Pmp Bootcamp

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LEAN SIX SIGMA

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Collaborative team method targeting customer needs and measures performance during project execution and monitoring. Introduced by American engineer Bill Smith at Motorola in 1986.

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A/B TESTING

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marketing approach to determine user preferences by showing different sets of users' similar services—an ‘Alpha’ and a ‘Beta’ version—with one independent variable.

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PARETO CHART

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A histogram that is used to rank causes of problems in a hierarchical format. See also “80/20 Rule”.

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80/20 RULE

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contends that a relatively large number of problems or defects, typically 80%, are commonly due to a relatively small number of causes, typically 20%. See also “Pareto Chart”.

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EXPLICIT KNOWLEDGE

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Knowledge that can be codified using symbols such as words, numbers, and pictures. This type of knowledge can be easily documented and shared with others.

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TACIT KNOWLEDGE

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Personal knowledge that can be difficult to articulate and share such as beliefs, experience, and insights.

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COMMUNITY OF PRACTICE (COP)

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by E. Wenger "Cultivating Communities of Practice", establish local forums of “experts” with mandate to create an arena where project managers feel comfortable sharing their findings and learnings from their projects; an inclusive working group

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WORK SHADOWING

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An on-the-job technique that enables someone to learn about and perform a job while observing and working with another, more experienced person.

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EARNED VALUE (EV)

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A measure of work performed expressed in terms of the budget authorized for that work.

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QUALITY METRIC

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description of a project or product attribute and how to measure it.

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VARIANCE ANALYSIS

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A technique for determining the cause and degree of difference between the baseline and the actual performance.

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QUALITY AUDIT

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A structured, independent process to determine if project activities comply with organizational and project policies, processes, and procedures.

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HISTOGRAM

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bar or column chart that graphically represents numerical data—for example, the number of defects per deliverable, a ranking of the cause of defects, the number of times each process is noncompliant, or other representations of project or product defects.

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RESERVE ANALYSIS

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method used to evaluate the amount of risk on the project and the amount of schedule and budget reserve to determine whether the reserve is sufficient for the remaining risk.

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ISSUE LOG

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issue is a current condition or situation that may have an impact on the project objectives. An issue log is used to record and monitor information on active issues. Issues are assigned to a responsible party for follow up and resolution

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CHANGE CONTROL BOARD (CCB)

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

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ACCEPTANCE CRITERIA

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A set of conditions that is required to be met before deliverables are accepted.

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DEFINITION OF DONE (DoD)

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A team’s checklist of all the criteria required to be met so that a deliverable can be considered ready for customer use.

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FINAL REPORT

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summary of the project’s information on performance, scope, schedule, quality, cost, and risks.

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BENEFITS MANAGEMENT PLAN

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documented process explanation for creating, maximizing, and sustaining benefits provided by a project or program, plus how and when project benefits will be derived and measured. business case and benefits management plan are developed with Benefits Owner prior to project start. both documents are used after project completion. considered business docs rather than project docs.

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DevOps

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A collection of practices for creating a smooth flow of delivery by improving collaboration between development and operations staff

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BUSINESS DOCUMENT

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An artifact developed prior to the project, used as part of the business case, and which is reviewed periodically by a project professional to verify benefit delivery.

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LESSONS LEARNED REGISTER

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A project document used to record knowledge gained during a project. The knowledge attained can be used in the current project and entered into the lessons-learned repository for subsequent use.

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LESSONS LEARNED REPOSITORY

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central store of historical lessons learned information from various projects across jurisdictions.

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PROJECT MANAGEMENT OFFICE (PMO)

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A management structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools and techniques. More common in larger organizations because of the number of projects that can be in process at the same time.

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TAILORING

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Tailoring is the deliberate adaptation of the project management approach, governance, and processes to make them more suitable for the given environment and the work at hand.

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STRATEGIC PLAN

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A high-level business document that explains an organization’s vision and mission plus the approach that will be adopted to achieve this mission and vision, including the specific goals and objectives to be achieved during the period covered by the document.

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COST-BENEFIT ANALYSIS

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Is one method of measuring or evaluating a project’s benefit and value.

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OPPORTUNITY COST

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A concept applied to quantify the missed opportunity when deciding to use a resource (e.g. investment dollars) for one purpose versus another. Alternately opportunity cost is the loss of potential future return from the second-best unselected project. In other words, it is the opportunity (potential return) that will not be realized when one project is selected over another.

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INTERNAL RATE OF RETURN (IRR)

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The interest rate that makes the net present value of all cash flow equal to zero. This rate is a function of the cost of capital for project implementation.

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RETURN ON INVESTMENT (ROI)

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A financial metric of profitability that measures the gain or loss from an investment relative to the amount of money invested.

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CHANGE MANAGEMENT

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A comprehensive, cyclic, and structured approach for transitioning individuals, groups, and organizations from a current state to a future state in which they realize desired benefits.

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THRESHOLD

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A predetermined value of a measurable project variable that represents a limit that requires action to be taken if it is reached.

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TOLERANCE

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The quantified description of acceptable variation for a quality, risk, budget, or other project requirement.

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ESCALATE

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The act of seeking helpful intervention in response to a threat that is outside the scope of the project or beyond the project manager’s authority

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PROJECT LIFE CYCLE

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The series of phases that a project passes through from its start to its completion

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PHASE

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Refers to a collection of activities within a project. Each project phase is goal oriented and ends at a milestone.

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PHASE GATE

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A point review at the end of a phase in which a decision is made to continue to the next phase, to continue with modification, or to end a project or program

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MINIMUM VIABLE PRODUCT (MVP)

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smallest collection of features that can be included in a product for customers to consider it functional. In Lean methodologies, it can be referred to as “bare bones” or “no frills” functionality.

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SEQUENTIAL RELATIONSHIP

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Refers to a consecutive relationship between phases; phases occur in procession and without overlap

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OVERLAPPING RELATIONSHIP

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type of phase-to-phase relationship characterized by phases that start prior to the ending of the previous phase. Therefore, activities in different phases run concurrently with one another.

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QUALITY POLICY

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basic principles that should govern the organization’s actions as it implements its system for quality management

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PRODUCT SCOPE

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functions and features that characterize a product or a service

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PROJECT SCOPE

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The features, functions, and works that characterize the delivery of a product, service, and/or result. Highly dependent on triple constraints of time, cost, and quality.

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ROLLING WAVE PLANNING

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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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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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PRODUCT ROADMAP

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high-level visual summary of the product or products of the project that includes goals, milestones, and potential deliverables.

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MILESTONE

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A specific point within a project life cycle/timeline, used as a measure in the progress toward the ultimate goal. May signal anchors such as a project start and end date, a need for external review, or input and budget check. It is a task of zero duration and is displayed as an important achievement in a project.

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COLLECT REQUIREMENTS PROCESS

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The process in which requirements documentation is developed. Precedes the Define Scope process.

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REQUIREMENTS DOCUMENTATION

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A description of how individual requirements meet the business need for the project.

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USER STORY

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informal, general explanation of a product, service, or software feature written from the perspective of the end user. Its purpose is to articulate how the feature will provide value to the customer.

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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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MULTI-CRITERIA DECISION ANALYSIS

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A technique that utilizes a decision matrix to provide a systematic, analytical approach for establishing criteria, such as risk levels, uncertainty, and valuation, to evaluate and rank many ideas.

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BENCHMARKING

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The comparison of actual or planned products, processes, and practices to those of comparable organizations to identify best practices, generate ideas for improvement, and provide a basis for measuring performance.

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CONTEXT DIAGRAM

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Visual depiction of product scope, showing a business system (process, equipment, computer system, etc.) and how people and other systems interact with it

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STORYBOARDING

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prototyping method that uses visuals or images to illustrate a process or represent a project outcome. Storyboards are useful to illustrate how a product, service, or application will function or operate when it is complete.

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PROTOTYPES

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A method of obtaining early feedback on user requirements by building a working model of the expected product. Prototypes can be used to solicit aesthetics, functionalities etc. Several iterations maybe displayed

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SCOPE MANAGEMENT PLAN

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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

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WORK BREAKDOWN STRUCTURE (WBS)

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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.

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EPIC

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large body of work that can be broken down into smaller pieces—features and user stories. Epics can take months to complete.

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FEATURE

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A set of related requirements that allows the user to satisfy a business objective or need.

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SCHEDULE MANAGEMENT PLAN

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component of the project or program management plan that establishes the criteria and activities for developing, monitoring, and controlling the schedule.

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WORK PACKAGE

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work defined at the lowest level of the work breakdown structure (WBS) for which cost and duration are estimated and managed.

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DEPENDENCY

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relationship between one or more tasks/activities. A dependency may be mandatory or discretionary, internal or external. See also “start-to-start”; “start-to- finish”; “finish-to-start”; and “finish-to-finish”.

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PRECEDENCE RELATIONSHIP

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logical dependency used in the precedence diagramming methods.

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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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PROJECT ACTIVITY

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distinct, scheduled portion of work performed during a project.

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ACTIVITY LIST

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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 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 DEPENDENCY

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A logical relationship between two project activitie

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PRECEDENCE DIAGRAMMING METHOD

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A technique used to create the network diagram. It constructs 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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LEAD

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The amount of time a successor activity can be advanced with respect to a predecessor activity

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LAG

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The amount of time a successor activity will be delayed with respect to a predecessor activity.

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CRITICAL PATH METHOD

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technique of schedule analysis in which the schedule activities are evaluated to determine the float or slack for each activity and the overall schedule. To calculate critical path, use the forward and backward pass along with float analysis to identify all network paths, including critical.

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FLOAT

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The difference between the early and late dates.

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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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FREE FLOAT

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The amount of time that a scheduled activity can be delayed without impacting the early start date of any subsequent scheduled activity

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EARLY FINISH DATE (EF)

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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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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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LATE FINISH DATE (LF)

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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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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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RESOURCE SMOOTHING

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A resource optimization technique in which free and total float are used without affecting the critical path. See also “Resource Levelling” and “Resource Optimization Technique”.

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RESOURCE LEVELLING

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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 the critical path.

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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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CRASHING

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Applying additional resources to one or more tasks/activities to complete the work more quickly. Crashing usually increases costs more than risks. In comparison, fast-tracking increases risks.

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SCHEDULE BASELINE

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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 of comparison to actual results. It is one of the main project documents that should be created before the project starts.

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HARDENING ITERATION / ITERATION H

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Specialized increment/ iteration/sprint dedicated to stabilizing the code base so that it is robust enough for release. No new functionality is added. Primarily used for refactoring and/or technical debt.

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SPRINT VELOCITY

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A descriptive metric used by agile and hybrid teams. It describes the volume of work that a team performs during a sprint. Use this metric to understand the rate of your team’s work during an average sprint.

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DEFINITION OF READY (DOR)

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A team’s checklist for a user-centric requirement that has all the information the team needs to be able to begin working on it.

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DEFINITION OF DONE (DOD)

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A team’s checklist of all the criteria required to be met so that a deliverable can be considered ready for customer use.

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ITERATION BACKLOG

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The work that is committed to be performed during a given iteration.

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RESOURCE MANAGEMENT PLAN

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component of the project management plan that describes how project resources are acquired, allocated, monitored, and controlled.

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RESOURCE CALENDAR

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calendar that identifies the working days and shifts for which each specific resource is available.

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RACI CHART

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Responsible, Accountable, Consult, and Inform. A common type of responsibility assignment matrix (RAM) that uses responsible, accountable, consult, and inform statuses to define the involvement of stakeholders in project activities

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MAKE-OR-BUY ANALYSIS

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The process of gathering and organizing data about product/service requirements and analyzing data against available alternatives including the purchase or internal manufacture of the project.

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MAKE-OR-BUY DECISIONS

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Decisions made regarding the external purchase versus internal manufacture of a product.

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PROCUREMENT MANAGEMENT PLAN

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A component of the project or program management plan that describes how a project team will acquire goods and services from outside the executing organization.

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REQUEST FOR PROPOSAL (RFP)

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A type of procurement document used to request proposals from prospective sellers of products or services. In some application areas, it may have a narrower or more specific meaning.

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BIDDER CONFERENCES

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The meetings with prospective sellers prior to the preparation of a bid or proposal to ensure all prospective vendors have a clear and common understanding of the procurement. Also called vendor conferences, pre-bid conferences, or contractor conferences.

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SOURCE SELECTION CRITERIA

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set of attributes, desired by the buyer, which a seller is required to meet or exceed to be selected for a contract.

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CONTRACT

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

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BURN RATE

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The rate at which the project consumes financial resources, representing negative cash flow. Burn rates are often used by agile projects to budget costs for planned iterations / sprints / increments.

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COST MANAGEMENT PLAN

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component of a project or program management plan that describes how costs will be planned, structured, and controlled.

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COST BASELINE

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The approved version of the time-phased project budget, excluding any management reserves, which can be changed only through formal change control procedures and is used as a basis for comparison to actual results.

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BUDGET AT COMPLETION (BAC)

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

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CONTINGENCY RESERVE

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Time or money allocated in the schedule or cost baseline for known risks with active response strategies.

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TRIGGER CONDITION

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An event or situation that indicates that a risk is about to occur.

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OPPORTUNITY

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A risk that, if developed, would create a positive effect on one or more project objectives.

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THREAT

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A risk that would have a negative effect on one or more project objectives.

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ISSUE

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A current condition or situation that may have an impact on the project objectives.

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BUSINESS RISK

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The inherent risk in any business endeavor that carries the potential for either profit or loss. Types of business risks are competitive, legislative, monetary, and operational.

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RISK APPETITE

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The degree of uncertainty an organization or individual is willing to accept in anticipation of a reward.

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RISK THRESHOLD

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The level of risk exposure above which risks are addressed and below which risks may be accepted.

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RISK MANAGEMENT PLAN

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component of the project, program, or portfolio management plan that describes how risk management activities will be structured and performed.

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PROMPT LIST

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A checklist for a specific category of risk. This tool is a simple series of broad risks, for example environmental or legal, rather than specific risks, such as flooding or regulatory changes. The idea is to push (prompt) the team to think and brainstorm the risks in groups and eventually prioritize the same.

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RISK BREAKDOWN STRUCTURE (RBS)

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hierarchical representation of potential sources of risk.

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AFFINITY DIAGRAM

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A technique that allows large numbers of ideas to be classified into groups for review and analysis.

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DELPHI TECHNIQUE

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form of gathering expert opinions in which members of a group are asked or polled anonymously.

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PROBABILITY AND IMPACT MATRIX

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A grid for mapping the probability of occurrence of each risk and its impact on project objectives if that risk occurs.

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RISK REGISTER

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repository in which outputs of risk management processes are recorded. As the central planning document for project risk analysis and control, the risk register contains a list of the most important risks to the project’s completion. For each risk, it identifies the likelihood of occurrence, the impact to the project, the priority, and the applicable response plans.

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SIMULATION

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analytical technique that models the combined effect of uncertainties to evaluate their potential impact on objectives.

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MONTE CARLO SIMULATION (RISK ANALYSIS)

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risk management technique, which project managers use to estimate the impacts of various risks on the project cost and project timeline. Using this method, one can easily find out what will happen to the project schedule and cost in case any risk occurs. It is used at various times during the project life cycle to get the idea on a range of probable outcomes during various scenarios.

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SENSITIVITY ANALYSIS

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An analysis technique to determine which individual project risks or other sources of uncertainty have the most potential impact on project outcomes, by correlating variations in project outcomes with variations in elements of a quantitative risk analysis model.

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DECISION TREE ANALYSIS

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A diagramming and calculation technique for evaluating the implications of a chain of multiple options in the presence of uncertainty.

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INFLUENCE DIAGRAM

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Used in quality management decisions. A graphical representation of situations showing causal influences, time ordering of events, and other relationships among variables and outcomes.

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EXPECTED MONETARY VALUE (EMV)

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quantitative method of calculating the average outcome when the future is uncertain. The calculation of EMV is a component of decision tree analysis. Opportunities will have positive values and threats will have negative values.

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SECONDARY RISK

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A risk that arises as a direct result of implementing a risk response.

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RESIDUAL RISK

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risk that remains after risk responses have been implemented.

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CONTINGENCY PLAN

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A risk response strategy developed in advance, before risks occur; it is meant to be used if and when identified risks become reality.

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CONTINGENCY RESERVE

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Time or money allocated in the schedule or cost baseline for known risks with active response strategies.

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QUALITY MANAGEMENT PLAN

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component of the project or program management plan that describes how applicable policies, procedures, and guidelines will be implemented to achieve the quality objectives.

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QUALITY POLICY

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The basic principles that should govern the organization’s actions as it implements its system for quality management.

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CHANGE MANAGEMENT PLAN

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component of the project management plan that establishes the Change Control Board, documents the extent of its authority, and describes how the change control system will be implemented.

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CHANGE REQUEST (CR)

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Request for change sent to upper management or the Change Control Board (CCB) for its evaluation and approval.

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ACTIVE LISTENING

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communication technique that involves acknowledging the speaker’s message and the recipient clarifying the message to confirm that what was heard matches the message that the sender intended.

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COMMUNICATION STYLES ASSESSMENT

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technique to identify the preferred communication method, format, and content for stakeholders for planned communication activities.

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SERVANT LEADERSHIP

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A leadership style used in agile and other types of projects which encourages the self-definition, self-discovery, and self-awareness of team members by listening, coaching, and providing an environment that allows them to grow.

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GROWTH MINDSET

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growth mindset, as conceived by Stanford psychologist Carol Dweck and colleagues, is the belief that a person's capacities and talents can be improved over time.

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TRANSPARENCY

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One of the three pillars of empirical process (transparency, inspection, and adaptability) that promotes real-time, accurate progress on every aspect of the project. See also “Visibility”.

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CONFIGURATION MANAGEMENT PLAN

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A component of the project management plan that describes how to identify and account for project artifacts under configuration control, and how to record and report changes to them.

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CONFIGURATION MANAGEMENT SYSTEM

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A collection of procedures used to track project artifacts and monitor and control changes to these artifacts.

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VERSION CONTROL

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A system that records changes to a file, in a way that allows users to retrieve previous changes made to it.

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PSYCHOLOGICAL SAFETY

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Being able to show and employ oneself without fear of negative consequences of status, career, or self-worth—we should be comfortable being ourselves in our work setting.

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CONSENSUS

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Group decision technique in which the group agrees to support an outcome even if the individuals do not agree with the decision.

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EMPATHY

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Part of emotional intelligence (EQ or EI). The ability to understand others’ viewpoints and be a team player. It enables us to connect with others and understand what moves them

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INFORMATION RADIATOR

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The generic term for visual displays placed in a visible location so everyone can quickly see the latest information. Also known as “Big Visible Chart” in agile

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AGILE COACH

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A process role on a project team that helps organizations achieve true agility by coaching teams across the enterprise on how to apply agile practices and choose their best way of working. See also “scrum master.”

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TACIT KNOWLEDGE

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Personal knowledge that can be difficult to articulate and share such as beliefs, experience, and insights.

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100-point method

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prioritization method which requires each stakeholder to distribute their 100 points, as votes, across available work items.

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5 Whys technique

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technique to find the root cause for a particular problem by repeatedly asking the question "Why?" It is an iterative and interrogative technique which is aimed at finding the cause and effect of a particular problem.

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A3

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Either a process for solving a particular problem, or a general way of looking at things, in which the pertinent information is limited to what will fit on a single sheet of paper. Named for the standard A3- size sheet of paper

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acceptance test-driven development

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ATDD, a development method where team members with different perspectives collaborate early on to develop acceptance test criteria that capture the requirements of work items.

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activity

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distinct, scheduled portion of work performed during the course of a project.

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activity code

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alphanumeric value assigned to each activity that enables classifying, sorting, and filtering. See also activity identifier and activity label.

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activity identifier

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unique alphanumeric value assigned to an activity and used to differentiate that activity from other activities. See also activity code and activity label.

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activity label

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phrase that names and describes an activity. See also activity code and activity identifier.

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ACTUAL COST

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AC, the realized cost incurred for the work performed on an activity during a specific time-period. See also budget at completion, earned value, estimate at completion, estimate to complete, and planned value.

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adaptation

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Changes done in product or process as soon as the need surfaces, to reduce the practical problems or any deviations that can give rise to risks or issues.

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adaptive planning

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technique in which high-level planning is done at the beginning. As a project progresses, detailed planning is done considering the latest changes. This allows for accommodation of changes in the requirements, even late into the development process.

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affinity estimate

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technique used for conducting high-level estimations for work items. Work items are compared and grouped together based on their size, then a high-level relative estimation is done for each of the work items. This is simple yet fast.

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Agile

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term used to describe a mindset of values and principles aimed at flexibility, communication, collaboration, and simplicity based on short iterations and continuous feedback from the customer as set forth in the Agile Manifesto. Agile is an iterative and incremental approach to deliver values to the customer early and continuously.

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Agile coach

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individual with knowledge and experience in agile who can train, mentor, facilitate, and guide organizations and teams through their agile transformation

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Agile life cycle

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approach that is both iterative and incremental to develop and refine work items and deliver frequently.

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Agile Manifesto

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Published in 2001 by a group of 17 software developers as the Manifesto for Agile Software Development, the document that lays out the original values and principles that led to the initiation of Agile development methods such as Scrum and Kanban.

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Agile mindset

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Thinking and practicing the core Agile values and principles in spirit, as laid out in the Agile Manifesto, to continuously deliver value to the customer and adapt as needed.

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Agile practitioner

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Also known as an Agilist, someone who collaborates with cross-functional teams in line with Agile techniques and concepts

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Agile principles

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The twelve principles for project delivery enumerated in the Manifesto for Agile Software Development. See also Agile Manifesto.

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Agile Unified Process

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A simplified process framework for developing business application software using agile techniques and concepts that are modeled on the Rational Unified Process (RUP).

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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. See also bottom-up estimating, parametric estimating, program evaluation and review technique, and three-point estimating

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anti-pattern

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A known, flawed pattern of work that is not advisable.

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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. Apportioned effort is one of three earned value management types of activities used to measure work performance. See also discrete effort and level of effort.

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artifacts

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The tangible by-products, specific to a project, that represent the work and value, helping bring transparency. Artifacts form a basis for inspection and adaptation. Examples are product vision, product backlog, project (product or service) increment, and design document.

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assumption

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A factor in the planning process considered to be true, real, or certain, without proof or demonstration.

Front 174

audit

Back 174

A structured and independent process used to assess and verify if the activities in a project conform to the standard policies, process, and procedures defined at the organizational and project levels.

Front 175

automated code quality analysis

Back 175

Scripted analysis of code to ensure functionality, spot vulnerabilities, and style consistency, which assumes greater significance when working collaboratively on code.

Front 176

backlog refinement

Back 176

backlog grooming, the progressive elaboration of project requirements or the ongoing activity in which the team collaboratively reviews, updates, and writes requirements to satisfy the need of the customer request.

Front 177

backward pass

Back 177

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. See also critical path method and forward pass.

Front 178

baseline

Back 178

The approved version of a work product that can be changed using formal change control procedures and is used as the basis for comparison to actual results. See also cost baseline, performance measurement baseline, schedule baseline, and scope baseline.

Front 179

behavior-driven development

Back 179

BDD - An Agile test-first methodology that focuses on the actual behavior of a work item from the end user’s perspective.

Front 180

benefit cost ratio

Back 180

BCR, an indicator used in cost benefit analysis to present the comparison between the proposed costs and expected benefits of a proposed project. Proposed benefit is divided by proposed cost to derive BCR. If a project has a BCR greater than 1.0, then it is considered advisable.

Front 181

blended Agile

Back 181

The combined use of two or more Agile frameworks, methods, elements, or practices, as opposed to a hybrid Agile approach, which employs some traditional predictive elements

Front 182

bottom-up estimating

Back 182

method of estimating project duration or cost by aggregating the estimates of the lower-level components of the work breakdown structure.

Front 183

broken comb

Back 183

Refers to a person with various depths of specialization in multiple skills required by the team. Also known as Paint Drip. See also T-shaped and I-shaped.

Front 184

budget at completion

Back 184

BAC, the sum of all budgets established for the work to be performed. See also actual cost, earned value, estimate at completion, estimate to complete, and planned value.

Front 185

burndown chart

Back 185

chart that graphically conveys the work remaining relative to the time remaining in the timebox.

Front 186

burnup chart

Back 186

A graphical representation of the work completed toward the release of a product.

Front 187

business requirements document

Back 187

A list of all requirements for a specific project.

Front 188

cadence

Back 188

A rhythm of execution. See also timebox

Front 189

cause-and-effect diagram

Back 189

Also known as a fishbone diagram or Ishikawa diagram, a visual tool that helps identify, sort, and display possible causes of a specific problem or quality characteristic.

Front 190

caves and common

Back 190

Collaborative working spaces for the team. Caves would be an area for team members to work alone or in isolation. Common is an area for working in groups and collaborating.

Front 191

change control

Back 191

A process whereby modifications to documents, deliverables, or baselines associated with a project are identified, documented, approved, or rejected. See also change control board and change control system.

Front 192

change control board

Back 192

formally chartered group responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project, and for recording and communicating such decisions. See also change control and change control system.

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change control system

Back 193

A set of procedures that describes how modifications to project deliverables and documentation are managed and controlled. See also change control and change control board

Front 194

change request

Back 194

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

Front 195

coarse-grained requirements

Back 195

A set of requirements defined at a high level. See also fine-grained requirements.

Front 196

code of accounts

Back 196

A numbering system used to uniquely identify each component of the work breakdown structure.

Front 197

collective code ownership

Back 197

A project acceleration and collaboration technique whereby any team member is authorized to modify any project work product or deliverable, thus emphasizing team-wide ownership and accountability.

Front 198

collocated team

Back 198

A team where project team members work from the same location, mostly in the same room, close to each other. It helps in real-time interactions.

Front 199

communications management plan

Back 199

A component of the project, program, or portfolio management plan that describes how, when, and by whom information will be administered and disseminated. See also project management plan.

Front 200

complex user story

Back 200

A fundamentally large or big work item that cannot be further decomposed into smaller subparts to create multiple independent simple stories.

Front 201

compound user story

Back 201

Also known as an epic, a large user story which comprises multiple shorter user stories; a big chunk of work that can be decomposed into smaller subparts as features or user stories

Front 202

configuration management system

Back 202

A collection of procedures used to track project artifacts and monitor and control changes to these artifacts.

Front 203

constrained optimization

Back 203

A project selection method which uses mathematical algorithms for large projects that require complex and comprehensive calculations.

Front 204

constraint

Back 204

A limiting factor that affects the execution of a project, program, portfolio, or process

Front 205

contingency plan

Back 205

A document describing actions that the project team can take if predetermined trigger conditions occur

Front 206

contingency reserve

Back 206

Time or money allocated in the schedule or cost baseline for known risks with active response strategies. See also management reserve and project budget.

Front 207

continuous delivery

Back 207

Delivering small increments of work to customers quickly and often making use of the automation technology.

Front 208

continuous integration

Back 208

Abbreviated as CI, a practice in which each team member's work product is frequently integrated and validated by one another. Typically, teams configure CI to include compilation, source control integration, and unit test execution.

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control account

Back 209

A management control point where scope, budget, actual cost, and schedule are integrated and compared to earned value for performance measurement

Front 210

corrective action

Back 210

An intentional activity that realigns the performance of the project work with the project management plan. See also preventive action

Front 211

cost baseline

Back 211

The approved version of work package cost estimates and contingency reserve that can be changed using formal change control procedures. Used as the basis for comparison to actual results. See also baseline, performance measurement baseline, schedule baseline, and scope baseline.

Front 212

cost management plan

Back 212

A component of a project or program management plan that describes how costs will be planned, structured, and controlled. See also project management plan.

Front 213

cost of quality

Back 213

COQ, a method used to determine where and what amount of an organization's resources are being used for doing things right the first time. Also calculates the resources used for rectifying things that are not done right the first time.

Front 214

cost performance index

Back 214

CPI, a measure of the cost efficiency of budgeted resources expressed as the ratio of earned value to actual cost. See also schedule performance index

Front 215

cost variance

Back 215

CV, 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. See also schedule variance

Front 216

crashing

Back 216

A schedule compression technique used to shorten the schedule duration for the least incremental cost by adding resources. See also fast tracking and schedule compression

Front 217

critical chain method

Back 217

A schedule method that allows the project team to place buffers on any project schedule path to account for limited resources and project uncertainties.

Front 218

critical path

Back 218

The sequence of activities that represents the longest path through a project, which determines the shortest possible duration. See also critical path activity and critical path method

Front 219

critical path activity

Back 219

Any activity on the critical path in a project schedule. See also critical path and critical path method

Front 220

critical path method

Back 220

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. See also critical path and critical path activity.

Front 221

cross-functional team

Back 221

A team that includes practitioners with all the skills necessary to deliver valuable product increments.

Front 222

Crystal family of methodologies

Back 222

A collection of lightweight agile software development methods focused on adaptability toward a particular circumstance

Front 223

cumulative flow diagram

Back 223

CFD, an area chart that depicts the quantity of work in a given state, showing arrivals, time in queue, quantity in queue, and departure.

Front 224

cycle time

Back 224

A measure of the time elapsed from the actual start of work on a work item (story, task, bug, or support incident) up to the time it is ready for delivery. Cycle time is a measure of process capability.

Front 225

Daily Scrum

Back 225

Also known as a daily standup, a short, daily team meeting to review progress, announce intentions for the day, and share any difficulties encountered or expected.

Front 226

data date

Back 226

Point in time when the status of the project is recorded

Front 227

decision tree analysis

Back 227

A diagramming and calculation technique for evaluating the implications of a chain of multiple options in the presence of uncertainty

Front 228

decomposition

Back 228

A technique used for dividing and subdividing the project scope and deliverables into smaller, more manageable parts.

Front 229

defect repair

Back 229

An intentional activity to modify a nonconforming product or product component.

Front 230

definition of done

Back 230

DoD, a team's shared understanding about all the criteria required to be met so that a deliverable can be considered ready for customer use. Includes the acceptance criteria, quality parameters, and nonfunctional requirements to be met

Front 231

definition of ready

Back 231

DoR, a team's checklist for a user-centric requirement that has just enough information for the team to begin working on it

Front 232

deliverable

Back 232

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

Front 233

DevOps

Back 233

A collection of practices for creating a smooth flow of delivery by improving collaboration between the development and operations staff

Front 234

Disciplined Agile Delivery

Back 234

DAD, a process decision framework that enables simplified process decisions around incremental and iterative solution delivery

Front 235

discrete effort

Back 235

An activity that can be planned and measured and that yields a specific output. Discrete effort is one of three earned value management types of activities used to measure work performance. See also apportioned effort and level of effort.

Front 236

distributed team

Back 236

AKA remote team or virtual team, a project team which has team members spread across different geographic locations, working on the same project. Team members work for a common project goal and are often connected using the latest collaboration tools.

Front 237

dot voting

Back 237

A quick and simple method for collaborative decisions. The decision or option which gets maximum dots is considered the team’s decision.

Front 238

double loop learning

Back 238

A process that challenges underlying values and assumptions in order to better elaborate root causes and devise improved countermeasures, rather than focusing only on symptoms.

Front 239

Dreyfus model

Back 239

A model for skill acquisition. According to this model, every individual goes through five stages during the process of skill acquisition: novice, advanced beginner, competent, proficient, and expert.

Front 240

duration

Back 240

The total number of work periods required to complete an activity or work breakdown structure component, expressed in hours, days, or weeks. See also effort.

Front 241

Dynamic Systems Development Method

Back 241

An Agile project delivery framework. Focus on the business need, Deliver on time, Collaborate, Never compromise quality, Build incrementally from firm foundations, Develop iteratively, Communicate continuously and clearly, Demonstrate control. Prototype, test, workshop, model, config management.

Front 242

early finish date

Back 242

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. See also critical path method.

Front 243

early start date

Back 243

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. See also critical path method.

Front 244

earned value

Back 244

EV, the measure of work performed expressed in terms of the budget authorized for that work.

Front 245

earned value management

Back 245

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

Front 246

effort

Back 246

The number of labor units required to complete a schedule activity or work breakdown structure component, often expressed in hours, days, or weeks. See also duration.

Front 247

elevator statement

Back 247

A succinct description of a product that helps the project team focus on product goals. Also known as an elevator pitch or vision statement.

Front 248

elevator statement

Back 248

Succinct description of a product that helps the project team focus on product goals. Also known as an elevator pitch or vision statement.

Front 249

empiricism

Back 249

Making decisions based on the actual experience. An empirical approach implies that project decisions should be based on facts, evidence, and experiences.

Front 250

enterprise environmental factors

Back 250

Conditions not under the immediate control of the team that influence, constrain, or direct the project, program, or portfolio.

Front 251

escaped defect

Back 251

A defect that goes undetected in all rounds of testing but is found in the production environment.

Front 252

estimate at completion

Back 252

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

Front 253

estimate to/time complete

Back 253

ETC or ETIC, the expected cost to finish all remaining project work.

Front 254

evolutionary value delivery

Back 254

Evo, a method that focuses on early and frequent delivery of small increments of value to the customer, with quality as an integral part of it. Openly credited as the first Agile method containing a specific component no other method has. The focus is on delivering multiple measurable value requirements to stakeholders.

Front 255

expected monetary value

Back 255

EMV, a statistical technique used to calculate gains in monetary terms for a certain decision made.

Front 256

Extreme Programming

Back 256

XP, an Agile software development method that leads to higher quality software, a greater responsiveness to changing customer requirements, and more frequent releases in shorter cycles.

Front 257

fast failure

Back 257

Approach of trying new things, getting fast feedback, and then quickly reviewing and adapting as per the feedback. In cases where there is a high degree of uncertainty, it is often less expensive to start working on basic deliverables, get the feedback, and make immediate decisions on continuing or stopping the planned deliverables.

Front 258

fast tracking

Back 258

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. See also crashing and schedule compression

Front 259

feature-driven development

Back 259

FDD, a lightweight Agile software development method driven from the perspective of features valued by clients.

Front 260

feedback loop

Back 260

When the outcome of an existing running process is taken into account to improve the process and ensure it works better in the future.

Front 261

Fibonacci sequence

Back 261

A sequence of numbers in which each number is the summation of the two preceding numbers, starting with [0, 1]. This sequence of numbers is used for relative size estimation for user stories in story points.

Front 262

fine-grained requirements

Back 262

High priority requirements which are elaborated in detail and estimated precisely. See also coarse-grained requirements.

Front 263

finish-to-finish

Back 263

A logical relationship in which a successor activity cannot finish until a predecessor activity has finished.

Front 264

finish-to-start

Back 264

A logical relationship in which a successor activity cannot start until a predecessor activity has finished.

Front 265

fishbone diagram

Back 265

See cause-and-effect diagram.

Front 266

fit for purpose

Back 266

A product that is suitable for its intended purpose.

Front 267

fit for use

Back 267

A product that is usable in its current form to achieve its intended purpose.

Front 268

fixed formula method

Back 268

A method of estimating earned value in which a specified percentage of the budget value of a work package is assigned to the start milestone and the remaining percentage is assigned when the work package is complete. See also weighted milestone method.

Front 269

Flow Master

Back 269

The coach for a team and service request manager working in a continuous flow or Kanban context. Equivalent to Scrum Master. See also Scrum Master.

Front 270

forward pass

Back 270

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. See also backward pass.

Front 271

framework

Back 271

A basic system or structure of ideas or facts that support an approach.

Front 272

free float

Back 272

The amount of time that a scheduled activity can be delayed without delaying the early start date of any successor or violating a schedule constraint. See also total float, critical path, near-critical activity, and near-critical path.

Front 273

functional organization

Back 273

An organizational structure in which staff is grouped by areas of specialization and the project manager has limited authority to assign work and apply resources. See also matrix organization and projectized organization

Front 274

functional requirement

Back 274

A specific behavior that a product or service should perform.

Front 275

functional specification

Back 275

A specific function that a system or application is required to perform; typically represented in a functional specifications document

Front 276

Gantt chart

Back 276

A bar chart of schedule information where activities are listed on the vertical axis, dates are shown on the horizontal axis, and activity durations are shown as horizontal bars placed according to start and finish dates.

Front 277

generalized specialist

Back 277

An individual team member who has one or more technical specialties and at the same time has a general idea about the processes as well as the functional and domain knowledge for the project.

Front 278

gold plating

Back 278

The practice where a change is made in the scope of a project that is outside of the original agreed-upon scope.

Front 279

grade

Back 279

A classification of the deliverables which has the same functional use but differs in technical characteristics.

Front 280

histogram

Back 280

A specialized bar chart that organizes a group of data points into user-specified ranges to give a graphical representation of tabulated frequencies of data

Front 281

Hoshin Kanri

Back 281

A strategy or policy deployment method to confirm that the strategic goals of an organization are key driving factors for a strategy and every implementation done in an organization.

Front 282

human resource management plan

Back 282

A component of a project or program management plan that describes roles and responsibilities, reporting relationships, and staff management. See also project management plan and staffing management plan.

Front 283

hybrid approach

Back 283

A combination of two or more Agile and non-Agile elements, having a non-Agile end result.

Front 284

IDEAL

Back 284

An organizational improvement model that serves as a roadmap for initiating, planning, and implementing improvement actions. Named for the five phases it describes: initiating, diagnosing, establishing, acting, and learning.

Front 285

ideal days

Back 285

An estimation technique where the size of work items done is based on how long an item would take to complete, provided it was the only work being performed, there were no disturbances, and all functional and resource details necessary to complete the work were immediately available.

Front 286

impact mapping

Back 286

A strategic planning technique that acts as a roadmap to the organization while building new products.

Front 287

impediment

Back 287

An obstacle that prevents the team from achieving its objectives. Also known as a blocker.

Front 288

Increment

Back 288

A functional, tested, and accepted deliverable that is a subset of the overall project outcome.

Front 289

Incremental life cycle

Back 289

An approach that incrementally delivers the viable work items which are part of the actual solution or product that the customer can start using on every delivery.

Front 290

information radiator

Back 290

A visible, physical display that provides information to the rest of the organization, enabling up-to-the-minute knowledge sharing without any formal distribution by the team.

Front 291

inspection (agile)

Back 291

1. In Agile, a measurement of the level of defects in a deliverable. A sampling approach is used, instead of reviewing the complete deliverable.

Front 292

Inspection (Proj MGMT)

Back 292

2. In project management, an official examination of a project deliverable to ensure that it satisfies the predetermined requirements.

Front 293

internal rate of return

Back 293

Abbreviated as IRR, one of the metrics used in financial analysis to estimate the sustainable profitability of potential investments for a project.

Front 294

International Organization for Standardization

Back 294

ISO, an independent nongovernmental international organization which develops and publishes International Standards. ISO standards certify quality as well as security in both products and services in international trade

Front 295

INVEST criteria

Back 295

Criteria to examine the quality of a user story. INVEST stands for Independent, Negotiable, Valuable, Estimable, Small, and Testable. If the story fails to meet any one of the INVEST criteria, then the team may discuss and refine the story accordingly.

Front 296

I-shaped

Back 296

Refers to a person with a single deep area of specialization with no interest or skill in the rest of the skills required by the team. See also T-shaped and broken comb.

Front 297

Ishikawa diagram

Back 297

Cause-and-effect diagram.

Front 298

iteration

Back 298

A timeboxed cycle of development on a product or deliverable in which all of the work that is needed to deliver value is performed.

Front 299

iterative life cycle

Back 299

An approach that allows feedback for unfinished work to improve and modify that work.

Front 300

just in time

Back 300

JIT, a process which is aimed to reduce inventory and thereby save cost, time, and space.

Front 301

kaizen events

Back 301

Typically short-span events in which the team does brainstorming and implementation sessions aimed toward improving the system.

Front 302

Kanban board

Back 302

A visualization tool that enables improvement in the flow of work by making bottlenecks and work quantities visible.

Front 303

Kanban method

Back 303

An Agile method for designing, managing, and improving flow systems for knowledge work; inspired by the original Kanban inventory control system.

Front 304

Kano analysis

Back 304

A tool to explore product attributes which are perceived to be important to customers. It helps product specification and discussion through better development of the team’s understanding

Front 305

key performance indicator

Back 305

KPI. Provides direction for strategic planning, estimation, and assessment for improving operational processes.

Front 306

lag

Back 306

The amount of time whereby a successor activity will be delayed with respect to a predecessor activity. See also lead.

Front 307

large-scale Scrum

Back 307

LeSS, a product development framework that extends Scrum with scaling guidelines while preserving the original purposes of Scrum.

Front 308

late finish date

Back 308

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. See also critical path method

Front 309

late start date

Back 309

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. See also critical path method.

Front 310

lead

Back 310

The amount of time whereby a successor activity can be advanced with respect to a predecessor activity. See also lag

Front 311

lead time

Back 311

A measure of the time elapsed between a request for a work item (story, task, bug, or support incident) and when the work item is delivered and the request is complete

Front 312

Lean software development

Back 312

LSD (lol), an adaptation of the principles and practices of Lean manufacturing, which focuses on decreased costs, effort, and waste and increased quality, speed, and customer value.

Front 313

lessons learned

Back 313

The knowledge gained during a project which shows how project events were addressed or should be addressed in the future for the purpose of improving future performance

Front 314

level of effort

Back 314

An activity that does not produce definitive end products and is measured by the passage of time. Level of effort is one of three earned value management types of activities used to measure work performance. See also apportioned effort and discrete effort.

Front 315

life cycle

Back 315

The process through which a product is imagined, created, and put into use.

Front 316

Little's Law

Back 316

A fundamental of queue theory. Defines the relationship between work in progress, throughput, and lead time. average number of items within a system (L) is equal to the average arrival rate of items into and out of the system (λ) multiplied by the average amount of time an item spends in the system (W).

L = λ(W)

Front 317

logical relationship

Back 317

A dependency between two activities or between an activity and a milestone.

Front 318

management by objective

Back 318

MBO, a strategic management model used to improve the performance of an organization by defining the goals to be achieved, which are mutually agreed by the management as well as employees.

Front 319

Management reserve

Back 319

Time or money that management sets aside in addition to the schedule or cost baseline and releases for unforeseen work that is within the scope of the project.

Front 320

master service agreement

Back 320

MSA, a contract among two or more parties in which all the parties mutually agree to most of the terms used to govern all the prospect agreements.

Front 321

matrix organization

Back 321

An organizational structure in which the project manager shares authority with the functional manager temporarily to assign work and apply resources.

Front 322

metaphor

Back 322

Relating words, labels, tags, or stories to various elements in a project or process. A metaphor is a team-specific terminology used within a project

Front 323

milestone

Back 323

A significant point or event in a project, program, or portfolio.

Front 324

milestone schedule

Back 324

A type of schedule that presents milestones with planned dates.

Front 325

minimum marketable feature

Back 325

Abbreviated as MMF, the smallest set of functionality in a product or solution which is required to deliver value to the customer. MMF focuses on the features with the highest value and leads to reducing the time to market.

Front 326

mobbing

Back 326

A technique in which multiple team members focus simultaneously and coordinate their contributions on a particular work item.

Front 327

Monopoly money

Back 327

A prioritization technique in which sponsors and business owners are given Monopoly money approximately equal to the project budget and asked to allocate this money to the different system features from the backlog

Front 328

Monte Carlo technique

Back 328

An analytical technique used to emulate project activities, where outcome of action or decision is determined with the use of random numbers subject to allocated probabilities.

Front 329

MoSCow method

Back 329

A collaborative prioritization technique used to derive the sequence for delivery of requirements in order to gain maximum profit and bring value to the customer. MoSCoW stands for must have, should have, could have, and would have. Also known as MoSCoW prioritization or MoSCoW analysis.

Front 330

most likely duration

Back 330

MLD; An estimate of the most probable activity duration that takes into account all of the known variables that could affect performance. See also optimistic duration and pessimistic duration.

Front 331

muda

Back 331

Waste. Müde = tired in Deutsch

Front 332

multi-voting

Back 332

A decision-making technique used to select one mutually agreeable option from multiple alternatives. Involves group discussion and voting for eliminating the options until a single option remains.

Front 333

near-critical activity

Back 333

An activity with a total float that is deemed to be low based on expert judgment. See also total float.

Front 334

near-critical path

Back 334

A sequence of activities with low float which, if exhausted, becomes a critical path sequence for the project. See also critical path.

Front 335

net present value

Back 335

NPV, difference between value of present cash flow and future, calculated by values of future cash flows. NPV = positive = profit

Formulae:

Basic:

NPV= ((cash flows)/(1+i)^t)−initial investment

i=Required return or discount rate

t=Number of time periods

Long-term Multiple Flows:

NPV= (n/∑/t=0)*((Rt)/(1+i)^t)

Rt = net cash inflow-outflows during a single period

ti=discount rate or return that could be earned in alternative investments

t=number of time periods

Front 336

network logic

Back 336

All activity dependencies in a project schedule network diagram.

Front 337

network path

Back 337

A sequence of activities connected by logical relationships in a project schedule network diagram.

Front 338

node

Back 338

A point at which dependency lines connect on a schedule network diagram.

Front 339

opportunity

Back 339

A risk that would have a positive effect on one or more project objectives.

Front 340

opportunity cost

Back 340

The loss of possible future return from the available alternative that is not selected or that needs to be left out; the potential return which will not be realized as a result of one option not being selected over another. Opportunity cost is one of the project selection criteria.

Front 341

optimistic duration

Back 341

An estimate of the shortest activity duration that takes into account all of the known variables that could affect performance. See also most likely duration and pessimistic duration.

Front 342

organizational bias

Back 342

The preferences of an organization on a set of scales characterized by certain core values: exploration versus execution, speed versus stability, quantity versus quality, and flexibility versus predictability

Front 343

organizational breakdown structure

Back 343

A hierarchical representation of the project organization which illustrates the relationship between project activities and the organizational units that will perform those activities.

Front 344

organizational change management

Back 344

A comprehensive, cyclical, and structured approach for transitioning individuals, groups, and organizations from the current state to a future state with intended business benefits.

Front 345

organizational enabler

Back 345

A structural, cultural, technological, or human resource practice that the performing organization can use to achieve strategic objectives. See also organizational project management.

Front 346

organizational process assets

Back 346

Plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization

Front 347

organizational project management

Back 347

A framework in which portfolio, program, and project management are integrated with organizational enablers in order to achieve strategic objectives. See also organizational enabler.

Front 348

organizational project management maturity

Back 348

The level of an organization's ability to deliver the desired strategic outcomes in a predictable, controllable, and reliable manner.

Front 349

osmotic communication

Back 349

Overhearing a discussion where information flows in from the background for the team members and they only pick up information significant to them via osmosis. Usually happens in collocated teams.

Front 350

paint drip

Back 350

Refers to a person with various depths of specialization in multiple skills required by the team. See broken comb.

Front 351

pair programming

Back 351

Pair work that is focused on accomplishing a task or work item together, working as a pair from planning up to delivery. One of the engineering practices of Extreme Programming. See also Extreme Programming.

Front 352

pair work

Back 352

A technique of pairing two team members to work simultaneously on the same work item. See also pair programming.

Front 353

parametric estimating

Back 353

An estimating technique in which an algorithm is used to calculate cost or duration based on historical data and project parameters.

Front 354

Pareto principle

Back 354

80/20 rule. States that for the majority of cases, 80% of consequences are a result of 20% of the causes.

Front 355

Parkinson's Law

Back 355

The empirical observation that explains the consumption of time and its correlation to work. States that "Work expands to fill the time available."

Front 356

path convergence

Back 356

A relationship in which a schedule activity has more than one predecessor

Front 357

path divergence

Back 357

A relationship in which a schedule activity has more than one successor.

Front 358

payback period

Back 358

The time required to recover the cost of investment for a project. Usually measured in units of time, like weeks, months, or years. A project with a shorter payback period is preferred.

Front 359

percent complete

Back 359

An estimate expressed as a percent of the amount of work that has been completed on an activity or work breakdown structure component

Front 360

performing organization

Back 360

An enterprise that's personnel are the most directly involved in doing the work of the project or program.

Front 361

performance measurement baseline

Back 361

Integrated scope, schedule, and cost baselines used for comparison to manage, measure, and control project execution.