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62 Cards in this Set
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A component of the project or program management plan that describes how an organization’s quality policies will be implemented. See also project management plan. |
Quality Management Plan |
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A component of the project or program management plan that describes how requirements will be analyzed, documented, and managed. See also project management plan. |
Requirements Management Plan |
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A grid that links product requirements from their origin to the deliverables that satisfy them. |
Requirements Traceability Matrix |
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The risk that remains after risk responses have been implemented. See also secondary risk. |
Residual Risk |
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A hierarchical representation of resources by category and type. See also organizational breakdown structure, risk breakdown structure, and work breakdown structure (WBS). |
Resource Breakdown Structure |
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A calendar that identifies the working days and shifts upon which each specific resource is available. |
Resource Calendar |
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A resource optimization technique in which adjustments are made to the project schedule to optimize the allocation of resources and which may affect critical path. See also resource smoothing and resource optimization technique. |
Resource Leveling |
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A technique in which activity start and finish dates are adjusted to balance demand for resources with the available supply. See also resource leveling and resource smoothing. |
Resource Optimization Technique |
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A resource optimization technique in which free and total float are used without affecting the critical path. See also resource leveling and resource optimization technique. |
Resource Smoothing |
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A grid that shows the project resources assigned to each work package. |
Responsibility Assignment Matrix |
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An uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives. See also issue, opportunity, and threat. |
Risk |
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A risk response strategy whereby the project team decides to acknowledge the risk and not take any action unless the risk occurs. See also risk avoidance, risk enhancement, risk exploiting, risk mitigation, risk sharing, and risk transference. |
Risk Acceptance |
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The degree of uncertainty an organization or individual is willing to accept in anticipation of a reward. See also risk threshold and risk tolerance. |
Risk Appetite |
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A risk response strategy whereby the project team acts to eliminate the threat or protect the project from its impact. See also risk acceptance, risk enhancement, risk exploiting, risk mitigation, risk sharing, and risk transference. |
Risk Avoidance |
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A hierarchical representation of risks that is organized according to risk categories. See also organizational breakdown structure, resource breakdown structure, and work breakdown structure (WBS). |
Risk Breakdown Structure |
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A group of potential causes of risk. |
Risk Category |
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A risk response strategy whereby the project team acts to increase the probability of occurrence or impact of an opportunity. See also risk acceptance, risk avoidance, risk exploiting, risk mitigation, risk sharing, and risk transference. |
Risk Enhancement |
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A risk response strategy whereby the project team acts to ensure that an opportunity occurs. See also risk acceptance, risk avoidance, risk enhancement, risk mitigation, risk sharing, and risk transference. |
Risk Exploiting |
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An aggregate measure of the potential impact of all risks at any given point in time in a project, program, or portfolio. |
Risk Exposure |
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A component of the project, program, or portfolio management plan that describes how risk management activities will be structured and performed. See also project management plan. |
Risk Management Plan |
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A risk response strategy whereby the project team acts to decrease the probability of occurrence or impact of a threat. See also risk acceptance, risk avoidance, risk enhancement, risk exploiting, risk sharing, and risk transference. |
Risk Mitigation |
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The person responsible for monitoring the risk and for selecting and implementing an appropriate risk response strategy. |
Risk Owner |
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A repository in which outputs of risk management processes are recorded. |
Risk Register |
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A risk response strategy whereby the project team allocates ownership of an opportunity to a third party who is best able to capture the benefit for the project. See also risk acceptance, risk avoidance, risk enhancement, risk exploiting, risk mitigation, and risk transference. |
Risk Sharing |
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The level of risk exposure above which risks are addressed and below which risks may be accepted. See also risk appetite and risk tolerance. |
Risk Threshold |
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The degree of uncertainty that an organization or individual is willing to withstand. ee also risk appetite and risk threshold. |
Risk Tolerance |
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A risk response strategy whereby the project team shifts the impact of a threat to a third party, together with ownership of the response. See also risk acceptance, risk avoidance, risk enhancement, risk exploiting, risk mitigation, and risk sharing. |
Risk Transference |
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An iterative planning technique in which the work to be accomplished in the near term is planned in detail, while the work in the future is planned at a higher level. |
Rolling Wave Planning |
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The approved version of a schedule model that can be changed using formal change control procedures and is used as the basis for comparison to actual results. See also baseline, cost baseline, performance measurement baseline, and scope baseline. |
Schedule Baseline |
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A technique used to shorten the schedule duration without reducing the project scope. See also crashing and fast tracking. |
Schedule Compression |
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A component of the project or program management plan that establishes the criteria and the activities for developing, monitoring, and controlling the schedule. See also project management plan. |
Schedule Management Plan |
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A representation of the plan for executing the project’s activities, including durations, dependencies, and other planning information, used to produce a project schedule along with other scheduling artifacts. See also schedule model analysis. |
Schedule Model |
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A process used to investigate or analyze the output of the schedule model in order to optimize the schedule. See also schedule model. |
Schedule Model Analysis |
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A technique to identify early and late start dates, as well as early and late finish dates, for the uncompleted portions of project activities. See also early finish date, early start date, late finish date, and late start date. |
Schedule Network Analysis |
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A measure of schedule efficiency expressed as the ratio of earned value to planned value. See also cost performance index (CPI). |
Schedule Performance Index (SPI) |
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A measure of schedule performance expressed as the difference between the earned value and the planned value. See also cost variance (CV). |
Schedule Variance (SV) |
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The approved version of a scope statement, work breakdown structure (WBS), and its associated WBS dictionary that can be changed using formal change control procedures and is used as the basis for comparison to actual results. See also baseline, cost baseline, performance measurement baseline, and schedule baseline. |
Scope Baseline |
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The uncontrolled expansion to product or project scope without adjustments to time, cost, and resources. |
Scope Creep |
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A component of the project or program management plan that describes how the scope will be defined, developed, monitored, controlled, and validated. See also project management plan. |
Scope Management Plan |
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A technique used to indicate performance trends by using a graph that displays cumulative costs over a specific time period. |
S-Curve Analysis |
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A risk that arises as a direct result of implementing a risk response. See also residual risk. |
Secondary Risk |
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An individual or a group that provides resources and support for the project, program, or portfolio, and is accountable for enabling success. See also stakeholder. |
Sponsor |
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A component of the human resource plan that describes when and how team members will be acquired and how long they will be needed. See also human resource management plan. |
Staffing Management Plan |
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An individual, group, or organization that may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project, program, or portfolio. See also sponsor. |
Stakeholder |
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A component of the project management plan that describes how stakeholders will be engaged in project decision making and execution. See also project management plan. |
Stakeholder Management Plan |
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A logical relationship in which a successor activity cannot finish until a predecessor activity has started. See also finish-to-finish, finish-to-start, start-to-start, and logical relationship. |
Start-to-Finish |
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A logical relationship in which a successor activity cannot start until a predecessor activity has started. See also finish-to-finish, finish-to-start, start-to-finish, and logical relationship. |
Start-to-Start |
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A dependent activity that logically comes after another activity in a schedule. See also predecessor activity and summary activity. |
Successor Activity |
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A group of related schedule activities aggregated and displayed as a single activity. See also predecessor activity and successor activity. |
Summary Activity |
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A risk that would have a negative effect on one or more project objectives. See also issue, opportunity, and risk. |
Threat |
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A technique used to estimate cost or duration by applying an average or weighted average of optimistic, pessimistic, and most likely estimates when there is uncertainty with the individual activity estimates. See also analogous estimating, bottom-up estimating, parametric estimating, and program evaluation and review technique (PERT). |
Three-Point Estimating |
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A measure of the cost performance that is achieved with the remaining resources in order to meet a specified management goal, expressed as the ratio of the cost to finish the outstanding work to the remaining budget. See also actual cost (AC), budget at completion (BAC), earned value (EV), and estimate at completion (EAC). |
To-Complete Performance Index (TCPI) |
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The amount of time that a schedule activity can be delayed or extended from its early start date without delaying the project finish date or violating a schedule constraint. See also free float, critical path, near-critical activity, and near-critical path. |
Total Float |
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An event or situation that indicates that a risk is about to occur. |
Trigger Condition |
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A technique for determining the cause and degree of difference between the baseline and actual performance. See also cost variance (CV), schedule variance (SV),and variance at completion. |
Variance Analysis |
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A projection of the amount of budget deficit or surplus, expressed as the difference between the budget at completion and the estimate at completion. See also budget at completion (BAC), cost variance (CV), estimate at completion (EAC), and variance analysis. |
Variance at Completion (VAC) |
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A document that provides detailed deliverable, activity, and scheduling information about each component in the work breakdown structure. See also work breakdown structure (WBS). |
WBS Dictionary |
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A method of estimating earned value in which the budget value of a work package is divided into measurable segments, each ending with a milestone that is assigned a weighted budget value. See also fixed formula method. |
Weighted Milestone Method |
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The process of evaluating scenarios in order to predict their effect on project objectives. |
What-If Scenario Analysis |
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A hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables. See also organizational breakdown structure, resource breakdown structure, risk breakdown structure, and WBS dictionary. |
Work Breakdown Structure (WBS) |
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The work defined at the lowest level of the work breakdown structure for which cost and duration can be estimated and managed. |
Work Package |
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An immediate and temporary response to an issue, for which a prior response had not been planned or was not effective. See also risk mitigation. |
Workaround |
