Pmbok 05

Front 1

Materiel

Back 1

Begins with M: The aggregate of things used by an organization in any undertaking, such as equipment, apparatus, tools, machinery, gear, material, and supplies.

Front 2

Matrix Organization

Back 2

Begins with M: Any organizational structure in which the project manager shares responsibility with the fimctional managers for assigning priorities and for directing the work of persons assigned to the project.

Front 3

Methodology

Back 3

Begins with M: A system of practices, techniques. procedures, and rules used by those who work in a discipline.

Front 4

Milestone

Back 4

Begins with M: A significant point or event in the project. See also schedule milestone.

Front 5

Milestone Schedule [Tool]

Back 5

Begins with M: A summary-level schedule that identifies the major schedule milestones. See also master schedule.

Front 6

Monitor

Back 6

Begins with M: Collect project performance data with respect to a plan, produce performance measures, and report and disseminate performance information.

Front 7

Monitor and Control Project Work [Process]

Back 7

Begins with M: The process of monitoring and controlling the processes required to initiate, plan, execute, and close a project to meet the performance objectives defined in the project management plan and project scope statement.

Front 8

Monitoring

Back 8

Begins with M: See monitor.

Front 9

Monitoring and Controlling Processes [Process Group]

Back 9

Begins with M: Those processes performed to measure and monitor project execution* so that corrective action can be taken when necessary to control the execution of the phase or project.

Front 10

Monte Carlo Analysis

Back 10

Begins with M: A technique that computes, or iterates, the project cost or project schedule many times using input values selected at random from probability distributions of possible costs or durations, to calculate a distribution of possible total project cost or completion dates.

Front 11

Near-Critical Activity

Back 11

Begins with N: A schedule activity that has low total float. The concept of near-critical is equally applicable to a schedule activity or schedule network path. The limit below which total float is considered near critical is subject to expert judgment and varies from project to project.

Front 12

Network

Back 12

Begins with N: See project schedule network diagram.

Front 13

Network Analysis

Back 13

Begins with N: See schedule network anal sis.

Front 14

Network Logic

Back 14

Begins with N: The collection of schedule activit}:' dependencies that makes up a project schedule network diagram.

Front 15

Network Loop

Back 15

Begins with N: A schedule network path that passes the same node twice. Network loops cannot be analyzed using traditional schedule network analysis techniques such as critical path method.

Front 16

Network Open End

Back 16

Begins with N: A schedule activity without any predecessor activities or successor activities creating an unintended break in a schedule network path. Network open ends are usually caused by missing logical relationships.

Front 17

Network Path

Back 17

Begins with N: Any continuous series of schedule activities connected with logical relationships in a project schedule network diagram.

Front 18

Networking [Technique]

Back 18

Begins with N: Developing relationships with persons who may be able to assist in the achievement of objectives and responsibilities.

Front 19

Node

Back 19

Begins with N: One of the defining points of a schedule network; a junction point joined to some or all of the other dependency lines. See also arrow diagramming method and precedence diagramming method.

Front 20

Objective

Back 20

Begins with O: Something toward which work is to be directed, a strategic position to be attained, or a purpose to be achieved, a result to be obtained, a product to be produced, or a service to be performed.

Front 21

Operations

Back 21

Begins with O: An organizational function performing the ongoing execution of activities that produce the same product or provide a repetitive service. Examples are: production operations, manufacturing operations, and accounting operations.

Front 22

Opportunity

Back 22

Begins with O: A condition or situation favorable to the project, a positive set of circumstances, a positive set of events, a risk that will have a positive impact on project objectives, or a possibility for positive changes. Contrast with threat.

Front 23

Organization

Back 23

Begins with O: A group of persons organized for some purpose or to perform some type of 't'o'k within an enterprise.

Front 24

Organization Chart [Tool]

Back 24

Begins with O: A method for depicting interrelationships among a group of persons working together toward a common objective.

Front 25

Organizational Breakdown Structure (OHS) [Tool]

Back 25

Begins with O: A hierarchically organized depiction of the project organization arranged so as to relate the work packages to the perfor fining organizational units, (Sometimes OBS is written as Organization Breakdown Structure with the same definition.)

Front 26

Organizational Process Assets [Outputllnput]

Back 26

Begins with O: Any or all process related assets, from any or all of the organizations involved iii the project that are or can be used to influence the project's success. These process assets include formal and informal plans, policies, procedures, and guidelines. The process assets also include the organizations' knowledge bases such as lessons learned and historical irrfirrrrrcrtiorr.

Front 27

Original Duration (OD)

Back 27

Begins with O: The activity duration originally assigned to a schedule activity and not updated as progress is reported on the activity. Typically used for comparison with actual duration and remaining duration when reporting schedule progress.

Front 28

Output [Process Output]

Back 28

Begins with O: A product, result, or service generated by a process. May be an input to a successor process.

Front 29

Parametric Estimating [Technique]

Back 29

Begins with P: An estimating technique that uses a statistical relationship between historical data and other variables (e.g.. square footage in construction, lines of code in software development) to calculate an estimate for activityparameters, such as scope. cost, budget, and duration. This technique can produce higher levels of accuracy depending upon the sophistication and the underlying data built into the model. An example for the cost parameter is multiplying the planned quantity of work to be performed by the historical cost per unit to obtain the estimated cost.

Front 30

Pareto Chart [Tool]

Back 30

Begins with P: A histogram, ordered by frequency of occurrence, that shows how many results were generated by each identified cause.

Front 31

Path Convergence

Back 31

Begins with P: The merging or joining of parallel schedule network paths into the same node in a project schedule network diagram. Path convergence is characterized by a schedule activity with more than one predecessor activity.

Front 32

Path Divergence

Back 32

Begins with P: Extending or generating parallel schedule network paths from the same node in a project schedule network diagram. Path divergence is characterized by a schedule activity with more than one successor activity.

Front 33

Percent Complete (PC or PCl')

Back 33

Begins with P: An estimate, expressed as a percent, of the amount of work that has been completed on an activity or a stork breakdown structure component.

Front 34

Perform Quality Assurance (QA) [Process]

Back 34

Begins with P: The process of applying the planned, systematic quality activities (such as audits or peer reviews) to ensure that the project employs all processes needed to meet requirements

Front 35

Perform Quality Control (QC) [Process]

Back 35

Begins with P: The process of monitoring specific project results* to determine whether they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance.

Front 36

Performance Measurement Baseline

Back 36

Begins with P: An approved integrated scope-schedule-cost* plan for the project work against which project execution is compared to measure and manage performance. Technical and quality parameters may also be included.

Front 37

Performance Reporting [Process]

Back 37

Begins with P: The process of collecting and distributing performance information. This includes status reporting, progress measurement, and forecasting.

Front 38

Performance Reports [Output/Input]

Back 38

Begins with P: Documents and presentations that provide organized and summarized work performance information, earned value management parameters and calculations, and analyses of project work progress and status. Common formats for performance reports include bar charts, S-curves, histograms, tables, and project schedule network diagram showing current schedule status.

Front 39

Performing Organization

Back 39

Begins with P: The enterprise whose personnel are most directly involved in doing the work of the project.

Front 40

Phase

Back 40

Begins with P: See project phase.

Front 41

Plan Contracting [Process]

Back 41

Begins with P: The process of documenting the products, services, and results requirements and identifying potential sellers.

Front 42

Plan Purchases and Acquisitions [Process]

Back 42

Begins with P: The process of determining what to purchase or acquire, and determining when and how to do so.

Front 43

Planned Finish Date (PF)

Back 43

Begins with P: See scheduled finish date. Planned Start Date (PS). See scheduled start date.

Front 44

Planned Value (PV)

Back 44

Begins with P: The authorized budget assigned to the scheduled work to be accomplished for a schedule activity or work breakdown structure component. Also referred to as the budgeted cost of work scheduled (BCWS).

Front 45

Planning Package

Back 45

Begins with P: A WBS component below the control account with known work content but without detailed schedule activities. See also control account.

Front 46

Planning Processes [Process Group]

Back 46

Begins with P: Those processes performed to define and mature the project scope, develop the project management plan. and identify and schedule the project activities* that occur within the project.

Front 47

Portfolio

Back 47

Begins with P: A collection of projects or programs and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives. The projects or programs of the portfolio may not necessarily be interdependent or directly related.

Front 48

Portfolio Management [Technique]

Back 48

Begins with P: The centralized management of one or more portfolios, which includes identifying, prioritizing, authorizing, managing, and controlling projects, programs, and other related work, to achieve specific strategic business objectives,

Front 49

Position Description [Tool]

Back 49

Begins with P: An explanation of a project team member's roles and responsibilities.

Front 50

Practice

Back 50

Begins with P: A specific type of professional or management activity that contributes to the execution of a process and that may employ one or more techniques and tools.