Pmbok 5, Ch 4 - Definitions

Front 1

Agreements

Back 1

Any document or communication that defines the initial intentions of a project. This can take the form of a contract, memorandum of understanding (MOU), letters of agreement, verbal agreements, email, etc.

Front 2

Analytical Techniques

Back 2

Various techniques used to evaluate, analyze, or forecast potential outcomes based on possible variations of project or environmental variables and their relationships with other variables.

Front 3

Approved Change Request

Back 3

A change request that has been processed through the integrated change control process and approved.

Front 4

Baseline

Back 4

The approved version of a work product that can be changed only through formal change control procedures and is used as a basis for comparison.

Front 5

Basis of Estimates

Back 5

Supporting documentation outlining the details used in establishing project estimates such as assumptions, constraints, level of detail, ranges, and confidence levels.

Front 6

Budget at Completion (BAC)

Back 6

The sum of all budgets established for the work to be performed.

Front 7

Business Case

Back 7

A documented economic feasibility study used to establish validity of the benefits of a selected component lacking sufficient definition and that is used as a basis for the authorization of further project management activities.

Front 8

Change Control

Back 8

A process whereby modifications to documents, deliverables, or baselines associated with the project are identified, documented, approved, or rejected.

Front 9

Change Control Board (CCB)

Back 9

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

Front 10

Change Control System

Back 10

A set of procedures that describes how modifications to the project deliverables and documentation are managed and controlled.

Front 11

Change Control Tools

Back 11

Manual or automated tools to assist with change and/or configuration management. At a minimum, these tools should support the activities of the CCB.

Front 12

Change Log

Back 12

A comprehensive list of changes made during the project. This typically includes dates of the change and impacts in terms of time, cost, and risk.

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Change Request

Back 13

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

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Close Project or Phase

Back 14

The process of finalizing all activities across all of the Project Management Process Groups to formally complete a project or phase.

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Configuration Identification

Back 15

Identification and selection of a configuration item to provide the basis for which the product configuration is defined and verified, products and documents are labeled, changes are managed, and accountability is maintained.

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Configuration Management System

Back 16

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.

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Configuration Verification and Audit

Back 17

The activity for auditing the composition of a project's configuration items is correct and that corresponding changes are registered, assessed, approved, tracked, and correctly implemented.

Front 18

Contract

Back 18

A mutually binding agreement that obligates the seller to provide the specified product or service or result and obligates the buyer to pay for it.

Front 19

Control

Back 19

Comparing actual performance with planned performance, analyzing variances, assessing trends to effect process improvements, evaluating possible alternatives, and recommending appropriate corrective action as needed.

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Corrective Action

Back 20

An intentional activity that realigns the performance of the project work with the project management plan.

Front 21

Cost Performance Index (CPI)

Back 21

A measure of the cost efficiency of budgeted resources expressed as the ratio of earned value to actual cost (EV/AC)

Front 22

Cost Variance (CV)

Back 22

The amount of budget deficit or surplus at a given point in time, expressed as the difference between the earned value and the actual cost.

Front 23

Corrective Action

Back 23

An intentional activity that realigns the performance of the project work with the project management plan.

Front 24

Cost Performance Index (CPI)

Back 24

A measure of the cost efficiency of budgeted resources expressed as the ratio of earned value to actual cost.

Front 25

Deliverable

Back 25

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

Front 26

Develop Project Charter

Back 26

The process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.

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Develop Project Management Plan

Back 27

The process of defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan.

Front 28

Direct and Manage Project Work

Back 28

The process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project's objectives.

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Earned Value Management

Back 29

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

Front 30

Estimate at Completion (EAC)

Back 30

The expected total cost of completing all work expressed as the sum of the actual cost to date and the estimate to complete.

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Execute

Back 31

Directing, managing, performing, and accomplishing the project work; providing the deliverables; and providing work performance information.

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Executing Process Group

Back 32

Those processes performed to complete the work defined in the project management plan to satisfy the project specifications.

Front 33

Expert Judgment

Back 33

Judgment provided based upon expertise in an application area, knowledge area, discipline, industry, etc., as appropriate for the activity being performed. Such expertise may be provided by any group or person with specialized education, knowledge, skill, experience, or training.

Front 34

Failure Mode and Effect Analysis (FMEA)

Back 34

An analytical procedure in which each potential failure mode in every component of a product is analyzed to determine its effect on the reliability of that component and, by itself or in combination with other possible failure modes, on the reliability of the product or system and on the required function of the component; or the examination of a product (at the system and/or lower levels) for all ways that a failure may occur. For each potential failure, an estimate is made of its effect on the total system and of its impact. In addition, a review is undertaken of the action planned to minimize the probability of failure and to minimize its effects.

Front 35

Historical Information

Back 35

Documents and data on prior projects including project files, records, correspondence, closed contracts, and closed projects.

Front 36

Input

Back 36

Any item, whether internal or external to the project that is required by a process before that process proceeds. May be an output from a predecessor process.

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Monitor and Control Project Work

Back 37

The process of tracking, reviewing, and reporting the progress to meet the performance objectives defined in the project management plan.

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Monitoring and Controlling Process Group

Back 38

Those processes required to track, review, and regulate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes.

Front 39

Perform Integrated Change Control

Back 39

The process of reviewing all change requests; approving changes and managing changes to deliverables, organizational process assets, project documents, and the project management plan; and communicating their disposition.

Front 40

Performance Measurement Baseline

Back 40

An approved plan for the project work to which the project execution is compared, and deviations are measured for management control. It typically integrates scope, schedule, and cost parameters of a project, but may also include technical and qualty parameters. It includes contingency reserve, but excludes management reserve.

Front 41

Preventive Action

Back 41

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

Front 42

Product

Back 42

An artifact that is produced, is quantifiable, and can be either an end item in itself or a component item. It might also be referred to as materials, goods, or deliverable. Related term: Deliverable.

Front 43

Progressive Elaboration

Back 43

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

Front 44

Project Initiation

Back 44

Launching a process that can result in the authorization of a new project.

Front 45

Project Integration Management

Back 45

Project Integration Management includes the processes and activities to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups.

Front 46

Project Management Plan

Back 46

The document that describes how the project will be executed monitored, and controlled.

Front 47

Project Stakeholder

Back 47

All members of the project team as well as all interested entities that are internal or external to the organization.

Front 48

Regression Analysis

Back 48

An analytic technique where a series of input variables are examined in relation to their corresponding output results in order to develop a mathematical or statistical relationship.

Front 49

Requested Change

Back 49

A formally documented change request that is submitted for approval to the integrated change control process.

Front 50

Result

Back 50

An output from performing project management processes and activities. Results include outcomes (e.g., integrated systems, revised process, restructured organization, tests, trained personnel, etc.) and documents (e.g., policies, plans, studies, procedures, specifications, reports, etc.). Related term: Deliverable.

Front 51

Root Cause Analysis

Back 51

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 52

Scope Change

Back 52

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

Front 53

Statement of Work (SOW)

Back 53

A narrative description of products, services, or results to be delivered by the project.

Front 54

Trend Analysis

Back 54

An analytical technique that uses mathematical models to forecast future outcomes based on historical results. It is a method of determining the variance from a baseline of a budget, cost, schedule, or scope parameter by using prior progress reporting periods' data and projecting how much that parameter's variance from baseline might be at some future point in the project if no changes are made in executing the project.

Front 55

Work Authorization

Back 55

A permission and direction, typically written, to begin work on a specific schedule activity or work package or control account. It is a method for sanctioning project work to ensure that the work is done by the identified organization, at the right time, and in the proper sequence.

Front 56

Work Authorization System

Back 56

A subsystem of the overall project management system. It is a collection of formal documented procedures that defines how project work will be authorized (committed) to ensure that the work is done by the identified organization, at the right time, and in the proper sequence. It includes the steps, documents, tracking system, and defined approval levels needed to issue work authorizations.

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