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142 Cards in this Set
- Front
- Back
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Activity
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A distinct, scheduled portion of work performed during the course of a project.
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Activity Attributes
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Multiple attributes associated with each schedule activity that can be included within the activity list. They include activity codes, predecessor activities, successor activities, logical relationships, leads and lags, resource requirements, imposed dates, constraints, and assumptions.
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Activity Code
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One or more numerical or text values that identify characteristics of the work or in some way categorize the schedule activity that allows filtering and ordering of activities within reports.
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Activity Cost Estimates
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The projected cost of the schedule activity that includes the cost for all resources required to perform and complete the activity, including all cost types and cost components.
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Activity Duration
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The time in calendar units between the start and finish of a schedule activity.
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Activity Duration Estimate
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A quantitative assessment of the likely amount or outcome for the duration of an activity.
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Activity Identifier
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A short, unique numeric or text identification assigned to each schedule activity to differentiate that project activity from other activities. Typically unique within any one project schedule network diagram.
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Activity List
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A documented tabulation of schedule activities that shows the activity description, activity identifier, and a sufficiently detailed scope of work description so project team members understand what work is to be performed.
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Activity-on-Node (AON)
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Preferred term: Precedence Diagramming Method (PDM).
A technique used for constructing a schedule model in which activities are represented by nodes and are graphically linked by one or more logical relationships to show the sequence in which the activities are to be performed. |
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Activity Resource Requirements
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The types and quantities of resources required for each activity in a work package.
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Actual Duration
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The time in calendar units between the actual start date of the schedule activity and either the data date of the project schedule if the schedule activity is in progress or the actual finish date if the schedule activity is complete.
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Adjusting leads and lags
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A technique used to find ways to bring project activities that are behind into alignment with plan during project execution.
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Alternative Analysis
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A technique used to evaluate identified options in order to select which options or approaches to use to execute and perform the work of the project.
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Analogous Estimating
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A technique for estimating the duration or cost of an activity or a project using historical data from a similar activity or project.
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Applying leads and lags
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A technique that is used to adjust the amount of time between predecessor and successor activities.
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Apportioned Effort
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An activity where effort is allotted proportionately across certain discrete efforts and not divisible into discrete efforts. [Note: This is one of three earned value management (EVM) types of activities used to measure work performance.]
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Assumption
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A factor in the planning process that is considered to be true, real, or certain, without proof or demonstration.
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Backward Pass
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A critical path method technique for calculating the late start and late finish dates by working backward through the schedule model from the project end date.
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Bar Chart
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A graphic display of schedule-related information. Typically, schedule activities or work breakdown structure components are listed down the left side of the chart, dates are shown across the top, and activity durations are shown as date-placed horizontal bars. Related term: Gantt Chart
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Beta Distribution
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Another name for a PERT estimate.
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Brainstorming
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A general data gathering and creativity technique that can be used to identify risks, ideas, or solutions to issues by using a group of team members or subject matter experts.
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Constraint
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A limiting factor that affects the execution of a project, program, portfolio, or process.
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Contingency
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An event or occurrence that could affect the execution of the project that may be accounted for with a reserve.
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Contingency Reserve
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Budget within the cost baseline or performance measurement baseline that is allocated for identified risks that are accepted and for which contingent or mitigating responses are developed.
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Control Schedule
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The process of monitoring the status of project activities to update project progress and manage changes to the schedule baseline to achieve the plan.
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Control Threshold
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Agreed-upon amount of allowable variation in the schedule before some action needs to be taken.
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Crashing
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A technique used to shorten the schedule duration for the least incremental cost by adding resources.
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Control Schedule
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The process of monitoring the status of project activities to update project progress and manage changes to the schedule baseline to achieve the plan.
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Crashing
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A technique used to shorten the schedule duration for the least incremental cost by adding resources.
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Critical Chain Method
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A schedule method that allows the project team to place buffers on any project schedule path to account for limited resources and project uncertainties.
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Critical Path
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The sequence of activities that represents the longest path through a project, which determines the shortest possible duration.
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Critical Path Activity
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Any activity on the critical path in a project schedule.
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Critical Path Method
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A method used to estimate the minimum project duration and determine the amount of scheduling flexibility on the logical network paths within the schedule model.
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Data Date
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A point in time when the status of the project is recorded.
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Define Activities
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The process of identifying and documenting the specific actions to be performed to produce the project deliverables.
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Delphi Technique
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An information gathering technique used as a way to reach a consensus of experts on a subject. Experts on the subject participate in this technique anonymously. A facilitator uses a questionnaire to solicit ideas about the important project points related to the subject. The responses are summarized and are then recirculated to the experts for further comment. Consensus may be reached in a few rounds of this process. This technique helps reduce bias in the data and keeps any one person from having undue influence on the outcome.
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Dependency Determination
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A technique used to identify the type of dependency that is used to create the logical relationships between predecessor and successor activities.
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Develop Schedule
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The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model.
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Discrete Effort
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An activity that can be planned and measured and that yields a specific output. [Note: This is one of three earned value management (EVM) types of activities used to measure work performance.]
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Discretionary Dependency (AKA: Preferential, Soft, or Preferred Logic)
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A relationship that is established based on knowledge of best practices within a particular application area or an aspect of the project where a specific sequence is desired.
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Duration (DU or DUR)
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The total number of work periods (not including holidays or other nonworking periods) required to complete a schedule activity or work breakdown structure component. Usually expressed as workdays or workweeks. Sometimes incorrectly equated with elapsed time.
Contrast with: Effort. |
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Early Finish Date (EF)
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In the critical path method, the earliest possible point in time when the uncompleted portions of a schedule activity can finish based on the schedule network logic, the data date, and any schedule constraints.
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Early Start Date (ES)
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In the critical path method, the earliest possible point in time when the uncompleted portions of a schedule activity can start based on the schedule network logic, the data date, and any schedule constraints.
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Earned Value Management
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A methodology that combines scope, schedule, and resource measurements to assess project performance and progress.
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Effort
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The number of labor units required to complete a schedule activity or work breakdown structure component often expressed in hours, days, or weeks.
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Enterprise Environmental Factors
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Conditions, not under the immediate control of the team, that influence, constrain, or direct the project, program, or portfolio.
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Estimate
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A quantitative assessment of the likely amount or outcome. Usually applied to project costs, resources, effort, and durations and is usually preceded by a modifier (i.e., preliminary, conceptual, feasibility, order-of-magnitude, definitive). It should always include some indication of accuracy (e.g., ± x percent). Related term: Budget and Cost.
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Estimate Activity Durations
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The process of estimating the number of work periods needed to complete individual activities with estimated resources.
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Estimate Activity Resources
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The process of estimating the type and quantities of material, human resources, equipment, or supplies required to perform each activity.
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Expert Judgment
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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.
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External Dependency
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A relationship between project activities and non-project activities.
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Fast Tracking
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A schedule compression technique in which activities or phases normally done in sequence are performed in parallel for at least a portion of their duration.
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Finish Date
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A point in time associated with a schedule activity's completion. Usually qualified by one of the following: actual, planned, estimated, scheduled, early, late, baseline, target, or current.
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Finish-to-Finish (FF)
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A logical relationship in which a successor activity cannot finish until a predecessor activity has finished.
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Finish-to-Start (FS)
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A logical relationship in which a successor activity cannot start until a predecessor activity has finished.
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Fixed Formula Method
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An earned value method for assigning a specified percentage of budget value for a work package to the start milestone of the work package with the remaining budget value percentage assigned when the work package is complete.
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Forecast
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An estimate or prediction of conditions and events in the project's future based on information and knowledge available at the time of the forecast. The information is based on the project's past performance and expected future performance, and includes information that could impact the project in the future, such as estimate at completion and estimate to complete.
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Forward Pass
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A critical path method technique for calculating the early start and early finish dates by working forward through the schedule model from the project start date or a given point in time.
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Free Float (AKA: Slack)
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The amount of time that a schedule activity can be delayed without delaying the early start date of any successor or violating a schedule constraint.
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Imposed Date
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A fixed date imposed on a schedule activity or schedule milestone, usually in the form of a "start no earlier than" and "finish no later than" date.
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Lag
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The amount of time whereby a successor activity is required to be delayed with respect to a predecessor activity.
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Late Finish Date (LF)
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In the critical path method, the latest possible point in time when the uncompleted portions of a schedule activity can finish based on the schedule network logic, the project completion date, and any schedule constraints.
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Late Start Date (LS)
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In the critical path method, the latest possible point in time when the uncompleted portions of a schedule activity can start based on the schedule network logic, the project completion date, and any schedule constraints.
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Lead
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The amount of time whereby a successor activity can be advanced with respect to a predecessor activity.
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Level of Effort (LOE)
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An activity that does not produce definitive end products and is measured by the passage of time. [Note: This is one of three earned valued management (EVM) types of activities used to measure work performance.]
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Logical Relationship (AKA: Dependency)
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A dependency between two activities, or between an activity and a milestone.
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Management Reserve
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An amount of the project budget withheld for management control purposes. These are budgets reserved for unforeseen work that is within scope of the project. They are not included in the performance measurement baseline (PMB).
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Mandatory Dependency (AKA: Hard Logic)
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A relationship that is contractually required or inherent in the nature of the work.
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Master Schedule
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A summary-level project schedule that identifies the major deliverables and work breakdown structure components and key schedule milestones. Related term: Milestone Schedule.
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Milestone
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A significant point or event in a project, program, or portfolio.
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Milestone List
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A list identifying all project milestones and normally indicates whether the milestone is mandatory or optional.
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Milestone Schedule
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A summary-level schedule that identifies the major schedule milestones. Related term: Master Schedule.
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Monitor
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Collect project performance data with respect to a plan, produce performance measures, and report and disseminate performance information.
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Monte Carlo Simulation
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A process which generates hundreds or thousands of probable performance outcomes based on probability distributions for cost and schedule on individual tasks. The outcomes are then used to generate a probability distribution for the project as a whole.
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Most likely Duration
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An estimate of the most probable activity duration that takes into account all of the known variables that could affect performance.
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Near-Critical Activity
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A schedule activity that has low total float. The concept 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.
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Network Logic
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The collection of schedule activity dependencies that makes up a project schedule network diagram.
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Network Path
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Any continuous series of schedule activities connected with logical relationships in a project schedule network diagram.
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Node
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One of the defining points of a schedule network; a junction point joined to some or all of the other dependency lines.
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Nominal Group Technique
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A technique that enhances brainstorming with a voting process used to rank the most useful ideas for further brainstorming or for prioritization.
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Optimistic Duration
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An estimate of the shortest activity duration that takes into account all of the known variables that could affect performance.
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Parametric Estimating
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An estimating technique in which an algorithm is used to calculate cost or duration based on historical data and project parameters.
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Path Convergence
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A relationship in which a schedule activity has more than one predecessor.
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Path Divergence
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A relationship in which a schedule activity has more than one successor.
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Percent Complete
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An estimate expressed as a percent of the amount of work that has been completed on an activity or a work breakdown structure component.
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Performance Measurement Baseline
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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.
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Performance Reviews
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A technique that is used to measure, compare, and analyze actual performance of work in progress on the project against the baseline.
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Pessimistic Duration
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Estimate of the longest activity duration that takes into account all of the known variables that could affect performance.
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Plan Schedule Management
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The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule.
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Precedence Diagramming Method (POM)
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A technique used for constructing a schedule model in which activities are represented by nodes and are graphically linked by one or more logical relationships to show the sequence in which the activities are to be performed.
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Precedence Relationship
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The term used in the precedence diagramming method for a logical relationship. In current usage, however, precedence relationship, logical relationship, and dependency are widely used interchangeably, regardless of the diagramming method used. Related term: Logical Relationship.
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Predecessor Activity
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An activity that logically comes before a dependent activity in a schedule.
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Process
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A systematic series of activities directed towards causing an end result such that one or more inputs will be acted upon to create one or more outputs.
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Program Evaluation and Review Technique (PERT)
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A technique for estimating that applies a weighted average of optimistic, pessimistic, and most likely estimates when there is uncertainty with the individual activity estimates.
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Progressive Elaboration
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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.
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Project Calendar
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A calendar that identifies working days and shifts that are available for scheduled activities.
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Project Management Information System
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An information system consisting of the tools and techniques used to gather, integrate, and disseminate the outputs of project management processes. It is used to support all aspects of the project from initiating through closing, and can include both manual and automated systems.
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Project Schedule
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An output of a schedule model that presents linked activities with planned dates, durations, milestones, and resources.
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Project Schedule Model Maintenance
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The process used to update the status and record progress of the project in the schedule model during the execution of the project.
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Project Schedule Network Diagram
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A graphical representation of the logical relationships among the project schedule activities.
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Project Time Management
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Project Time Management includes the processes required to manage the timely completion of the project.
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Reserve (AKA: Buffer and Contingency Allowance)
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A provision in the project management plan to mitigate cost and/or schedule risk. Often used with a modifier (e.g., management reserve, contingency reserve) to provide further detail on what types of risk are meant to be mitigated.
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Resource
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Skilled human resources (specific disciplines either individually or in crews or teams), equipment, services, supplies, commodities, material, budgets, or funds.
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Resource Breakdown Structure
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A hierarchical representation of resources by category and type.
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Resource Calendar
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A calendar that identifies the working days and shifts on which each specific resource is available.
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Resource Leveling
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A technique in which start and finish dates are adjusted based on resource constraints with the goal of balancing demand for resources with the available supply.
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Resource Optimization Techniques
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A technique that is used to adjust the start and finish dates of activities that adjust planned resource use to be equal to or less than resource availability.
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Resource Smoothing
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A technique which adjusts the activities of a schedule model such that the requirement for resources on the project do not exceed certain predefined resource limits.
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Rolling Wave Planning
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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.
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Schedule Baseline
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The approved version of a schedule model that can be changed only through formal change control procedures and is used as a basis for comparison to actual results.
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Schedule Compression
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Techniques used to shorten the schedule duration without reducing the project scope.
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Schedule Data
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The collection of information for describing and controlling the schedule. Schedule Forecasts. Estimates or predictions of conditions and events in the project's future based on information and knowledge available at the time the schedule is calculated.
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Schedule Management Plan
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A component of the project management plan that establishes the criteria and the activities for developing, monitoring, and controlling the schedule.
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Schedule Model
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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.
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Schedule Network Analysis
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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. Related term: Backward Pass, Critical Path Method, Critical Chain Method, and Resource Leveling.
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Schedule Network Templates
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A set of activities and relationships that have been established that can be used repeatedly for a particular application area or an aspect of the project where a prescribed sequence is desired.
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Schedule Performance Index (SPI)
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A measure of schedule efficiency expressed as the ratio of earned value to planned value.
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Schedule Variance (SV)
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A measure of schedule performance expressed as the difference between the earned value and the planned value.
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Scheduling Tool
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A tool that provides schedule component names, definitions, structural relationships, and formats that support the application of a scheduling method.
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Sequence Activities
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The process of identifying and documenting relationships among the project activities.
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Simulation
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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.
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Start Date
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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.
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Start-to-Finish (SF)
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A logical relationship in which a successor activity cannot finish until a predecessor activity has started.
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Start-to-Start (SS)
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A logical relationship in which a successor activity cannot start until a predecessor activity has started.
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Subnetwork
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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.
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Successor Activity
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A dependent activity that logically comes after another activity in a schedule.
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Summary Activity (AKA: Hammock Activity)
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A group of related schedule activities aggregated and displayed as a single activity.
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Three-Point Estimate
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A technique used to estimate cost or duration by applying an average of optimistic, pessimistic, and most likely estimates when there is uncertainty with the individual activity estimates.
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Threshold
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A cost, time, quality, technical, or resource value used as a parameter, and which may be included in product specifications. Crossing the threshold should trigger some action, such as generating an exception report.
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Time-Scaled Schedule Network Diagram
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Any project schedule network diagram drawn in such a way that the positioning and length of the schedule activity represents its duration. Essentially, it is a bar chart that includes schedule network logic.
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To-Complete Performance Index (TCPI)
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A measure of the cost performance that is required to be 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.
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Total Float
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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.
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Tree Diagram
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A systematic diagram of a decomposition hierarchy used to visualize as parent-to-child relationships a systematic set of rules.
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Trend Analysis
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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.
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Variance
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A quantifiable deviation, departure, or divergence away from a known baseline or expected value.
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Variance Analysis
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A technique for determining the cause and degree of difference between the baseline and actual performance.
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Variance at Completion (VAC)
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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.
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Velocity
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A measure of a team's productivity rate at which the deliverables are produced, validated, and accepted within a predefined interval. This is a capacity planning approach frequently used to forecast future project work.
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WBS Dictionary
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A document that provides detailed deliverable, activity, and scheduling information about each component in the work breakdown structure.
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Weighted Milestone Method
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An earned value method that divides a work package into measurable segments, each ending with an observable milestone, and then assigns a weighted value to the achievement of each milestone.
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What-If Scenario Analysis
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The process of evaluating scenarios in order to predict their effect on project objectives.
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