a cost estimate to mitigate cost risk by allowing for future situations that are difficult to predict
|
|
|
rough order of magnitude (ROM) estimate
|
a cost estimate prepared very early in the life of a project to provide a rough idea of what a project will cost.
|
|
|
schedule performance index (SPI)
|
the ratio of earned value to planned value; can be used to estimate the projected time to complete a project.
|
|
|
schedule variance (SV)
|
the earned value minus the planned value
|
|
|
sunk cost
|
money that has been spent in the past.
|
|
|
tangible costs or benefits
|
costs or benefits that can be easily measured in dollars.
|
|
|
top-down estimates
|
a cost estimating technique that uses the actual cost of a previous, similar project as the basis for estimating the cost of the current project, also called analogous estimates.
|
|
|
unknown unknowns
|
dollars included in a cost estimate to allow for future situations that are unpredictable (sometimes called management reserves)
|
|
|
5 whys
|
a technique where you repeatedly ask the question "why?" (five is a good rule of thumb) to help peel away the layers of symptoms that can lead to the root cause of a problem.
|
|
|
acceptance decisions
|
decisions that determine if the products or services produced as part of the project will be accepted or rejected.
|
|
|
appraisal cost
|
the cost of evaluating processes and their outputs to ensure that a project is error-free or within an acceptable error range.
|
|
|
benchmarking
|
a technique used to generate ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization.
|
|
|
Capability Maturity Model Integration (CMMI)
|
a process improvement approach that provides organizations with the essential elements of effective processes.
|
|
|
cause-and-effect diagram
|
diagram that traces complaints about quality problems back to the responsible production operations to help find the root cause. Also known as fishbone diagram or Ishikawa diagram
|
|
|
conformance
|
delivering products that meet requirements and fitness for use.
|
|
|
conformance to requirements
|
the project processes and products meet written specifications
|
|
|
control chart
|
a graphic display of data that illustrates the results of a process over time.
|
|
|
cost of nonconformance
|
taking responsibility for failures or not meeting quality expectations
|
|
|
cost of quality
|
the cost of conformance plus the cost of nonconformance
|
|
|
defect
|
any instance where the product or service fails to meet customer requirements
|
|
|
DMAIC (Define, Measure, Analyze, Improve, Control)
|
a systematic, closed-loop process for continued improvement that is scientific and fact based.
|
|
|
design of experiments
|
a quality technique that helps identify which variables have the most influence on the overall outcome of a process
|
|
|
external failure cost
|
a cost related to all errors not detected and corrected before delivery to the customer
|
|
|
features
|
the special characteristics that appeal to users
|
|
|
fishbone diagram
|
diagram that traces complaints about quality problems back to the responsible production operations to help find the root cause. Also known as cause-and-effect diagram or Ishikawa diagram.
|
|
|
flowchart
|
graphic display of the logic and flow of processes that helps you analyze how problems occur and how processes can be improved
|
|
|
fitness for use
|
a product can be used as it was intended
|
|
|
functionality
|
the degree to which a system performs its intended function
|
|
|
histogram
|
a bar graph of a distribution of variables
|
|
|
integration testing
|
testing that occurs between unit and system testing to test functionality grouped components to ensure a subset(s) of the entire system works together
|
|
|
internal failure cost
|
a cost incurred to correct an identified defect before the customer receives the product
|
|
|
Ishikawa diagram
|
diagram that traces complaints about quality problems back to the responsible production operations to help find the root cause. Also known as cause-and-effect diagram or fishbone diagram
|
|
|
ISO 9000
|
a quality system standard developed by the International Organization for Standardization (ISO) that includes a three-part, continuous cycle of planning, controlling, and documenting quality in an organization
|
|
|
maintainability
|
the ease of performing maintenance on a product.
|
|
|
Malcom Baldridge National Quality Award
|
an award started in 1987 to recognize companies that have achieved a level of world-class competition through quality management
|
|
|
maturity model
|
a framework for helping organizations improve their processes and systems.
|
|
|
mean
|
the average value of a population
|
|
|
measurement and test equipment costs
|
the capital cost of equipment used to perform prevention and appraisal activities
|
|
|
metric
|
a standard of measurement
|
|
|
normal distribution
|
a bell-shaped curve that is symmetrical about the mean of the population
|
|
|
Pareto analysis
|
identifying the vital few contributors that account for most quality problems in a system
|
|
|
Pareto chart
|
histogram that helps identify and prioritize problem areas
|
|
|
performance
|
how well a product or service performs the customer's intended use
|
|
|
prevention cost
|
the cost of planning and executing a project so that it is error-free or within an acceptable error range
|
|
|
process adjustments
|
adjustments made to correct or prevent further quality problems based on quality control measurements
|
|
|
project quality management
|
ensuring that a project will satisfy the needs for which it was undertaken
|
|
|
quality
|
the totality of characteristics of an entity that bear on its ability to satisfy stated or implied needs or the degree to which a set of inherent characteristics fulfill requirements.
|
|
|
quality assurance
|
periodically evaluating overall project performance to ensure that the project will satisfy the relevant quality standards
|
|
|
quality audit
|
structured review of specific quality management activities that helps identify lessons learned and can improve performance on current or future projects
|
|
|
quality circles
|
groups of nonsupervisors and work leaders in a single company department who volunteer to conduct group studies on how to improve the effectiveness of work in their department
|
|
|
quality control
|
monitoring specific project results to ensure that they comply with the relevant quality standards and identifying ways to improve overall quality.
|
|
|
quality planning
|
identifying which quality standards are relevant to the project and how to satisfy them.
|
|
|
reliability
|
the ability of a product or service to perform as expected under normal conditions
|
|
|
rework
|
action taken to bring rejected items into compliance with product requirements or specifications or other stakeholder expectations.
|
|
|
Robust Design methods
|
methods that focus on eliminating defects by substituting scientific inquiry for trial-and-error methods
|
|
|
run chart
|
chart that displays the history and pattern of variation of a process over time
|
|
|
scatter diagram
|
diagram that helps to show if there is a relationship between two variables; also called XY charts
|
|
|
seven run rule
|
if seven data points in a row on a quality control chart are all below the mean, above the mean, or are all increasing or decreasing, then the process needs to be examined for nonrandom problems
|
|
|
six 9s of quality
|
a measure of quality control equal to 1 fault in 1 million opportunities
|
|
|
Six Sigma
|
a comprehensive and flexible system for achieving, sustaining, and maximizing business success that i s uniquely driven by close understanding of customer needs, disciplined use of facts, data, statistical analysis, and diligent attention to managing, improving, and reinventing business processes.
|
|
|
software defect
|
anything that must be changed before delivery of the program
|
|
|
Software Quality Function Deployment Model (SQFD)
|
a maturity model that focuses on defining user requirements and planning software projects
|
|
|
standard deviation
|
a measure of how much variation exists in a distribution of data
|
|
|
statistical sampling
|
choosing part of a population of interest for inspection
|
|
|
system outputs
|
the screens and reports the system generates
|
|
|
system testing
|
testing the entire system as one entity to ensure that it is working properly
|
|
|
unit test
|
a test of each individual component (often a program) to ensure that it is as defect-free as possible
|
|
|
user acceptance testing
|
an independent test performed by end users prior to accepting the delivered system.
|
|
|
yield
|
the number of units handled correctly through the development process
|
|
|
coercive power
|
using punishment, threats, or other negative approaches to get people to do things they do not want to do
|
|
|
deputy project managers
|
people who fill in for project managers in their absence and assist them as needed, similar to the role of a vice president
|
|
|
empathic listening
|
listening with the intent to understand
|
|
|
expert power
|
using one's personal knowledge and expertise to get people to change their behavior.
|
|
|
extrinsic motivation
|
causes people to do something for a reward or to avoid a penalty
|
|
|
hierarchy of needs
|
a pyramid structure illustrating Maslow's theory that people's behaviors are guided or motivated by a sequence of needs
|
|
|
intrinsic motivation
|
causes people to participate in an activity for their own enjoyment
|
|
|
issue log
|
a tool for managing project teams where the project manager documents, monitors, and tracks issues that need to be resolved in order for the project to run smoothly
|
|
|
legitimate power
|
getting people to do things based on a position of authority
|
|
|
mirroring
|
matching certain behaviors of the other person
|
|
|
Myers-Briggs Type Indicator (MBTI)
|
a popular tool for determining personality preferences
|
|
|
organizational breakdown structure (OBS)
|
a specific type of organizational chart that shows which organizational units are responsible for which work items
|
|
|
overallocation
|
when more resources than are available are assigned to perform work at a given time.
|
|
|
power
|
the potential ability to influence behavior to get people to do things they would not otherwise do.
|
|
|
RACI charts
|
charts that show Responsibility, Accountability, Consultation, and Informed roles for project stakeholders.
|
|
|
rapport
|
a relation of harmony, conformity, accord, or affinity
|
|
|
referent power
|
getting people to do things based on an individual's personal charisma
|
|
|
resource histogram
|
a column chart that shows the number of resources assigned to a project over time
|
|
|
resource leveling
|
a technique for resolving resource conflicts by delaying tasks
|
|
|
resource loading
|
the amount of individual resources an existing schedule requires during specific time periods.
|
|
|
responsibility assignment matrix (RAM)
|
a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the organizational breakdown structure (OBS)
|
|
|
reward power
|
using incentives to induce people to do things
|
|
|
staffing management plan
|
a document that describes when and how people will be added to and taken off a project team.
|
|
|
subproject managers
|
people responsible for managing the subprojects that a large project might be broken into
|
|
|
synergy
|
an approach where the whole is greater than the sum of the parts
|
|
|
team development
|
building individual and group skills to enhance project performance
|
|
|
Tuckman model
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describes five stages of team development: forming, storming, norming, performing, and adjourning
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blogs
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easy to use journals on the Web that allow users to write entries, create links, and upload pictures, while readers can post comments to journal entries
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collaborating mode
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a conflict-handling mode where decision makers incorporate different viewpoints and insights to develop consensus and commitment
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communications management plan
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a document that guides project communications
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compromise mode
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using a give-and-take approach to resolving conflicts; bargaining and searching for solutions that bring some degree of satisfaction to all the parties in a dispute
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confrontation mode
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directly facing a conflict using a problem-solving approach that allows affected parties to work through their disagreements
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expectations management matrix
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a tool to help understand unique measures of success for a particular project.
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forcing mode
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using a win-lose approach to conflict resolution to get one's way
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forecasts
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used to predict future project status and progress based on past information and trends
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Google Docs
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online applications offered by Google that allow users to create, share, and edit documents, spreadsheets, and presentations online
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groupthink
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conformance to the values or ethical standards of a group
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issue
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a matter under question or dispute that could impede project success.
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issue log
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a tool to document and monitor the resolution of project issues
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lessons-learned report
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reflective statements written by project managers and their team members to document important things they have learned from working on the project
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progress reports
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reports that describe what the project team has accomplished during a certain period of time
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project archives
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a complete set of organized project records that provide an accurate history of the project
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SharePoint portal
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allows users to create custom Web sites to access documents and agreements
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stakeholder register
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a public document that includes details related to the identified project stakeholders
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stakeholder management strategy
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an approach to help increase the support of stakeholders throughout the project
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status reports
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reports that describe where the project stands at a specific point in time
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wiki
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a Web site that has a page or pages designed to enable anyone who accesses it to contribute or modify content
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withdrawal mode
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retreating or withdrawing from an actual or potential disagreement
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brainstorming
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a technique by which a group attempts to generate ideas or find a solution for a specific problem by amassing ideas spontaneously and without judgment
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contingency allowances
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provisions held by the project sponsor or organization to reduce teh risk of cost or schedule overruns to an acceptable level; also called contingency reserves
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contingency reserves
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a diagramming analysis technique used to help select the best course of action in situations in which future outcomes are uncertain
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Delphi technique
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an approach used to derive a consensus among a panel of experts, to make predictions about future developments
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expected monetary value(EMV)
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the product of risk event probability and the risk event's monetary value
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fallback plans
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plans developed for risks that have a high impact on meeting project objectives, to be implemented if attempts to reduce the risk are not effective
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flowcharts
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diagrams that show how various elements of a system relate to each other
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influence diagram
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a diagram that represents decision problems by displaying essential elements, including decision uncertainties, and objectives, and how they influence each other.
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interviewing
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a fact-finding technique that is normally done face-to-face, but can also occur through phone calls, emails, and instant messaging.
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known risks
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risks that the project team have identified and analyzed and can be managed proactively
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Monte Carlo Analysis
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a risk quantification technique that simulates a model's outcome many times, to provide statistical distribution of the calculated results
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probability/impact matrix or chart
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a matrix or chart that lists the relative probability of a risk occurring on one side of a matrix or axis on a chart and the relative impact of the risk occuring on the other
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residual risks
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risks that remain after all of the response strategies have been implemented
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risk
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an uncertainty that can have a negative or positive effect on meeting project objectives
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risk acceptance
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accepting the consequences should a risk occur
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risk-averse
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having a low tolerance for risk
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risk avoidance
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eliminating a specific threat or risk, usually by eliminating its causes
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risk breakdown structure
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a hierarchy of potential risk categories for a project
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risk enhancement
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changing the size of an opportunity by identifying and maximizing key drivers of the positive risk
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risk events
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specific uncertain events that may occur to the detriment or enhancement of the project.
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risk exploitation
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doing whatever you can to make sure the positive risk happens
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risk factors
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numbers that represent overall risk of specific events, given their probability of occurring and the consequence to the project if they do occur
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risk management plan
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a plan that documents the procedures for managing risks throughout a project
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risk mitigation
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reducing the impact of a risk event by reducing the probability of its occurence
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risk-neutral
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a balance between risk and payoff
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risk owner
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the person who will take responsibility for a risk and its associated response strategies and tasks
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risk register
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a document that contains results of various risk management processes, often displayed in a table or spreadsheet format.
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risk-seeking
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having a high tolerance for risk
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risk sharing
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allocating ownership of the risk to another party
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risk tolerance
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the amount of satisfaction or pleasure received from a potential payoff; also called risk utility
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risk transference
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shifting the consequence of a risk and responsibility for its management to a third party
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risk utility
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the amount of satisfaction or pleasure received from a potential payoff; also called risk tolerance
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runaway projects
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projects that have significant cost or schedule overruns
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secondary risks
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risks that are a direct result of implementing a risk response
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sensitivity analysis
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a technique used to show the effects of changing one or more variables on an outcome
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Top Ten Risk Item Tracking
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a qualitative risk analysis tool for identifying risks and maintaining an awareness of risks throughout the life of a project
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triggers
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indications for actual risk events
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unknown risks
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risks that have not been identified and analyzed so they cannot be managed proactively.
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watch list
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a list of risks taht are low priority, but are still identified as potential risks
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workarounds
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unplanned responses to risk events when there are no contingency plans in place.
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