Pmbok 08

Front 1

Risk Transference [Technique]

Back 1

Begins with R: A risk response planning technique* that shifts the impact of a threat to a third party, together with ownership of the response.

Front 2

Role

Back 2

Begins with R: A defined function to be performed by a project team member, such as testing, filing, inspecting, coding.

Front 3

Rolling Wave Planning [Technique]

Back 3

Begins with R: A form of progressive elaboration planning where the work to be accomplished in the near term is planned in detail at a low level of the work breakdown structure, while the work far in the future is planned at a relatively high level of the work breakdown structure, but the detailed planning of the work to be performed within another one or two periods in the near future is done as work is being completed during the current period.

Front 4

Root Cause Analysis [Technique]

Back 4

Begins with R: An analytical technique used to determine the basic underlying reason that causes a variance or a defect or a risk. A root cause may underlie more than one variance or defect or risk.

Front 5

Schedule

Back 5

Begins with S: See project schedule and see also schedule model.

Front 6

Schedule Activity

Back 6

Begins with S: A discrete scheduled component of work performed during the course of a project. A schedule activity normally has an estimated duration, an estimated cost, and estimated resource requirements. Schedule activities are connected to other schedule activities or schedule milestones with logical relationships, and are decomposed from work packages.

Front 7

Schedule Analysis

Back 7

Begins with S: See schedule network analysis.

Front 8

Schedule Compression [Technique

Back 8

Begins with S: Shortening the project schedule duration without reducing the project scope. See also crashing and first tracking.

Front 9

Schedule Control [Process]

Back 9

Begins with S: The process of controlling changes to the project schedule.

Front 10

Schedule Development [Process]

Back 10

Begins with S: The process of analyzing schedule activity sequences, schedule activity durations, resource requirements, and schedule constraints to create the project schedule.

Front 11

Schedule Management Plan [Output/Input]

Back 11

Begins with S: The document that establishes criteria and the activities for developing and controlling the project schedule. It is contained in, or is a subsidiary plan of, the project management plan. The schedule management plan may be formal or informal, highly detailed or broadly framed. based on the needs of the project.

Front 12

Schedule Milestone

Back 12

Begins with S: A significant event in the project schedule, such as an event restraining future work or marking the completion of a major deliverable. A schedule milestone has zero duration. Sometimes called a milestone activity. See also milestone.

Front 13

Schedule Model [Tool]

Back 13

Begins with S: A model used in conjunction with manual methods or project management softurare to perform schedule network analysis to generate the project schedule for use in managing the execution of a project. See also project schedule.

Front 14

Schedule Network Analysis [Technique]

Back 14

Begins with S: The technique of identifying early and late start dates*, as well as early and late finish dates*, for the uncompleted portions of project schedule activities. See also critical path method, critical chain method what-if analysis, and resource leveling.

Front 15

Schedule Performance Index (SPI)

Back 15

Begins with S: A measure of schedule efficiency on a project. It is the ratio of earned value (EV) to planned value (PV). The SPI = EV divided by PV. An SPI equal to or greater than one indicates a favorable condition and a value of less than one indicates an unfavorable condition. See also earned value management.

Front 16

Schedule Variance (SV)

Back 16

Begins with S: A measure of schedule performance on a project. It is the algebraic difference between the earned value (EV) and the planned value (PV). SV = EV minus PV. See also earned value management.

Front 17

Scheduled Finish Date (SF)

Back 17

Begins with S: The point in time that work was scheduled to finish on a schedule activity. The scheduled finish date is normally within the range of dates delimited by the early finish date and the late finish date. it may reflect resource leveling of scarce resources. Sometimes called planned finish date.

Front 18

Scheduled Start Date (SS)

Back 18

Begins with S: The point in time that work was scheduled to start on a schedule activity. The scheduled start date is normally within the range of dates delimited by the early start date and the late start date. It may reflect resource leveling of scarce resources. Sometimes called planned start date.

Front 19

Scope

Back 19

Begins with S: The sum of the products, services, and results to be provided as a project. See also project scope and product scope.

Front 20

Scope Baseline

Back 20

Begins with S: See baseline.

Front 21

Scope Change

Back 21

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

Front 22

Scope Control [Process]

Back 22

Begins with S: The process of controlling changes to the project scope.

Front 23

Scope Creep

Back 23

Begins with S: Adding features and functionality (project scope) without addressing the effects on time, costs, and resources, or without customer approval.

Front 24

Scope Definition [Process]

Back 24

Begins with S: The process of developing a detailed project scope statement as the basis for future project decisions.

Front 25

Scope Planning [Process

Back 25

Begins with S: The process of creating a project scope management plan.

Front 26

Scope Verification [Process]

Back 26

Begins with S: The process of formalizing acceptance of the completed project deliverables.

Front 27

S-Curve

Back 27

Begins with S: Graphic display of cumulative costs, labor hours, percentage of work, or other quantities, plotted against time. Used to depict planned value, earned value, and actual cost of project work. The name derives from the S-like shape of the curve (flatter at the beginning and end, steeper in the middle) produced on a project that starts slowly, accelerates, and then tails off. Also a term for the cumulative likelihood distribution that is a result of a sunu/ation, a tool of quantitative risk analysis.

Front 28

Secondary Risk

Back 28

Begins with S: A risk that arises as a direct result of implementing a risk response.

Front 29

Select Sellers [Process]

Back 29

Begins with S: The process of reviewing offers, choosing from among potential sellers, and negotiating a written contract with a seller.

Front 30

Seller

Back 30

Begins with S: A provider or supplier of products, services, or results to an organization.

Front 31

Sensitivity Analysis

Back 31

Begins with S: A quantitative risk analysis and modeling technique used to help determine which risks have the most potential impact on the project. It examines the extent to which the uncertainty of each project element affects the objective being examined when all other uncertain elements are held at their baseline values. The typical display of results is in the form of a tornado diagram.

Front 32

Service

Back 32

Begins with S: Useful work performed that does not produce a tangible product or result, such as performing any of the business functions supporting production or distribution. Contrast with product and result. See also deliverable.

Front 33

Should-Cost Estimate

Back 33

Begins with S: An estimate of the cost of a product or service used to provide an assessment of the reasonableness of a prospective seller's proposed cost.

Front 34

Simulation

Back 34

Begins with S: A simulation uses a project model that translates the uncertainties specified at a detailed level into their potential impact on objectives that are expressed at the level of the total project. Project simulations use computer models and estimates of risk, usually expressed as a probability distribution of possible costs or durations at a detailed work level, and are typically performed using Monte Carlo analysis.

Front 35

Skill

Back 35

Begins with S: Ability to use kno'irledge, a developed aptitude, and/or a capability to effectively and readily execute or perform an activity%.

Front 36

Slack

Back 36

Begins with S: See total float and f •ee float.

Front 37

Special Cause

Back 37

Begins with S: A source of variation that is not inherent in the system, is not predictable, and is intermittent. It can be assigned to a defect in the system. On a control chart, points beyond the control limits, or non-random patterns within the control limits, indicate it. Also referred to as assignable cause. Contrast with common cause.

Front 38

Specification

Back 38

Begins with S: A document that specifies, in a complete, precise, verifiable manner, the requirements, design, behavior, or other characteristics of a system, component, product, result, or service and. often, the procedures for determining whether these provisions have been satisfied. Examples are: requirement specification, design specification, product specification, and test specification.

Front 39

Specification Limits

Back 39

Begins with S: The area, on either side of the centerline, or mean, of data plotted on a control chart that meets the customer's requirements for a product or service. This area may be greater than or less than the area defined by the control limits. See also control limits.

Front 40

Sponsor

Back 40

Begins with S: The person or group that provides the financial resources, in cash or in kind, for the project.

Front 41

Staffing Management Plan [Process]

Back 41

Begins with S: The document that describes when and how human resource requirements will be met. It is contained in, or is a subsidiary plan of, the project management plan. The staffing management plan can be informal and broadly framed, or formal and highly detailed, based on the needs of the project. Information in the staffing management plan varies by application area and project size.

Front 42

Stakeholder

Back 42

Begins with S: Person or organization (e.g., customer, sponsor, peiforming organization, or the public) that is actively involved in the project, or whose interests may be positively or negatively affected by execution or completion of the project. A stakeholder may also exert influence over the project and its deliverables.

Front 43

Standard

Back 43

Begins with S: A document established by consensus and approved by a recognized body that provides, for common and repeated use, rules, guidelines or characteristics for activities or their results, aimed at the achievement of the optimum degree of order in a given context.

Front 44

Start Date

Back 44

Begins with S: A point in time associated with a schedule activity's start, usually qualified by one of the following: actual, planned, estimated, scheduled, early, late, target, baseline. or current.

Front 45

Start-to-Finish (SF)

Back 45

Begins with S: The logical relationship where completion of the successor schedule activity is dependent upon the initiation of the predecessor schedule activity. See also logical relationship.

Front 46

Start-to-Start (SS)

Back 46

Begins with S: The logical relationship where initiation of the work of the successor schedule activity depends upon the initiation of the work of the predecessor schedule activity. See also logical relationship.

Front 47

Statement of Work (SOW)

Back 47

Begins with S: A narrative description of products, services, or results to be supplied.

Front 48

Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis

Back 48

Begins with S: This information gathering technique examines the project from the perspective of each project's strengths, weaknesses, opportunities, and threats to increase the breadth of the risks considered by risk management.

Front 49

Subnetwork

Back 49

Begins with S: A subdivision (fragment) of a project schedule network diagram, usually representing a subproject or a work package. Often used to illustrate or study some potential or proposed schedule condition, such as changes in preferential schedule logic or project scope.

Front 50

Subphase

Back 50

Begins with S: A subdivision of a phase.