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50 Cards in this Set

  • Front
  • Back
Begins with C: See project charter.
Checklist [Outputllnput]
Begins with C: Items listed together for convenience of comparison, or to ensure the actions associated with them are managed appropriately and not forgotten. An example is a list of items to be inspected that is created during quality planning and applied during quality control.
Begins with C: A request, demand, or assertion of rights by a seller against a buyer, or vice versa, for consideration, compensation, or payment under the terms of a legally binding contract, such as for a disputed change.
Close Project [Process]
Begins with C: The process of finalizing all activities across all of the project process groups to formally close the project or phase.
Closing Processes [Process Group]
Begins with C: Those processes performed to formally terminate all activities of a project or phase, and transfer the completed product to others or close a cancelled project.
Code of Accounts [Tool]
Begins with C: Any numbering system used to uniquely identify each component of the work breakdown structure. Contrast with chart of accounts.
Co-location [Technique]
Begins with C: An organizational placement strategy where the project team members are physically located close to one another in order to improve communication, working relationships, and productivity.
Common Cause
Begins with C: A source of variation that is inherent in the system and predictable. On a control chart, it appears as part of the random process variation (i.e., variation from a process that would be considered normal or not unusual), and is indicated by a random pattern of points within the control limits. Also referred to as random cause. Contrast with special cause.
Begins with C: A process through which information is exchanged among persons using a common system of symbols, signs, or behaviors.
Communication Management Plan [Output/Input]
Begins with C: The document that describes: the communications needs and expectations for the project; how and in what format information will be communicated; when and where each communication will be made; and who is responsible for providing each type of communication. A communication management plan can be formal or informal, highly detailed or broadly framed, based on the requirements of the project stakeholders. The communication management plan is contained in, or is a subsidiary plan of, the project management plan.
Communications Planning [Process]
Begins with C: The process of determining the information and communications needs of the project stakeholders: who they are, what is their level of interest and influence on the project, who needs what information, when will they need it, and how it will be given to them.
Begins with C: Something given or received, a payment or recompense, usually something monetary or in kind for products, services, or results provided or received.
Begins with C: A constituent part, element, or piece of a complex whole.
Configuration Management System [Tool]
Begins with C: A subsystem of the overall project management system. It is a collection of formal documented procedures used to apply technical and administrative direction and surveillance to: identify and document the functional and physical characteristics of a product, result, service, or component; control any changes to such characteristics; record and report each change and its implementation status; and support the audit of the products, results, or components to verify conformance to requirements. It includes the documentation, tracking systems, and defined approval levels necessary for authorizing and controlling changes. In most application areas, the configuration management system includes the change control system.
Constraint [Input]
Begins with C: The state, quality, or sense of being restricted to a given course of action or inaction. An applicable restriction or limitation, either internal or external to the project, that will affect the performance of the project or a process. For example. a schedule constraint is any limitation or restraint placed on the project schedule that affects when a schedule activity can be scheduled and is usually in the form of fixed imposed dates. A cost constraint is any limitation or restraint placed on the project budget such as fiends available over time. A project resource constraint is any limitation or restraint placed on resource usage, such as what resource skills or disciplines are available and the amount of a given resource available during a specified time frame.
Begins with C: See reserve. Contingency Allowance. See reserve.
Contingency Reserve [Output/Input]
Begins with C: The amount of,junds, budget, or time needed above the estimate to reduce the risk of overruns of project objectives to a level acceptable to the organization.
Contract [Output/Input]
Begins with C: A contract is a mutually binding agreement that obligates the seller to provide the specified product or service or result and obligates the bui'er to pay for it.
Contract Administration [Process]
Begins with C: The process of managing the contract and the relationship between the buyer and seller, reviewing and documenting how a seller is performing or has performed to establish required corrective actions and provide a basis for future relationships with the seller, managing contract related changes and, when appropriate, managing the contractual relationship with the outside buyer of the project.
Contract Closure [Process]
Begins with C: The process of completing and settling the contract, including resolution of any open items and closing each contract.
Contract Management Plan [Output/Input]
Begins with C: The document that describes how a specific contract will be administered and can include items such as required documentation delivery and performance requirements. A contract management plan can be formal or informal, highly detailed or broadly framed, based on the requirements in the contract, Each contract management plan is a subsidiary plan of the project management plan.
Contract Statement of Work (SOW) [Output/Input]
Begins with C: A narrative description of products, services, or results to be supplied under contract.
Contract Work Breakdown Structure (CWBS) [Output/Input]
Begins with C: A portion of the work breakdown structure for the project developed and maintained by a seller contracting to provide a subproject or project component.
Control [Technique]
Begins with C: Comparing actual performance with planned performance, analyzing variances, assessing trends to effect process improvements, evaluating possible alternatives, and recommending appropriate corrective action as needed.
Control Account (CA) [Tool]
Begins with C: A management control point where scope, budget (resource plans), actual cost, and schedule are integrated and compared to earned value for perfomiance measurement. Control accounts are placed at selected management points (specific components at selected levels) of the work breakdown structure. Each control account may include one or more work packages, but each work package may be associated with only one control account. Each control account is associated with a specific single organizational component in the organizational breakdown structure (Ol3S). Previously called a cost account. See also work package.
Control Account Plan (CAP) [Tool]
Begins with C: A plan for all the work and effort to be performed in a control account. Each CAP has a definitive statement of work, schedule, and time-phased budget. Previously called a Cost Account Plan.
Control Chart [Tool]
Begins with C: A graphic display of process data over time and against established control limits, and that has a centerline that assists in detecting a trend of plotted values toward either control limit.
Control Limits
Begins with C: The area composed of three standard deviations on either side of the centerline, or mean, of a normal distribution of data plotted on a control chart that reflects the expected variation in the data. See also specification limits.
Begins with C: See control.
Corrective Action
Begins with C: Documented direction for executing the project work to bring expected future performance of the project work in line with the project management plan.
Begins with C: The monetary value or price of a project activity* or component that includes the monetary worth of the resources required to perform and complete the activity or component, or to produce the component. A specific cost can be composed of a combination of cost components including direct labor hours, other direct costs, indirect labor hours, other indirect costs, and purchased price. (However, in the earned value management methodology, in some instances, the term cost can represent only labor hours without conversion to monetary worth.) See also actual cost and estimate.
Cost Baseline
Begins with C: See baseline.
Cost Budgeting [Process]
Begins with C: The process of aggregating the estimated costs of individual activities or work packages to establish a cost baseline.
Cost Control [Process]
Begins with C: The process of influencing the factors that create variances, and controlling changes to the project budget.
Cost Estimating [Process]
Begins with C: The process of developing an approximation of the cost of the resources needed to complete project activities*.
Cost Management Plan [Output/Input]
Begins with C: The document that sets out the format and establishes the activities and criteria for planning, structuring, and controlling the project costs. A cost management plan can be formal or informal, highly detailed or broadly framed, based on the requirements of the project stakeholders. The cost management plan is contained in, or is a subsidiary plan, of the project management plan.
Cost of Quality (COQ) [Technique]
Begins with C: Determining the costs incurred to ensure qualitt. Prevention and appraisal costs (cost of conformance) include costs for quality planning, quality control (QC), and quality assurance to ensure compliance to requirements (i.e., training, QC systems, etc.). Failure costs (cost of non-conformance) include costs to rework products, components, or processes that are non-compliant, costs of warranty work and waste, and loss of reputation.
Cost Performance Index (CPI)
Begins with C: 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. A value equal to or greater than one indicates a favorable condition and a value less than one indicates an unfavorable condition.
Cost-Plus-Fee (CPF)
Begins with C: A type of cost reimbursable contract where the buyer reimburses the seller for seller's allowable costs for performing the contract work and seller also receives a fee calculated as an agreed upon percentage of the costs. The fee varies with the actual cost.
Cost-Plus-Fixed-Fee (CPFF) Contract
Begins with C: A type of cost-reimbursable contract where the buyer reimburses the seller for the seller's allowable costs (allowable costs are defined by the contract) plus a fixed amount of profit (fee).
Cost-Plus-Incentive-Fee (CPIF) Contract
Begins with C: A type of cost-reimbursable contract where the barer reimburses the seller for the seller's allowable costs (allowable costs are defined by the contract), and the seller earns its profit if it meets defined performance criteria.
Cost-Plus-Percentage of Cost (CPPC)
Begins with C: See cost-plus-fee.
Cost-Reimbursable Contract
Begins with C: A type of contract involving payment (reimbursement) by the buyer to the seller for the seller's actual costs, plus a fee typically representing seller's profit. Costs are usually classified as direct costs or indirect costs. Direct costs are costs incurred for the exclusive benefit of the project, such as salaries of firll-time project staff. Indirect costs, also called overhead and general and administrative cost, are costs allocated to the project by the performing organization as a cost of doing business, such as salaries of management indirectly involved in the project, and cost of electric utilities for the office. Indirect costs are usually calculated as a percentage of direct costs. Cost-reimbursable contracts often include incentive clauses where, if the seller meets or exceeds selected project objectives, such as schedule targets or total cost, then the seller receives from the buyer an incentive or bonus payment.
Cost Variance (CV)
Begins with C: A measure of cost performance on a project. It is the algebraic difference between earned value (EV) and actual cost (AC). CV = EV minus AC. A positive value indicates a favorable condition and a negative value indicates an unfavorable condition.
Crashing [Technique]
Begins with C: A specific type of project schedule compression technique performed by taking action to decrease the total project schedule duration* after analyzing a number of alternatives to determine how to get the maximum schedule duration compression for the least additional cost. Typical approaches for crashing a schedule include reducing schedule activity durations and increasing the assignment of resources on schedule activities. See schedule compression and see also fast tracking.
Create WBS (Work Breakdown Structure) [Process]
Begins with C: The process of subdividing the major project deliverables and project work into smaller, more manageable components
Begins with C: Standards, rules, or tests on which a judgment or decision can be based, or by which a product, service, result, or process can be evaluated.
Critical Activity
Begins with C: Any schedule activity on a critical path in a project schedule. 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.
Critical Chain Method [Technique]
Begins with C: A schedule network analysis technique* that modifies the project schedule to account for limited resources. The critical chain method mixes deterministic and probabilistic approaches to schedule network analysis.
Critical Path [Output/Input]
Begins with C: Generally, but not always, the sequence of schedule activities that determines the duration of the project. Generally, it is the longest path through the project. I-lowever, a critical path can end, as an example, on a schedule milestone that is in the middle of the project schedule and that has a finish-no-later-than imposed date schedule constraint. See also critical path method.