Term
| Develop Project Charter (Knowledge Area/Process Group) |
|
Definition
| Integration Mgmt -Initiating |
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Term
| Develop Project Management Plan (Knowledge Area/Process Group) |
|
Definition
| Integration Mgmt -Planning |
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Term
| Monitor & Control Project Work (Knowledge Area/Process Group) |
|
Definition
| Integration Mgmt –Monitoring & Controlling |
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|
Term
| Perform Integrated Change Control (Knowledge Area/Process Group) |
|
Definition
| Integration Mgmt –Monitoring & Controlling |
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Term
| Define Scope (Knowledge Area/Process Group) |
|
Definition
| Project Scope Mgmt –Planning |
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|
Term
| Create Work Breakdown Structure (Knowledge Area/Process Group) |
|
Definition
| Project Scope Mgmt –Planning |
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Term
| Control Scope (Knowledge Area/Process Group) |
|
Definition
| Project Scope Mgmt –Monitoring & Controlling |
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Term
| Estimate Costs (Knowledge Area/Process Group) |
|
Definition
| Project Cost Mgmt –Planning |
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|
Term
| Control Costs (Knowledge Area/Process Group) |
|
Definition
| Project Cost Mgmt –Monitoring & Controlling |
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Term
| Plan Quality (Knowledge Area/Process Group) |
|
Definition
| Project Quality Mgmt –Planning |
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|
Term
| Direct and Manage Project Execution (Knowledge Area/Process Group) |
|
Definition
| Integration Mgmt - Execution |
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Term
| Acquire Project Team (Knowledge Area/Process Group) |
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Definition
| Project Human Resource Mgmt –Executing |
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Term
| Close Project or Phase (Knowledge Area/Process Group) |
|
Definition
| Integration Mgmt –Closing |
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Term
| Identify Stakeholders (Knowledge Area/Process Group) |
|
Definition
| Project Communications Mgmt –Initiating |
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|
Term
| Verify Scope (Knowledge Area/Process Group) |
|
Definition
| Project Scope Mgmt –Monitoring & Controlling |
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Term
| Manage Stakeholder Expectations (Knowledge Area/Process Group) |
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Definition
| Project Communications Mgmt –Execution |
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Term
| Determine Budget (Knowledge Area/Process Group) |
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Definition
| Project Cost Mgmt –Planning |
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Term
| Monitor & Control Risks (Knowledge Area/Process Group) |
|
Definition
| Project Risk Mgmt –Monitoring & Controlling |
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|
Term
| Perform Quality Assurance (Knowledge Area/Process Group) |
|
Definition
| Project Quality Mgmt –Executing |
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|
Term
| Administer Procurements (Knowledge Area/Process Group) |
|
Definition
| Project Procurement Mgmt –Monitoring & Controlling |
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|
Term
| Perform Quality Control (Knowledge Area/Process Group) |
|
Definition
| Project Quality Mgmt –Monitoring & Controlling |
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|
Term
| Develop Human Resource Plan (Knowledge Area/Process Group) |
|
Definition
| Project Human Resource Mgmt –Planning |
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|
Term
| Develop Project Team (Knowledge Area/Process Group) |
|
Definition
| Project Human Resource Mgmt –Executing |
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|
Term
| Manage Project Team (Knowledge Area/Process Group) |
|
Definition
| Project Human Resource Mgmt –Executing |
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|
Term
| Plan Communications (Knowledge Area/Process Group) |
|
Definition
| Project Communications Mgmt –Planning |
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|
Term
| Distribute Information (Knowledge Area/Process Group) |
|
Definition
| Project Communications Mgmt –Execution |
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|
Term
| Report Performance (Knowledge Area/Process Group) |
|
Definition
| Project Communications Mgmt –Monitoring & Controlling |
|
|
Term
| Plan Risk Management (Knowledge Area/Process Group) |
|
Definition
| Project Risk Mgmt –Planning |
|
|
Term
| Plan Procurements (Knowledge Area/Process Group) |
|
Definition
| Project Procurement Mgmt –Planning |
|
|
Term
| Conduct Procurements (Knowledge Area/Process Group) |
|
Definition
| Project Procurement Mgmt –Execution |
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|
Term
| Close Procurements (Knowledge Area/Process Group) |
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Definition
| Project Procurement Mgmt –Closing |
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Term
| Responsibility to the Profession 6 basic Responsibilities |
|
Definition
1.Be truthful at all times and in all situations
2.Report Code violations (with factual basis)
3.Disclose conflicts of interest
4.Comply with laws
5.Respect other’s intellectual property rights
6.Support the code |
|
|
Term
| Responsibility to the Customers & Public 5 basic Responsibilities |
|
Definition
1.Be truthful at all times and in all situations 2.Maintain professional integrity (satisfy the scope of your professional services)
3.Respect the confidentiality of sensitive information
4.Refrain from gift or compensation giving/receiving where inappropriate
5.Ensure conflicts of interest do not interfere with client’s interest or interfere with professional judgement |
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Term
| 8 guidelines to help establish a strong ethics foundation |
|
Definition
1.Recognize that managing ethics is a process. Ethics mgmt is the process of reflection and dialog . that produces deliverables such as codes, policies and procedures.
2.The goal of an ethics management initiative is preferred behavior in the project environment.
3.The best way to manage ethical dilemmas, like negative project risks, is to avoid their occurrence in the first place
4.Make ethics decisions in teams, and make decisions public, as appropriate.
5.Integrate ethics management with other project practices. Define preferred ethical values directly in the project plan.
6.Use cross-functional teams to develop your ethics management plan. Benefit from varied input.
7.Value forgiveness Help project personnel recognize and address their mistakes and then support them to continue to try to operate ethically
8.Give yourself credit for trying Attempting to operate ethically and making a few mistakes is better than not trying at all. All projects are comprised of people and people are not perfect. |
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Term
| Project Procurement Mangement Processes |
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Definition
Plan Purchases and Acquisitions
Plan Contracting
Request Seller Responses
Select Sellers
Contract Administration
Contract Closure |
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|
Term
| Enterprise Environmental Factors |
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Definition
| Enterprise Environmental Factors include the conditions of the marketplace and what products, services, and results are available in the marketplace, from whom and under what terms and conditions. |
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Term
| Organizational Process Assets (for procurement management) |
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Definition
| Organizational Process Assets provide the existing formal and informal procurement-related policies, procedures, guidelines, and management systems that are considered in developing the procurement management plan and selecting the contract types to be used. |
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Term
| Procurements Management (Inputs) |
|
Definition
Enterprise Environmental Factors
Organizational Process Assets
Project Scope Statement
Work Breakdown Structure
WBS Dictionary
Project Management Plan |
|
|
Term
| How do project managers turn to values? 5 areas to approach |
|
Definition
Risk Management: This is fairly straightforward. Incorporating values into your project can help eliminate risks associated with organizational and individual misconduct.
Organizational functioning: Planned-in values can build a well-functioning project organization by encouraging cooperation, inspiring commitment, nurturing innovation and energizing team members
Civic positioning: Values can establish the project organization's standing in the community as a progressive force for social betterment and as a solid contributing citizen.
Market positioning: Values can shape a project organization's identity and reputation. Values can help build the organization's brands and earn the trust of customers, suppliers and partners
Simply a better way: Although values do provide financial benefits, this should not be the justification for ethics. Values are worthwhile and fundamental principles of responsibility, humanity and citizenship. They need no justification. |
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Term
| Procurements Management (Tools & Techniques) |
|
Definition
Make or Buy Analysis
Expert Judgement
Contract Types |
|
|
Term
|
Definition
1.Fixed Price or Lump-Sum Contracts
2.Cost-reimbursable
Contracts Cost-Plus-Fee (CPF) or Cost-Plus-Percentage of Cost (CPPC)
Cost-Plus-Fixed Fee (CPFF)
Cost-Plus-Incentive-Fee (CPIF)
3.Time and Material (T&M) contracts |
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|
Term
| Fixed-price or lump-sum contracts |
|
Definition
| This category of contract involves a fixed total price for a well-defined product |
|
|
Term
| Cost-reimbursable contracts |
|
Definition
| This category of contract involves payment (reimbursement) to the seller for seller.s actual costs, plus a fee typically representing seller profit. |
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|
Term
| Cost-Plus-Fee (CPF) or Cost-Plus-Percentage of Cost (CPPC) |
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Definition
| Seller is reimbursed for allowable costs for performing the contract work and receives a fee calculated as an agreed-upon percentage of the costs. The fee varies with the actual cost. |
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|
Term
| Cost-Plus-Fixed-Fee (CPFF) |
|
Definition
| Seller is reimbursed for allowable costs for performing the contract work and receives a fixed fee payment calculated as a percentage of the estimated project costs. The fixed fee does not vary with actual costs unless the project scope changes. |
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|
Term
| Cost-Plus-Incentive-Fee (CPIF) |
|
Definition
| Seller is reimbursed for allowable costs for performing the contract work and receives a predetermined fee, an incentive bonus, based upon achieving certain performance objective levels set in the contract. In some CPIF contracts, if the final costs are less than the expected costs, then both the buyer and seller benefit from the cost savings based upon a pre-negotiated sharing formula |
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|
Term
| Time and Material (T&M) contracts |
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Definition
| T&M contracts are a hybrid type of contractual arrangement that contains aspects of both cost-reimbursable and fixed-price type arrangements. These types of contracts resemble cost reimbursable type arrangements in that they are open ended. |
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|
Term
| Procurement Management (Inputs) |
|
Definition
Procurement Management Plan
Contract Statement of Work
Make-or-Buy Decisions
Requested Changes |
|
|
Term
| Procurement Management Plan |
|
Definition
| The procurement management plan describes how the procurement processes will be managed from developing procurement documentation through contract closure. |
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Term
| Procurement Management Plan Includes |
|
Definition
| Types of contracts used Managing multiple providers How procurement will be coordinated Standardized documents used Identifying pre-qualified selected sellers, if any Constraints and assumptions that could affect planned purchases and acquisitions Establishing the form and format to be used for the contract statement of work (SOW) Who will prepare independent est. & if they are needed as evaluation criteria. Procure. metrics to be used to manage cont. & evaluate sellers. |
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|
Term
| Contract Statement of Work |
|
Definition
| The statement of work (SOW) for each contract is developed from the project scope statement, the project work breakdown structure (WBS), and WBS dictionary. The contract SOW describes the procurement item in sufficient detail to allow prospective sellers to determine if they are capable of providing the item. |
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|
Term
|
Definition
| The documented decisions of what project products, services, or results will be either be acquired or will be developed by the project team. |
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Term
|
Definition
| Requested changes to the project management plan and its subsidiary plans and other components may result from the Plan Purchases and Acquisition process. |
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|
Term
| Plan Contracting (Inputs) |
|
Definition
| Procurement Management Plan Contract Statement of Work Make or Buy Decisions Work Breakdown Structure Project Management Plan |
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|
Term
| Plan Contracting (Tools & Techniques) |
|
Definition
Standard
Forms
Expert Judgement |
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|
Term
| Plan Contracting (Outputs) |
|
Definition
Procurement Documents
Evaluation Criteria |
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|
Term
| Request Seller Responses (Inputs) |
|
Definition
Organizational Process Assets
Procurement Management Plan
Procurement Documents |
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|
Term
| Request Seller Responses (Outputs) |
|
Definition
Qualified Sellers List
Procurement Document
Package Proposals |
|
|
Term
|
Definition
Organizational Process Assets
Procurement Management Plan
Evaluation Criteria
Procurement Document
Package Proposals
Qualified Sellers List
Project Management Plan |
|
|
Term
| Select Sellers (Tools & Techniques) |
|
Definition
Weighting System
Independent Estimates
Screening System
Contract Negotiation
Seller Rating Systems
Expert Judgement
Proposal Evaluation Techniques |
|
|
Term
|
Definition
Selected Sellers Contract
Contract Management Plan
Resource Availability
Procurement Management Plan Updates
Requested Changes |
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|
Term
| Contract Administration (Tools & Techniques) |
|
Definition
Contract Change Control System
Buyer-Conducted Performance Review
Inspections & Audits
Performance Reporting
Payment System
Claims Administration
Records Management System |
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|
Term
| Contract Administration (Outputs) |
|
Definition
Contract Documentation
Requested Changes
Recommended Corrective Actions
Organizational Process Assets updates
Project Management Plan updates |
|
|
Term
| Contract Closure (Inputs) |
|
Definition
Procurement Management Plan
Contract Management Plan
Contract Documentation
Contract Closure Procedure |
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|
Term
| Contract Closure (Tools & Techniques) |
|
Definition
Procurement Audits
Records Management System |
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|
Term
| Contract Closure (Outputs) |
|
Definition
Closed Contracts
Organizational Process Assets updates
(Contract file, Deliverable acceptance, Lessons learned documentation) |
|
|
Term
|
Definition
| The acquirer of products, services, or results for an organization. |
|
|
Term
|
Definition
| A contract is a mutually binding agreement that obligates the seller to provide the specified product or service or result and obligates the buyer to pay for it. |
|
|
Term
|
Definition
| The process of managing the contract and the relationship between the buyer and seller, reviewing and documenting how a seller is performing or has performed to establish required corrective actions and provide a basis for future relationships with the seller, managing contract related changes and, when appropriate, managing the contractual relationship with the outside buyer of the project. |
|
|
Term
|
Definition
| The process of completing and settling the contract, including resolution of any open items and closing each contract. |
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|
Term
|
Definition
| The document that describes how a specific contract will be administered and can include items such as required documentation delivery and performance requirements. |
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|
Term
| Contract Statement of Work (SOW) |
|
Definition
| A portion of the work breakdown structure for the project developed and maintained by a seller contracting to provide a subproject or project component. |
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Term
|
Definition
| Those documents utilized in bid and proposal activities, which include buyer.s Invitation for Bid, Invitation for Negotiations, Request for Information, Request for Quotation, Request for Proposal and seller.s responses. |
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|
Term
| Procurement Management Plan |
|
Definition
| The document that describes how procurement processes from developing procurement documentation through contract closure will be managed. |
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|
Term
| Request for Information (RFI) |
|
Definition
| A type of procurement document whereby the buyer requests a potential seller to provide various pieces of information related to a product or service or seller capability. |
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|
Term
| Request for Proposal (RFP) |
|
Definition
| 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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|
Term
| Request for Quotation (RFQ) |
|
Definition
| A type of procurement document used to request price quotations from prospective sellers of common or standard products or services. |
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|
Term
|
Definition
| The process of obtaining information, quotations, bids, Glossary offers, or proposals, as appropriate. |
|
|
Term
|
Definition
| A document established by consensus and approved by a recognized body that provides, for common and repeated use, rules, guidelines or characteristics for activities or their results, aimed at the achievement of the optimum degree of order in a given context. |
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|
Term
|
Definition
| is a group of processes required to ensure timely and appropriate development, collection, dissemination, storage, and ultimately, disposition of project information. |
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|
Term
| Communication Management 4 processes |
|
Definition
Communications Planning
Information Distribution
Performance Reporting
Manage Stakeholders |
|
|
Term
| Communication Planning (Inputs) |
|
Definition
Enterprise Environmental Factors
Organizational Process Assets
Project Scope Statement
Project Management Plan |
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|
Term
| Communication Planning (Tools & Techniques) |
|
Definition
| Communications Requirements Analysis Communications Technology |
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|
Term
| Communications Requirements Analysis |
|
Definition
| The analysis of the communications requirements results in the sum of the information needs of the project stakeholders. The project manager should consider the number of potential communication channels or paths as an indicator of the complexity of a project's communications. |
|
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Term
|
Definition
| The total number of communication channels is n(n-1)/2, where n = number of stakeholders. Thus, a project with 10 stakeholders has 45 potential communication channels. |
|
|
Term
| Communications Technology |
|
Definition
The methodologies used to transfer information among project stakeholders can vary significantly. Communications technology factors that can affect the project include:
•The urgency of the need for information
•The availability of technology
•The expected project staffing
•The length of the project
•The project environment |
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|
Term
| Communication Planning (Outputs) |
|
Definition
Stakeholder communication requirements
Person or groups who will receive the information Methods or technologies used to convey the information, such as memoranda, e-mail, and/or press releases
Frequency of the communication, such as weekly Collection and filing structure
Distribution structure
Description of information to be distributed
Production schedules
Methods for accessing information between scheduled communications
Update Method |
|
|
Term
| Information Distribution (Input) |
|
Definition
| Communications Management Plan |
|
|
Term
| Information Distribution (Tools & Technology) |
|
Definition
Communications Skills
Information Gathering & Retrieval Systems
Information distribution systems
Lessons Learned Process |
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|
Term
| Information Distribution (Outputs) |
|
Definition
Organizational Process Assets updates
Lessons learned documentation
Project records
Project reports
Project presentation
Feedback from stakeholders
Stakeholder notifications
Requested Changes |
|
|
Term
| Performance Reporting (Inputs) |
|
Definition
Work Performance Information
Performance Measurements
Forecasted Completion
Quality Control Meausres
Project Management Plan
Approved Change Requests
Deliverables |
|
|
Term
| Performance Reporting (Tools & Techniques) |
|
Definition
Information Presentation Tools
Performance Information Gathering & Compilation Status Review Meetings
Cost Reporting Systems |
|
|
Term
| Performance Reporting (Outputs) |
|
Definition
Performance Report
Forecasts
Requested Changes
Recommended Corrective Actions
Organizational Process Assets updates |
|
|
Term
| Manage Stakeholders (Inputs) |
|
Definition
Communications Management Plan
Organizational Process Assets |
|
|
Term
| Manage Stakeholders (Tools & Techniques) |
|
Definition
Communications Methods
Issue Logs |
|
|
Term
| Manage Stakeholders (Outputs) |
|
Definition
Resolved Issues
Approved Change Requests
Approved Corrective Actions
Organizational Process Assets updates
Project Management Plan updates |
|
|
Term
|
Definition
| Generating, gathering, and disseminating information to formalize phase or project completion. |
|
|
Term
| Channels of communication |
|
Definition
1.Upward communication (vertically or diagonally): For higher management
2.Downward communication (vertically or diagonally): For higher management
3.Lateral communication (horizontally): For peers |
|
|
Term
|
Definition
| Determining the information and communications needs of the project stakeholders. This includes who needs it, when they will need it, and how it will be given to them. |
|
|
Term
|
Definition
Noise
Distance
Improper encoding of messages
Saying "that is a bad idea"
Hostility
Language
Culture |
|
|
Term
|
Definition
Formal Verbal: Presentation, speeches.
Informal Verbal: Meetings, Conversations
Non-Verbal: Encoding a message without using words. Usually done through body language. Total Message Impact = Words (7%) + Vocal tones (38%) + Facial expressions (55%)
Formal Written: Project Plan, Project charter, Specifications
Informal Written: Memos, Email, Notes. |
|
|
Term
| Human resource Management Processes |
|
Definition
Human Resource Planning
Acquire Project Team
Develop Project Team
Manage Project Team |
|
|
Term
| Human resource Planning (Inputs) |
|
Definition
Enterprise Environmental Factors
Organizational Process Assets
Project Management Plan |
|
|
Term
| Human resource Planning (Tools & Techniques) |
|
Definition
Organization Charts & Position Descriptions
Networking
Organizational theory |
|
|
Term
| Human resource Planning (Outputs) |
|
Definition
Role & Responsibilities
Organization Chart
Staffing Management Plan |
|
|
Term
| Acquire Project Team (Inputs) |
|
Definition
Enterprise Environmental Factors
Organizational Process Assets
Roles & Responsibilities
Project Organization Charts
Staffing Management Plan |
|
|
Term
| Acquire Project Team (Tools & Techniques) |
|
Definition
Pre-Assignment
Negotiations
Acquisition
Virtual Teams |
|
|
Term
| Acquire Project Team (Outputs) |
|
Definition
Project Staff Assignments
Resource Availability
Staffing Management Plan Updates |
|
|
Term
| Develop Project Team (Inputs) |
|
Definition
| Project Staff Assignments Staffing Management Plan Resource Availability |
|
|
Term
| Develop Project Team (Tools & Techniques) |
|
Definition
| Team-building activities General Management Skills Training Team-Building Activities Ground Rules Co-Location Reward & Recognition systems |
|
|
Term
| Develop Project Team (Outputs) |
|
Definition
| Team Performance Assessment |
|
|
Term
| Manage Project Team (Inputs) |
|
Definition
| Organizational Process Assets Project Staff Assignments Roles & Responsibilities Project Organization charts Staffing Management Plan Team Performance Assessment Work Performance Information Performance Reports |
|
|
Term
| Manage Project Team (Tools & Techniques) |
|
Definition
| Observation & Conversation Project Performance Appraisals Conflict Management Issue Logs Staffing Management Plan Team Performance Assessment Work Performance Information Performance Reports |
|
|
Term
| Manage Project Team (Outputs) |
|
Definition
| Requested Changes Recommended Corrective Actions Recommended Preventive Actions Organizational Process Assets updates Project Management Plan Updates |
|
|
Term
|
Definition
| An approach to project staffing that, in its most general form, calls for implementers to be involved in the design phase. (Sometimes confused with fast tracking) |
|
|
Term
|
Definition
| A manager responsible for activities in a specialized department or function. (e.g., engineering, manufacturing, marketing) |
|
|
Term
|
Definition
| An organization structure in which staff are grouped hierarchically by specialty |
|
|
Term
|
Definition
| Halo Effectis the assumption that because the person is good at a technology, he will be good as a project manager. |
|
|
Term
|
Definition
| The manager of any group that actually makes a product or performs a service. ie. A functional manager. |
|
|
Term
|
Definition
| Directing: Telling others what to do Facilitating: Coordinating the input of others Coaching: Instructing others Supporting: Providing assistance along the way Autocratic: Making decisions without input Consultative: Inviting ideas from others Consensus: Problem solving in a group with decision-making based on group agreement |
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|
Term
| Organizational Breakdown Structure |
|
Definition
| A depiction of the project organization arranged so (OBS) as to relate work packages to organizational units. |
|
|
Term
|
Definition
| Any organizational structure in which the project manager shares responsibility with the functional managers for assigning priorities and for directing the work of individuals assigned to the project. |
|
|
Term
|
Definition
| The members of the project team who are directly involved in project management activities. On some smaller projects, the project management team may include virtually all of the project team members. |
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|
Term
| Quality Assurance (Outputs) |
|
Definition
| Requested Changes Recommended Corrective Actions Organizational Process Assets updates Project Management Plan updates |
|
|
Term
| Problem Solving Techniques |
|
Definition
| Problem solving or confrontation Compromising Withdrawal or Avoidance Smoothing (Emphasize the agreements) Forcing (Do it my way). This is an example of win-lose situation. |
|
|
Term
|
Definition
| The individual responsible for managing a project. |
|
|
Term
|
Definition
| Referent - project team knows the PM Formal Power - Power due to Project Managers position Technical Power - Project Manager has strong technical skills in the projects domain. Coercive Power - The project team is afraid of the power the Project Manager holds. |
|
|
Term
|
Definition
| The people who report either directly or indirectly to the project manager. |
|
|
Term
|
Definition
| There are many organizational theories. Some of the main ones are - Expectancy Theory, McGregory Theory, Herzberg Theory, Maslow's Hierarchy of needs. |
|
|
Term
|
Definition
| Any organizational structure in which the project manager has full authority to assign priorities and to direct the work of individuals assigned to the project. |
|
|
Term
|
Definition
| People accept to be rewarded for their efforts. This is a motivation factor. People put in more efforts because they accept to be rewarded for their efforts. |
|
|
Term
| Responsibility Assignment Matrix (RAM) |
|
Definition
| defines who does what. The Staffing Management Plan defines when will people get added and removed from the project. |
|
|
Term
| McGregory Theory of X and Y |
|
Definition
| There are two type of employees. Employees of type X need to be always watched. They cannot be trusted and need to be micro managed. Employees of type Y, on the other hand, are self-motivated. They can work independently. |
|
|
Term
|
Definition
| Conflicts in the team are caused due to the following reasons in decreasing order of occurrences. Schedules Project Priorities Resources Technical Opinions So the most common cause of conflicts in projects are issues related to schedules. |
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|
Term
| Quality Planning (Tools & Techniques) |
|
Definition
| Benefit/Cost Analysis Benchmarking Design of experiments Cost of Quality Additional Quality Planning Tools |
|
|
Term
|
Definition
| Hygiene factors (salary, cleanliness etc.) if not present can destroy motivation. However good hygiene alone does not improve motivation. What motivates people is the work itself. The motivation factors for employees include responsibility, self-actualization, growth, recognition etc. |
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|
Term
| Quality Planning (Outputs) |
|
Definition
| Quality Management Plan Quality Metrics Quality Checklists Process Improvement Plan Quality Baseline Project Management Plan updates |
|
|
Term
| Maslow's Hierarchy of needs |
|
Definition
| There are various levels of needs for an employee. When a lower level is met, employee attempts to reach the next higher level. The maximum satisfaction is achieved when the employee reaches the highest level of satisfaction - self-fulfillment. These level of needs from the highest to lowest are: Self-fulfillment, Esteem, Social, Safety, Physiology |
|
|
Term
|
Definition
•Process boundaries: Describes the purpose, start, and end of processes, their inputs and outputs, data required, if any, and the owner and stakeholders of processes.
•Process configuration: A flowchart of processes to facilitate analysis with interfaces identified.
•Process metrics: Maintain control over status of processes.
•Targets for improved performance: Guides the process improvement activities. |
|
|
Term
|
Definition
| is a technique for team building. As part of this the project team meets in one room. It helps to create a project identity. |
|
|
Term
| Quality Assurance (Inputs) |
|
Definition
| Quality Management Plan Quality Metrics Process Improvement Plan Work Performance Information Approved Change Requests Quality Control Measurements Implemented Change Requests Implemented Corrective Actions Implemented Defect Repair Implemented Preventive Actions |
|
|
Term
| Project Quality Management Processes |
|
Definition
Quality Planning
Quality Assurance
Quality Control |
|
|
Term
| Quality Assurance (Tools & Techniques) |
|
Definition
Quality-planning tools & techniques
(Benefit/cost analysis, benchmarking, flowcharting, design of experiments)
Quality Audits
Process Analysis
Quality Control Tools & Techniques |
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Term
| Quality Planning (Inputs) |
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Definition
Enterprise Environmental Factors
Organizational Process Assets
Project Scope Statement
Project Management Plan |
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Term
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Definition
Quality Management Plan
Quality Metrics
Quality Checklists
Organizational Process Assets
Work Performance Information
Approved Change Requests
Deliverables |
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Term
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Definition
| A histogram is a bar chart showing a distribution of variables. Each column represents an attribute or characteristic of a problem/situation. The height of each column represents the relative frequency of the characteristic. This tool helps identify the cause of problems in a process by the shape and width of the distribution. |
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Term
| Quality Control (Tools & Techniques) |
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Definition
Cause & Effect Diagram
Control Charts
Flowcharting
Histogram
Pareto Diagram
Run Chart
Scatter Diagram
Statistical Sampling Inspection (reviews)
Defect Repair Review |
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Term
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Definition
| Pareto Diagram is a histogram and ordered by frequency of occurrence, that shows how many results were generated by type or category of identified case. Pareto diagrams are conceptually related to Pareto's law which holds that a relatively small number of causes will typically produce a large number of the problems or defects. This is commonly referred to as the 80/20 principle where 80% of the problems are due to 20% of the causes. |
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Term
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Definition
| Cause and effect diagrams, also called Ishikawa diagrams or fishbone diagrams, illustrate how various factors might be linked to potential problems or effects. |
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Term
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Definition
| A run chart shows the history and pattern of variation. A run chart is a line graph that shows data points plotted in the order in which they occur. Run charts show trends in a process over time, variation over time, or declines or improvements in a process over time. |
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Term
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Definition
| Control charts are graphic display of the results over a time of a process. They are used to determine if the process is "in control". |
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Term
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Definition
| A scatter diagram shows the pattern of relationship between two variables. This tool allows the quality team to study and identify the possible relationship between changes observed in two variables. |
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Term
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Definition
| Flowcharting helps to analyze how problems occur. A flowchart is a graphical representation of a process and shows how various elements of a system interrelate. |
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Term
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Definition
| Choosing part of a population of interest for inspection. Decision made thereafter on quality. |
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Term
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Definition
| The cost incurred to ensure quality. Includes quality planning, quality control, quality assurance, and rework. |
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Term
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Definition
| Measuring, examining, and testing to determine whether results conform to requirements. |
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Term
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Definition
| A histogram ordered by frequency of occurrence that shows how many results were generated by each identified cause. |
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Term
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Definition
| Defect repair review is an action taken by the quality control department or similarly titled organization to ensure that product defects are repaired and brought into compliance with requirements or specifications. |
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Term
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Definition
| Collecting and disseminating information about project performance to help ensure project progress. |
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Term
| Quality Control (Outputs) |
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Definition
| Quality Control Measurements Validated Defect Repair Quality Baseline updates Recommended Corrective Actions Recommended Preventive Actions Requested Changes Recommended Defect Repair Organizational process Assets updates Validated Deliverables Project Management Plan updates |
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Term
| Project Quality Management |
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Definition
| The processes required to ensure that the project will satisfy the needs for which it as undertaken. |
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Term
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Definition
| The process of comparing actual performance with planned performance, analyzing variances, evaluating possible alternatives, and taking appropriate corrective action as needed. |
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Term
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Definition
| The process of evaluating overall project performance on a regular basis to provide confidence that the project will satisfy the relevant quality standards. Also, the organizational unit that is assigned responsibility for quality assurance. |
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Term
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Definition
| A graphic display of the results, over time and against established control limits, of a process. They are used to determine if the process is in control or in need of adjustment. |
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Term
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Definition
| The process of monitoring specific project results to determine if they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance. Also, the organizational unit that is assigned responsibility for quality control. |
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Term
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Definition
| Changes made to bring expected future performance of the project into line with the plan. |
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Term
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Definition
| A document setting out the specific quality practices, resources and sequence of activities relevant to a particular product, service, contract or project. |
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Term
| Total Quality Management (TQM) |
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Definition
| A common approach to implementing a quality improvement program within an organization. |
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Term
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Definition
| The overall quality intentions and direction of an organization as regards quality, as formally expressed by top management. |
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Term
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Definition
| Deming suggested a process of Plan-Do-Check-Act to improve quality. According to Deming, each process should go through these steps to improve the quality. |
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Term
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Definition
| Apply continuous small improvements to reduce costs and ensure consistency. |
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Term
| Who’s responsibility is Quality |
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Definition
| Management’s responsibility |
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Term
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Definition
| The aim of quality is to ensure "Conformance to requirements" and "fitness for use". |
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Term
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Definition
| You compare the cost of incremental improvements against the increase in revenue made from quality improvements. Optimal quality is reached when cost of improvements equals the costs to achieve quality. |
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Term
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Definition
| Giving extras i.e. doing more than the project scope is called gold-plating. PMI does not recommend gold-plating. |
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Term
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Definition
| In control charts, if there are seven points on one side of mean, then an assignable cause must be found. |
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Term
| Which is more important, prevention or inspection of quality? |
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Definition
| Quality must be planned in and not inspected in. Prevention is more important than inspection. |
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Term
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Definition
| Customer expectations met. Conform to requirements. |
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Term
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Definition
| The systematic process of identifying, analyzing, and responding to project risk. It includes maximizing the probability and consequences of positive events and minimizing the probability and consequences of adverse events to project objectives. |
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Term
| Prevention vs. Inspection |
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Definition
| The cost of preventing mistakes/defects is much less than the cost of correcting them later when identified by inspection. |
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Term
| Risk Identification (Tools & Techniques) |
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Definition
Documentation reviews
Information Gathering Techniques
Checklists Analysis
Assumptions analysis
Diagramming Techniques |
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Term
| Project Risk Management Processes |
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Definition
Risk Management Planning
Risk Identification
Qualitative Risk Analysis
Quantitative Risk Analysis
Risk Response Planning
Risk Monitoring and Control |
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Term
| Information Gathering Techniques |
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Definition
| Delphi, brainstorming, interviewing, SWOT analysis |
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Term
| Risk Management Planning (Inputs) |
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Definition
Enterprise Environmental Factors
Organizational Process Assets
Project Scope Statement
Project Management Plan |
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Term
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Definition
| A Graphical representation of a problem showing casual influences, time ordering of events and other relationships among variables and outcomes. |
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Term
| Risk Management Planning (Tools & Techniques) |
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Definition
| Planning Meetings and Analysis |
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Term
| Risk Identification (Outputs) |
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Definition
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Term
| Risk Management Planning (Outputs) |
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Definition
Risk Management Plan
- Methodology
- Approach and tools to be used
- Roles & Responsibilities
- Budgeting
- Timing
- Thresholds
- Reporting & Tracking
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Term
| Risks Register – Definition |
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Definition
| The risk register ultimately contains the outcomes of the other risk management processes as they are conducted. The preparation of the risk register begins in the Risk Identification process with the following information, and then becomes available to other project management and Project Risk Management processes. |
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Term
| Risk Identification (Inputs) |
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Definition
Enterprise Environmental Factors
Organizational Process Assets
Project Scope Statement
Risk Management Plan
Project Management Plan |
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Term
| Qualitative Risk Analysis (Tools & Techniques) |
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Definition
Risk probability & Impact Assessment Probability/Impact risk rating matrix
Risk Data Quality Assessment
Risk Categorization
Risk Urgency Assessment |
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Term
| Risk probability and impact Assessment |
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Definition
| Probability is the likelihood the event will occur. Impact is the effect on project objectives if the risk occurs. |
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Term
| Qualitative Risk Analysis (Inputs) |
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Definition
Organizational Process Assets
Project Scope Statement
Risk Management Plan
Risk Register |
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Term
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Definition
| Risks requiring near-term responses may be considered more urgent to address. |
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Term
| Risk Data Quality Assessment |
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Definition
| A qualitative risk analysis requires accurate and unbiased data if it is to be credible. Analysis of the quality of risk data is a technique to evaluate the degree to which the data about risks is useful for risk management. It involves examining the degree to which the risk is understood and the accuracy, quality, reliability, and integrity of the data about the risk. |
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Term
| Qualitative Risk Analysis (Outputs) |
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Definition
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Term
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Definition
| Interviewing techniques are used to quantify the probability and impact of risks on project objectives |
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Term
| Quantitative Risk Analysis (Inputs) |
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Definition
Organizational Process Assets
Project Scope Statement
Risk Management Plan
Risk Register
Project Management Plan |
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Term
| Probability distributions |
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Definition
| Continuous probability distributions represent the uncertainty in values, such as durations of schedule activities and costs of project components. Discrete distributions can be used to represent uncertain events, such as the outcome of a test or a possible scenario in a decision tree. |
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Term
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Definition
| Key items from the risk register for Quantitative Risk Analysis include the list of identified risks, the relative ranking or priority list of project risks, and the risks grouped by categories. |
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Term
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Definition
| Subject matter experts internal or external to the organization, such as engineering or statistical experts, validate data and techniques. |
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Term
| Quantitative Risk Analysis (Tools & Techniques) |
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Definition
| Data Gathering & Representation Techniques Quantitative Risk Analysis & Modeling Techniques |
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Term
| Quantitative Risk Analysis and Modeling (Tools & Techniques) |
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Definition
Sensitivity analysis
Expected monetary value analysis
Decision tree analysis
Modeling & Simulation |
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Term
| Data Gathering and Representation (Tools & Techniques) |
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Definition
Interviewing
Probability Distribution
Expert Judgement |
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Term
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Definition
| Sensitivity analysis helps to determine which risks have the most potential impact on the project. |
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Term
| Expected monetary value analysis |
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Definition
| Expected monetary value (EMV) analysis is a statistical concept that calculates the average outcome when the future includes scenarios that may or may not happen. |
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Term
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Definition
| Risk Register is further updated in Quantitative Risk Analysis. The risk register is a component of the project management plan. Updates include the following main components:1.Prioritized list of quantified risks 2.Probabilistic analysis of project 3.Probability of achieving cost and time objectives 4.Trends in quantitative risk analysis results |
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Term
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Definition
| Decision tree analysis is usually structured using a decision tree diagram that describes a situation under consideration, and the implications of each of the available choices and possible scenarios. |
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Term
| Risk Response Planning (Inputs) |
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Definition
Risk Management Plan
Risk Register
Modeling and simulation |
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Term
| Risk Management Plan - includes |
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Definition
List of prioritized risks Prioritized
list of quantified risks
Probabilistic analysis of project
Probability of meeting time and cost objectives
Trends in risk analysis results |
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Term
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Definition
| Risk Register is further updated in Quantitative Risk Analysis. The risk register is a component of the project management plan. Updates include the following main components: Prioritized list of quantified risks Probabilistic analysis of project Probability of achieving cost and time objectives Trends in quantitative risk analysis results |
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Term
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Definition
Relative rating or priority list of project risks
A list of risks requiring response in the near term
A list of risks for additional analysis and response Trends in qualitative risk analysis results
Root causes of risks Risks grouped by categories |
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Term
| Quantitative Risk Analysis (Outputs) |
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Definition
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Term
| Risk Response Planning (Tools & Techniques) |
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Definition
Strategies for Negative Risks or Threats
Strategies for Positive Risks or Opportunities
Strategy for Both Threats & Opportunities
Contingent Response Strategy
Project Management plan updates |
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Term
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Definition
| Risk response strategies, once agreed to, must be fed back into the appropriate processes in other Knowledge Areas, including the project’s budget and schedule. |
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Term
| Contingent Response Strategy |
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Definition
| Some responses are designed for use only if certain events occur. For some risks, it is appropriate for the project team to make a response plan that will only be executed under certain predefined emergency conditions. |
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Term
| Risk-Related Contractual Agreements |
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Definition
| Contractual agreements, such as agreements for insurance, services, and other items as appropriate, can be prepared to specify each party’s responsibility for specific risks, should they occur. |
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Term
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Definition
| Strategy for Both Threats and Opportunities Project plan will not be changed to deal with the risk. May develop a contingency plan if the risk does occur. |
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Term
| Risk Monitoring & Controlling (Inputs) |
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Definition
Risk Management Plan
Risk Register
Approved Change requests
Work Performance Information
Performance reports |
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Term
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Definition
| Positive Risks or Opportunities This strategy modifies the .size. of an opportunity by increasing probability and/or positive impacts, and by identifying and maximizing key drivers of these positive-impact risks. |
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Term
| Risk Monitoring & Controlling (Tools & Techniques) |
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Definition
Risk Reassessment
Risk Audits
Variance & Trend Analysis
Technical Performance Measurement
Reserve Analysis
Status Meetings |
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Term
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Definition
| Positive Risks or Opportunities Sharing a positive risk involves allocating ownership to a third party who is best able to capture the opportunity for the benefit of the project. Examples of sharing actions include forming risk-sharing partnerships, teams, special-purpose companies, or joint ventures. |
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Term
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Definition
| Risk Monitoring and Control often requires identification of new risks and reassessment of risks, using the processes of this chapter as appropriate. |
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Term
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Definition
| Positive Risks or Opportunities This strategy may be selected for risks with positive impacts where the organization wishes to ensure that the opportunity is realized. This strategy seeks to eliminate the uncertainty associated with a particular upside risk by making the opportunity definitely happen. Directly exploiting responses include assigning more talented resources to the project to reduce the time to completion |
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Term
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Definition
| Risk audits examine and document the effectiveness of risk responses in dealing with identified risks and their root causes, as well as the effectiveness of the risk management process. |
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Term
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Definition
| Negative Risks To reduce the probability/impact of a risk to an acceptable threshold. (E.g. prototype). |
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Term
| Variance and Trend Analysis |
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Definition
| Trends in the project.s execution should be reviewed using performance data. Earned value analysis and other methods of project variance and trend analysis may be used for monitoring overall project performance. |
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Term
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Definition
| Negative Risks Shift the consequence of the risk and ownership to a third party. (E.g. insurance) |
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Term
| Technical Performance Measurement |
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Definition
| Technical performance measurement compares technical accomplishments during project execution to the project management plan.s schedule of technical achievement. |
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Term
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Definition
| Negative Risks Changing the project plan to eliminate the risk and protect the project objectives. |
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Term
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Definition
| Throughout execution of the project, some risks may occur, with positive or negative impacts on budget or schedule contingency reserves. Reserve analysis compares the amount of the contingency reserves remaining to the amount of risk remaining at any time in the project, in order to determine if the remaining reserve is adequate. |
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Term
| Risk Response Planning (Inputs) |
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Definition
Risk Register Updates
Project Management Plan updates
Risk-related contractual agreements |
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Term
| Risk Monitoring & Controlling (Outputs) |
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Definition
Risk Register updates
Requested Changes
Recommended Corrective Actions
Recommended Preventive Actions
Organizational Process Assets updates
Project Management Plan updates
Risk Register update
Risk response plan
Residual risks
Secondary risks
Inputs to other processes
Contractual agreements
Contingency reserve amount needed
Input to a revised project plan |
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Term
| Project Cost Management Processes |
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Definition
Resource Planning
Cost Estimating
Cost Budgeting
Cost Control |
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Term
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Definition
| The development of a management plan that identifies alternative strategies to be used to ensure project success if specified risk events occur. |
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Term
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Definition
| Assessing how much it will cost the organization to provide the product or service. Cost estimating also includes identifying and considering cost alternatives. |
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Term
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Definition
| A separately planned quantity used to allow for future situations which may be planned for only in part ("known unknowns"). Contingency reserves are intended to reduce the impact of missing cost or schedule objectives. Contingency reserves are normally included in the project's cost and schedule baselines. |
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Term
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Definition
| Assessing how much the organization will charge for the product or service. |
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Term
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Definition
| The act of transferring all or part of a risk to another party, usually by some form of contract. |
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Term
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Definition
Enterprise Environmental Factors
Organizational Process Assets
Project Scope Statement
Work Breakdown Structure
WBS Dictionary
Project Management Plan |
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Term
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Definition
| The product of an event's probability of occurrence and the gain or loss that will result. For example, if there is a 50% probability it will rain, and rain will result in a $100 loss, the expected monetary value of the rain event is $50 (.5 * $100). |
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Term
| Cost Estimating(Tools & Techniques) |
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Definition
Analogous estimating
Determine Resource Cost Rates
Bottom-up estimating
Parametric modeling
Project Management Software
Vender Bid Analysis
Reserve Analysis
Cost of Quality |
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Term
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Definition
| The mathematical examination of the nature of individual risks on the project, as well as potential arrangements of interdependent risks. It includes the quantification of their respective impact severity, probability, and sensitivity to changes in related project variables, including the project life cycle. |
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Term
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Definition
| Analogous estimating is also called top-down estimating and uses the actual cost of a previous, similar project as the basis for estimating the cost of the current project. It is frequently used to estimate total project costs when there is a limited amount of detailed information about the project. Analogous estimating is a form of expert-judgment. |
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Term
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Definition
| A particular type of risk which can be covered by an insurance policy. Also referred to as a pure risk. |
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Term
| Determine Resource Cost Rates |
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Definition
| The person determining the rates or the group preparing the estimates must know the unit cost rates, such as staff cost per hour and bulk material cost per cubic yard, for each resource to estimate schedule activity costs. |
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Term
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Definition
| A separately planned quantity used to allow for future situations which are impossible to predict. ("unknown unknowns") Management reserves are intended to reduce the risk of missing cost or schedule objectives. Use of management reserves requires a change to the project's cost baseline. |
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Term
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Definition
| Estimating the cost of individual work items and then rolling up the costs to arrive at a project total - more accurate. |
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Term
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Definition
| Taking steps to lessen risk by lowering the probability of a risk event's occurrence or reducing its effect should it occur. |
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Term
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Definition
| Using project characteristics (or parameters) in a mathematical model to predict costs (e.g., price per square foot). |
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Term
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Definition
| A schedule risk assessment technique that performs a project simulation many times in order to calculate a distribution of likely results. |
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Term
| Project Management Software |
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Definition
| Project management software, such as cost estimating software applications, computerized spreadsheets, and simulation and statistical tools, are widely used to assist with cost estimating. |
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Term
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Definition
| A group of processes required to ensure the project is completed within the approved budget. |
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Term
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Definition
| The WBS dictionary and related detailed statements of work provide an identification of the deliverables and a description of the work in each WBS component required to produce each deliverable. |
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Term
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Definition
| In cases where projects are won under competitive processes, additional cost estimating work can be required of the project team to examine the price of individual deliverables, and derive a cost that supports the final total project cost. |
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Term
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Definition
| The cost estimates for each schedule activity within a work package are aggregated to obtain a cost estimate for each work package. |
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Term
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Definition
| Many cost estimators include reserves, also called contingency allowances, as costs in many schedule activity cost estimates. |
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Term
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Definition
| The project schedule includes planned start and finish dates for the project.s schedule activities, schedule milestones, work packages, planning packages, and control accounts. This information is used to aggregate costs to the calendar periods when the costs are planned to be incurred. |
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Term
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Definition
| Cost of quality can also be used to prepare the schedule activity cost estimate. |
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Term
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Definition
| Contract information related to what products, services, or results have been purchased . and their costs . are used in developing the budget. |
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Term
| Cost Estimating (Outputs) |
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Definition
Activity Cost Estimates
Activity Supporting detail
Requested Changes
Cost Management Plan Update |
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Term
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Definition
| The cost management plan component of the project management plan and other subsidiary plans are considered during cost budgeting. |
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Term
| Cost Management Plan Update |
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Definition
| If approved change requests result from the Cost Estimating process, then the cost management plan component of the project management plan is updated if those approved changes impact the management of costs. |
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Term
| Cost Budgeting (Tools & Techniques) |
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Definition
Cost Aggregation
Reserve Analysis
Parametric Estimating
Funding Limit Reconciliation |
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Term
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Definition
| The Cost Estimating process may generate requested changes that may affect the cost management plan , activity resource requirements, and other components of the project management plan. |
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Term
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Definition
| Schedule activity cost estimates are aggregated by work packages in accordance with the WBS. The work package cost estimates are then aggregated for the higher component levels of the WBS, such as control accounts, and ultimately for the entire project. |
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Term
| Activity Supporting detail |
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Definition
•Description of estimated scope of work
•Documentation of the basis for the estimate
•Documentation of any assumptions made
•Range of possible results |
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Term
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Definition
| Reserve analysis establishes contingency reserves, such as the management contingency reserve, that are allowances for unplanned, but potentially required, changes. Such changes may result from risks identified in the risk register |
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Term
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Definition
| Quantitative assessments of the cost of resources (e.g., units of currency or staff hours). |
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Term
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Definition
| The parametric estimating technique involves using project characteristics (parameters) in a mathematical model to predict total project costs. |
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Term
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Definition
Project Scope Statement
Work Breakdown Structure
WBS Dictionary
Activity cost Estimates
Activity Cost Estimate
Supporting Detail
Project Schedule
Resource Calendars
Contract Cost Management Plan |
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Term
| Funding Limit Reconciliation |
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Definition
| Large variations in the periodic expenditure of funds are usually undesirable for organizational operations. Therefore, the expenditure of funds is reconciled with the funding limits set by the customer or performing organization on the disbursement of funds for the project. |
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Term
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Definition
| The project work breakdown structure (WBS) provides the relationship among all the components of the project and the project deliverables. |
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Term
| Project Funding Requirements |
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Definition
| Funding requirements, total and periodic (e.g., annual or quarterly), are derived from the cost baseline and can be established to exceed, usually by a margin, to allow for either early progress or cost overruns. |
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Term
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Definition
Cost Baseline
Project Funding Requirements
Cost Management Plan updates
Requested Changes |
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Term
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Definition
| The Cost Budgeting process can generate requested changes that affect the cost management plan or other components of the project management plan. |
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Term
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Definition
| Time phased budget that will be used to measure and monitor the cost performance of the project. |
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Term
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Definition
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Influencing the factors that create chges to the cost baseline
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Ensuring requested changes are agreed upon
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Managing the actual changes when and as they occur
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Monitoring cost perf to detect variances from the plan.
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Recording all appropriate changes accurately against the cost baseline
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Ensuring that all appropriate changes are recorded.
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Preventing incorrect, inappropriate, or unauthorized changes from being included.
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Informing the appropriate stakeholders of authorized chgs.
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Act to bring expected costs within acceptable limits.
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Analyzing positive and negative variances.
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Term
| Cost Control (Tools & Techniques) |
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Definition
Cost Change Control System
Performance measurement analysis
Forecasting
Project Performance Reviews
Project Management Software
Variance Management |
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Term
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Definition
Cost Baseline
Project Funding Requirements
Performance Reports
Work Performance Information
Approved Change Requests
Project Management Plan |
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Term
| Budgeted Cost of Work Performed (BCWP) |
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Definition
| The sum of the approved cost estimates for activities completed during a given period (usually project-to-date). |
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Term
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Definition
Cost Estimates updates
Cost Baseline updates
Performance Measurements
Forecasted Completion
Requested Changes
Recommended Corrective Actions
Organizational Process Assets updates
Project Management Plan updates |
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Term
| Budgeted Cost of Work Scheduled (BCWS) |
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Definition
| The sum of the approved cost estimates for activities scheduled to be performed during a given period. |
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Term
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Definition
| AC is the total cost incurred in accomplishing work on the schedule activity or WBS component during a given time period. It is also referred as ACWP (Actual Cost of Work Performed). |
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Term
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Definition
| Estimating the cost of the resources needed to complete project activities. |
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Term
| Budget At Completion (BAC) |
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Definition
| The estimated total cost of the project when done. |
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Term
| Cost Performance Index (CPI) |
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Definition
| The ratio of budgeted costs to actual costs (BCWP / ACWP). CPI is often used to predict the magnitude of a possible cost overrun using the following formula: original cost estimate/CPI = projected cost at completion. If CPI is less than 1, this means that the project is over budget. |
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Term
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Definition
| Any numbering system used to monitor project costs by category (e.g., labor, supplies, materials). The project chart of accounts is usually based upon the corporate chart of accounts of the primary performing organization. |
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Term
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Definition
| Total cost for keeping the quality up to a defined standard. It includes cost like performing reviews, audits etc. |
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Term
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Definition
| Any numbering system used to uniquely identify each element of the WBS. |
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Term
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Definition
| Any difference between the estimated cost of an activity and the actual cost of that activity. In earned value, CV = BCWP-ACWP. |
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Term
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Definition
| A separately planned quantity used to allow for future situations which may be planned for only in part ("known unknowns"). Contingency reserves are intended to reduce the impact of missing cost or schedule objectives. Contingency reserves are normally included in the project's cost and schedule baselines. |
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Term
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Definition
| A method for measuring project performance. It compares the amount of work that was planned with what was actually accomplished to determine if cost and schedule performance is as planned. Earned Value (EV) is the physical work completed to date and the authorized budget for that. It is also referred as BCWP (Budgeted Cost of Work Performed). |
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Term
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Definition
| Allocating the cost estimates to individual project components. |
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Term
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Definition
| The concept of including acquisition, operating, and disposal costs when evaluating various alternatives. Also known as the total cost of ownership |
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Term
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Definition
| Controlling changes to the project budget. |
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Term
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Definition
| A separately planned quantity used to allow for future situations which are impossible to predict. ("unknown unknowns") Management reserves are intended to reduce the risk of missing cost or schedule objectives. Use of management reserves requires a change to the project's cost baseline. |
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Term
| Estimate at Completion (EAC) |
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Definition
| The expected total cost of an activity, a group of activities, or of the project when the defined scope of work has been completed. Most techniques for forecasting EAC include some adjustment of the original cost estimate based on project performance to date. EAC = Actuals-to-date + ETC. |
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Term
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Definition
| An estimating technique that uses a statistical relationship between historical data and other variables to calculate an estimate. |
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Term
| Estimate To Complete (ETC) |
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Definition
| The expected additional cost needed to complete an activity, a group of activities, or the project. Most techniques for forecasting ETC include some adjustment to the original cost estimate based on project performance to date. This is also known as Forecast Final Cost. |
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Term
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Definition
| The number of time periods up to the point at which cumulative revenues exceed cumulative costs and, therefore, the project has turned a profit. |
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Term
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Definition
| Costs that do not change based on the number of units. These costs are nonrecurring. |
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Term
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Definition
| The percentage of the amount of work which has been completed on an activity or group of activities. |
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Term
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Definition
| PV is the budgeted cost for the work scheduled to be completed on an activity or WBS component up to a given point in time. It is also referred as BCWS (Budgeted Cost of Work Scheduled). |
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Term
| Schedule Performance Index (SPI) |
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Definition
| The ratio of work performed to work scheduled. (BCWP / BCWS). |
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Term
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Definition
| A subset of project management that includes the processes required to ensure that the project is completed within the approved budget. |
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Term
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Definition
| Current assets minus liabilities. |
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Term
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Definition
| Any difference between the scheduled completion of an activity and the actual completion of that activity. In earned value, BCWP - BCWS. |
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Term
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Definition
| Cost baseline refers to what is expected to be spent on the project. It is usually an S-curve. That is the expenditure is less in the beginning, and the end. The expenditure is maximum during the middle of the project. |
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Term
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Definition
| A cost-reduction tool that involves careful analysis of a design or item to identify all the functions and the cost of each. It considers whether the function is necessary and whether it can be provided at a lower cost without degrading performance or quality. • BCWS: Baseline, Scheduled or Planned Costs • BCWP: Amount budgeted for the work performed • ACWP: Actual Cost of Work Performed • BAC: Total Budgeted Costs • EAC: Estimated at Completion • VAC: Variance at Completion. VAC = BAC – EAC • CPI = BCWP / ACWP (measures efficiency) |
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Term
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Definition
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Term
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Definition
| SPI = BCWP / BCWS (measures efficiency) |
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Term
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Definition
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Term
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Definition
| Percent Complete (accomplished): BCWP / BAC (real value of work accomplished) |
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Term
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Definition
| Percent Spent: ACWP / BAC |
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Term
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Definition
| EAC = BAC / CPI or EAC = ACWP + ETC |
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Term
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Definition
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Term
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Definition
| A group of processes required to ensure timely completion of the project. |
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Term
| PDM includes four types of dependencies or precedence relationships |
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Definition
- Finish-to-Start: Activity A must finish before Activity B can start.
- Start-to-Start: Activity A must start before Activity B can start.
- Finish-to-Finish: Activity A must finish before Activity B can finish.
- Start-to-Finish: Activity A must start before Activity B can finish.
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Term
| Project Time Management Processes |
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Definition
| Activity Definition Activity Sequencing Activity Resource Estimating Activity Duration Estimating Schedule Development Schedule Control |
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Term
| Arrow Diagramming Method(ADM) |
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Definition
| This method of constructing a project network diagram uses arrows to represent the activities and connects them at nodes to show their dependencies. This technique is also called activity-on-arrow( AOA) and less prevalent then PDM. ADM uses only finish-to-start dependencies and may require the use of dummy activities to define all logical relationship correctly. |
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Term
| Activity Sequencing (Inputs) |
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Definition
Activity list
Activity Attributes
Milestone List |
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Term
| Conditional Diagramming Methods |
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Definition
| Diagramming techniques such as Graphical Evaluation & Review Technique ( GERT) and System Dynamics models allow for non-sequential activities such as loops or conditional branches. Neither PDM nor ADM allows loops or conditional branches. |
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Term
| Activity Sequencing (Tools & Techniques) |
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Definition
Precedence diagramming method (PDM)
Arrow Diagramming Method (ADM)
Conditional Diagramming Methods
Network Templates
Dependency Determination
Applying Leads and Lags |
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Term
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Definition
| Standardized networks can be used to expedite the preparation of Project Network Diagram. This can include an entire project or only a portion of it. Portion or a network are often refrred to as subnet or fragments. |
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Term
| Dependency Determination: Three types of dependencies |
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Definition
- Mandatory dependencies (Hard logic): Determined by the nature of work to be done.
- Discretionary dependencies (Soft logic): Defined by the project management team.
- External dependencies : Relationships between project activities and non-project activities. E.g. delivery of hardware of an external supplier.
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Term
| Activity Sequencing (Outputs) |
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Definition
Project Schedule network diagram
Activity list updates
Activity Attributes updates
Requested Changes |
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Term
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Definition
| A lead allows an acceleration of the successor activity and A lag directs a delay in the successor activity. |
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Term
| Activity Resource Estimating (Inputs) |
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Definition
Enterprise Environmental Factors
Organizational Process Assets
Activity List
Activity Attributes
Resource Availability
Project Management Plan |
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Term
| Activity Resource Estimating (Outputs) |
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Definition
Activity Resource Requirements
Activity Attributes updates
Resource Breakdown Structure
Resource Calendar updates
Requested Changes |
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Term
| Activity Resource Estimating (Tools & Techniques) |
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Definition
Expert Judgement
Published Estimating Data
Alternatives Analysis
Project Management Software
Bottom-up Estimating |
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Term
| Activity Duration Estimating (InputS) |
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Definition
Enterprise Environmental Factors
Organizational Process Assets
Project Scope Statement
Activity List & Attributes
Activity Resource Requirements
Resource Calendar
Project Management Plan |
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Term
|
Definition
| Estimating the basis for activity durations can be quantitatively determined by multiplying the quantity of work to be performed by the productivity rate. |
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Term
| Project Management Plan Contains: |
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Definition
Risk Register
Activity Cost Estimates |
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Term
| Three-Point Estimates are based on determining three types of estimates: |
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Definition
- Most likely:The activity duration is based on a average-case scenario of what is described in the most likely estimate.
- Optimistic: The activity duration is based on a best-case scenario of what is described in the most likely estimate.
- Pessimistic : The activity duration is based on a worst-case scenario of what is described in the most likely estimate.
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Term
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Definition
| has information on identified project risks that the project team considers when producing estimates of activity durations and adjusting those durations for risks. |
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Term
| Reserve Analysis (Contingency) |
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Definition
| Project teams may choose to incorporate an additional time frame, called time reserve, contingency or buffer, that can be added to the activity duration or elsewhere in the schedule as recognition of schedule risk. |
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Term
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Definition
| The project activity cost estimates, if already completed, can be developed in sufficient detail to provide estimated resource quantities for each schedule activity in the project activity list. |
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Term
| Activity Duration Estimating (OutputS) |
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Definition
Activity Duration estimates
Activity attributes updates |
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Term
| Activity Duration Estimating (Tools & Techniques) |
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Definition
Expert Judgement
Analogous estimates
Parametric Estimating
Three-Point Estimates
Reserve Analysis (contingency)
Schedule Development Input
Organizational Process Assets
Project Scope Statement
Activity List & Attributes
Project Schedule
Network Diagrams
Activity Resource Requirements
Resource Calendars
Activity Duration Estimates
Project Management Plan |
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Term
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Definition
| Also called Top-down estimating, Uses duration of a previous, similar activity as the basis. Its form of expert judgement. |
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Term
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Definition
| Critical chain is another schedule network analysis technique that modifies the project schedule to account for limited resources. Critical chain combines deterministic and probabilistic approaches. |
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Term
| Schedule Development (Tools & Techniques) |
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Definition
Mathematical analysis
Duration Compression
Resource Leveling Heuristics
Project Management Software
Applying Calendars
Adjusting Leads and Lags
Schedule Model
Critical Chain Method
What-If Scenario Analysis |
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Term
| What-If Scenario Analysis |
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Definition
| This is an analysis of the question .What if the situation represented by scenario .X. happens?" |
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Term
|
Definition
Critical Path Method(CPM)
Program Evaluation and Review Technique (PERT) Graphical Evaluation and Review Technique (GERT) |
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Term
| Schedule Development - (Outputs) |
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Definition
Schedule Development
Schedule Model Data
Schedule Baseline
Resource requirement updates
Activity Attribute updates
Project Calendar updates
Requested changes
Project Management Plan Updates |
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Term
| Critical Path Method (CPM) |
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Definition
| Calculates a single, deterministic early and late start and finish date for each activity, to be used to determine which activities must be completed on time to avoid impacting the finish date of the project. The focus of CPM is calculating float to determine which activities have the least scheduling flexibility. |
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Term
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Definition
- Determining the current status of the project schedule
- Influencing factors that cause schedule changes ensuring these are agreed upon
- Determining that the schedule has changed
- Managing the changes when and as they occur.
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Term
| Program Evaluation and Review Technique (PERT) |
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Definition
| Uses a weighted average duration estimate to calculate duration. Uses the probability of an estimate.s accuracy. Expected Time = (Low + 4*Medium + High) / 6 |
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Term
| Schedule Control - (Inputs) |
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Definition
Schedule Management Plan
Schedule Baseline
Performance Reports
Approved Change requests |
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Term
| Graphical Evaluation and Review Technique (GERT ) |
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Definition
| Allows for probabilistic treatment of both network logic and activity duration estimates ( ie. some activities may not be performed at all, some may be performed only in part and others may be performed more than once. |
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Term
| Schedule Control (Tools & Techniques) |
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Definition
Progress Reporting
Schedule change control system
Performance measurement (Earned Value)
Project Management software
Variance Analysis
Schedule Comparison Bar Charts |
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Term
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Definition
| is a special case of mathematical analysis that looks for ways to shorten the project schedule without changing the project scope. Duration compression includes techniques such as: Crashing, Fast Tracking |
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Term
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Definition
| The progress reporting and current schedule status includes information such as actual start and finish dates, and the remaining durations for unfinished schedule activities. Project Crashing is a method for shortening the project duration by reducing the time of one or more of the critical project activities to less than its normal activity time. The objective of crashing is to reduce project duration while minimizing the cost of crashing. Crashing is reducing project time by expending additional resources. |
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Term
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Definition
| Crash Time is an amount of time an activity is reduced |
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Term
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Definition
| Crash cost is the cost of reducing activity. |
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Term
| Schedule change control system |
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Definition
| Defines the procedure for changing the project schedule. It includes the paper work, tracking system, and approval levels necessary for authorizing changes. Schedule change control should be integrated with the integrated change control system. |
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Term
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Definition
| Doing activities in parallel that would normally be done in sequence ( eg. starting to write code on a software project before the design is complete). Fat tracking often results in rework and usually increases risk |
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Term
| Performance measurement (Earned Value) |
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Definition
| Assessment of schedule variations to determine whether they require corrective actions. For example, a major delay on a noncritical activity may have little effect on the overall project while a much shorter delay on a critical activity may require immediate action. |
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Term
| Resource Leveling Heuristics |
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Definition
| Allocate scare resources to critical path activities first etc. |
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Term
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Definition
| Comparing target dates with the actual/forecast start and finish dates. |
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Term
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Definition
| Since the improper use of leads or lags can distort the project schedule, the leads or lags are adjusted during schedule network analysis to develop a viable project schedule. |
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Term
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Definition
| Any form of network analysis in which start and finish dates are driven by resource management concerns.Resource leveling refers to keeping the resources same across the duration of the project. |
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Term
| Schedule Comparison Bar Charts |
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Definition
| To facilitate analysis of schedule progress, it is convenient to use a comparison bar chart, which displays two bars for each schedule activity. One bar shows the current actual status and the other shows the status of the approved project schedule baseline. |
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Term
| Resource-Limited Schedule |
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Definition
| A project schedule whose start and finish dates reflect expected resource availability. The final project schedule should always be resource limited. |
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Term
| Schedule Control (Outputs) |
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Definition
Schedule Model Data updates
Schedule Baseline updates
Performance Measurements
Requested Changes
Corrective Action
Organizational Process Asset updates
Activity List & Attributes updates
Project Management Plan updates |
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Term
|
Definition
| Description of the available resources and the times they are available to work on the project |
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Term
|
Definition
| An element of work performed during the course of a project. (Normally has duration, cost, and resource requirements.) |
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Term
|
Definition
| involves calculating multiple project durations with different sets of activity assumptions. The most common technique is Monte Carlo Analysis, in which a distribution of probable results is defined for each activity and used to calculate a distribution of probable results for the total project. |
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Term
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Definition
| The original plan plus or minus approved changes. |
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Term
| Time-Scaled Network Diagram |
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Definition
| Any project network diagram drawn is such a way that the positioning and length of the activity represents its duration. Essentially, it is a bar chart that includes network logic. |
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Term
| Arrow Diagram Method (ADM) |
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Definition
| A network diagramming technique in which activities are represented by arrows. The tail of the arrow represents the start and the head of the arrow represents the end of the activity. Activities are connected at points called nodes to illustrate the sequence in which activities are expected to be performed. Also called Activity-On-Arrow (AOA). |
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Term
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Definition
| Slack or Float is the amount of time a task can be delayed without delaying the project. Tasks on the critical path have zero float. |
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Term
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Definition
| The calculation of late finish and start dates for the uncompleted portions of all network activities. Determined by working backwards through the network logic from the project's end date. |
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Term
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Definition
| A group of processes required to ensure that the project includes all the work required, and only the work required, to complete the project. |
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Term
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Definition
| Generally speaking, an approach to project staffing that calls for the implementers to be involved in the design phase. (sometimes confused with fast tracking.) |
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Term
| Project Scope Management - Processes |
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Definition
| Scope Planning Scope Definition Create WBS Scope Verification Scope Control |
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Term
|
Definition
| An activity on a critical path. |
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Term
|
Definition
| The features and functions that are to be included in a product or service. |
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Term
|
Definition
| The series of activities which determines the earliest completion of the project. The critical path is usually defined as those activities with float less than or equal to a specified value (usually zero). |
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Term
|
Definition
| The work that must be done in order to deliver a product with the specified features and functions. |
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Term
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Definition
| A management control point where scope, budget, actual cost, and schedule are integrated and compared to earned value for performance management. Control points are places at selected management points of the WBS. Each control account may include one or more work package but each work package may be associated with only one control account. |
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Term
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Definition
| In the critical path method, the earliest possible date in which the uncompleted portions of an activity or project can start. Can change as the project progresses. |
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Term
| Discretionary dependencies (Soft logic) |
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Definition
| Defined by the project management team. |
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Term
|
Definition
| Relationships between project activities and non-project activities. E.g. delivery of hardware of an external supplier. |
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Term
|
Definition
| An activity of zero duration used to show a logical relationship in the arrow diagramming method. Dummy activities are used when logical relationships cannot be completely or correctly described with regular activity arrows. Dummies are shown graphically as a dashed line headed by an arrow. |
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Term
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Definition
| The amount of time that an activity may be delayed from its early start without delaying the project finish date. (Also called slack, total float, and path float). |
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Term
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Definition
| In the critical path method, the earliest possible date in which the uncompleted portions of an activity or project can complete. Can change as the project progresses. |
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Term
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Definition
| The calculation of the early start and early finish dates for the uncompleted portions of all network activities. |
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Term
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Definition
| The amount of time an activity can be delayed without delaying the early start of any immediately succeeding activities. |
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Term
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Definition
| In the critical path method, the latest possible date that an activity may be completed without delaying a specified milestone (usually the project finish date). |
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Term
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Definition
| A graphic display of schedule-related information using bars.GERT is another type of network diagram. It can support looping. |
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Term
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Definition
| In the critical path method, the latest possible date that an activity may begin without delaying a specified milestone (usually the project finish date). |
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Term
|
Definition
| An aggregate or summary activity |
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Term
|
Definition
| A modification of a logical relationship which allows an acceleration of the successor task. For example, in a FS relationship with a 10 day lead, the successor can start 10 days prior to the completion of the predecessor. |
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Term
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Definition
| An unintended break in a network path. Hangers are usually caused by missing activities or missing logical relationships. |
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Term
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Definition
| A summary level schedule which identifies the major activities and milestones. |
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Term
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Definition
| A modification of a logical relationship which directs a delay in the successor task. Lags are inserted waiting times in between tasks. For example Task B cannot start until three days after task A completes. |
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Term
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Definition
| A significant event in the project, usually completion of a major deliverable. |
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Term
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Definition
| In mathematical analysis, the tendency of parallel paths of approximately equal duration to delay the completion of the milestone where they meet. |
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Term
| Scope planning (Tools & Techniques) |
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Definition
Expert Judgement
Templates, Forms, Standards |
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Term
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Definition
| Scope planning is the process of progressively elaborating and documenting the project work (project scope) that produces the product of the project. Identifies the project objectives and deliverables and forms basis of agreement. |
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Term
|
Definition
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Term
|
Definition
Enterprise Environmental Factors
Organizational Process Assets
Project Charter
Preliminary Project Scope Statement
Project Management Plan |
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Term
|
Definition
Guidelines for how scope is to be managed and how scope changes are to be integrated into the project. It includes
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A process that specifies how formal verification and acceptance of the completed project deliverables will be obtained
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A process that enables the creation of the WBS from the detailed project scope statement, and establishes how the WBS will be maintained and approved
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A process to prepare a detailed project scope statement based upon the preliminary project scope statement
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A clear description of how scope changes will be identified and classified.
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Term
| Alternatives Identification |
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Definition
| Identifying alternatives is a technique used to generate different approaches to execute and perform the work of the project. |
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Term
|
Definition
Scope Definition involves subdividing the major project deliverables into smaller, more manageable components to:
- Improve the accuracy of cost,time and resource estimates.
- Define a baseline for performance measurement and control.
- Facilitate clear responsibility assignments.
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Term
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Definition
| Each application area has experts who can be used to develop portions of the detailed project scope statement. |
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Term
| Scope Definition (Inputs) |
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Definition
Organizational Process Assets
Project Charter
Preliminary Project Scope Statement
Project Scope Management Plan
Approved Change Requests |
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Term
|
Definition
| Stakeholder analysis identifies the influence and interests of the various stakeholders and documents their needs, wants, and expectations. The analysis then selects, prioritizes, and quantifies the needs, wants, and expectations to create requirements. |
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Term
| Scope Definition (Tools & Techniques) |
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Definition
Product Analysis
Alternatives Identification
Expert Judgement
Stakeholder Analysis |
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Term
| Scope Definition (Outputs) |
|
Definition
Project Scope Statement
Requested changes
Project Scope management Plan (updates) |
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Term
|
Definition
| Product analysis includes techniques such as product breakdown, systems analysis, systems engineering, value engineering, value analysis, and functional analysis. |
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Term
|
Definition
| Requested changes to the project management plan and its subsidiary plans may be developed during the Scope Definition process. Requested changes are processed for review and disposition through the Integrated Change Control process. |
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Term
|
Definition
| The project scope statement describes, in detail, the project.s deliverables and the work required to create those deliverables. The project scope statement also provides a common understanding of the project scope among all project stakeholders and describes the project.s major objectives. |
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Term
| detailed project scope statement includes |
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Definition
| Project Objectives Product scope description Project requirements Project Boundaries Project Deliverables Product Acceptance Criteria Project constraints & assump. Initial project organization Initial defined risks Schedule milestones Fund limitation & cost est. Project config. Mgmt. req. Project specifications Approval requirements |
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Term
| Project Scope Management Plan (Updates) |
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Definition
| The project scope management plan component of the project management plan may need to be updated to include approved change requests resulting from the project.s Scope Definition process. |
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Term
|
Definition
| The WBS is a deliverable-oriented hierarchical decomposition of the work to be executed by the project team, to accomplish the project objectives and create the required deliverables. The WBS organizes and defines the total scope of the project. The WBS subdivides the project work into smaller, more manageable pieces of work, with each descending level of the WBS representing an increasingly detailed definition of the project work. The planned work contained within the lowest-level WBS components, which are called work packages, can be scheduled, cost estimated, monitored, and controlled. |
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Term
|
Definition
| The document generated by the Create WBS process that supports the WBS is called the WBS dictionary and is a companion document to the WBS. The detailed content of the components contained in a WBS, including work packages and control accounts, can be described in the WBS dictionary. |
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Term
|
Definition
Organizational Process Assets
Project Scope statement
Project Scope Management Plan
Approved Change Requests |
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Term
|
Definition
| The approved detailed project scope statement and its associated WBS and WBS dictionary are the scope baseline for the project. |
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Term
| Create WBS (Tools & Techniques) |
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Definition
Work Breakdown Structure
Templates
Decomposition |
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Term
| Project Scope Management Plan (Updates) |
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Definition
| If approved change requests result from the Create WBS process, then the project scope management plan may need to be updated to include approved changes. |
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Term
| Work Breakdown Structure Templates |
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Definition
| Although each project is unique, a WBS from a previous project can often be used as a template for a new project, since some projects will resemble another prior project to some extent. |
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Term
|
Definition
| Requested changes to the project scope statement and its components may be generated from the Create WBS process, and are processed for review and approval through the integrated change control process. |
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Term
|
Definition
| Decomposition is the subdivision of project deliverables into smaller, more manageable components until the work and deliverables are defined to the work package level. The work package level is the lowest level in the WBS, and is the point at which the cost and schedule for the work can be reliably estimated. |
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Term
| Scope Verification (Inputs) |
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Definition
Project Scope Statement
WBS Dictionary
Project Scope Management Plan
Deliverables |
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Term
|
Definition
-
Identifying the deliverables and related work • Structuring and organizing the WBS
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Decomposing the upper WBS levels into lower level detailed components
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Developing and assigning identification codes to the WBS components
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Verifying that the degree of decomposition of the work is necessary and sufficient.
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Term
| Scope Verification (Tools & Techniques) |
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Definition
Inspection
Delphi Technique
Management by Objective (MBO) |
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Term
|
Definition
Project Scope Statement (updates)
Work Breakdown Structure (WBS)
WBS Dictionary
Scope Baseline
Project Scope Management Plan (updates)
Requested Changes |
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Term
|
Definition
| This includes activities, such as measuring, examining, and testing, undertaken to determine whether results conform to requirements. There are following two ways to perform inspections. |
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Term
|
Definition
| No task should be less than 8 hours or more than 80 hours. |
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Term
|
Definition
| This method is used to obtain expert opinion on technical issues, the required scope or risk involved. A request is sent to the experts and their returned responses are compiled and then sent back to them for further review to get consensus. |
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Term
|
Definition
| WBS is a graphical representation of the hierarchy of the project. The WBS template can be reused across projects. WBS forces the project team to think through all the levels of the project. If a task is not in the WBS, then it is not part of the project. |
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Term
|
Definition
Project Scope Statement
Work Breakdown Structure
WBS Dictionary
Project Scope Management Plan
Performance Reports
Approved Change Requests
Work Performance Information |
|
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Term
| Management by Objective(MBO): |
|
Definition
is a management philosophy with three objectives
- Establish unambiguous and realistic objectives
- Periodically Evaluate if objectives are being met
- Take corrective actions.
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|
Term
| Scope Control (Tools & Techniques) |
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Definition
Change Control System
Variance Analysis
Replanning
Configuration Management System |
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|
Term
| Scope Verification (Outputs) |
|
Definition
Accepted Deliverables
Requested Changes
Recommended Corrective Actions |
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Term
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Definition
| Defines procedures for changing project scope. |
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Term
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Definition
| The Scope Verification process documents those completed deliverables that have been accepted by the client. |
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Term
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Definition
| Project performance measurements are used to assess the magnitude of variation. |
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Term
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Definition
| Requested changes may be generated from the Scope Verification process, and are processed for review and disposition through the Integrated Change Control process. |
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Term
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Definition
| These approved change requests can cause updates to components of the project management plan. |
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Term
| Project Scope Control Includes |
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Definition
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Influencing the factors which create scope changes to ensure that changes are agreed upon.
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Determining that a scope change has occurred.
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Managing the actual changes when they occur.
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The system includes the paperwork, tracking systems, and approval levels necessary for authorizing changes.
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Term
| Resource Breakdown Structure (RBS) |
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Definition
| A hierarchically organized depiction of the resources by type to be used on the project. |
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Term
| Configuration Management System |
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Definition
| A formal configuration management system provides procedures for the status of the deliverables, and assures that requested changes to the project scope and product scope are thoroughly considered and documented before being processed through the Integrated Change Control process. |
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Term
| Project Integration Management |
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Definition
| A group of processes required to ensure that the various elements of the project are properly coordinated. Scope Control (Outputs) |
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Term
| Project Scope Statement (updates) |
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Definition
Work Breakdown structure (updates)
WBS Dictionary (Updates)
Scope Baseline (updates)
Requested Changes
Recommended Corrective Action
Organizational Process Assets (updates) |
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Term
| Project Management Plan (updates) |
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Definition
Project Integration
Management Processes
Develop Project Charter
Develop Preliminary Project Scope Statement
Develop Project Management Plan
Direct and Manage Project Execution
Monitor and Control Project Work
Integrated Change Control
Close Project |
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Term
| Organizational Breakdown Structure (OBS) |
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Definition
| Provides a hierarchically organized depiction of the project organization arranged so that the work packages can be related to the performing organizational units. |
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Term
| Risk Breakdown Structure (RBS) |
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Definition
| A hierarchically organized depiction of the identified project risks arranged by risk category. |
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Term
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Definition
| Presents a hierarchical tabulation of the physical assemblies, subassemblies, and components needed to fabricate a manufactured product. |
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Term
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Definition
| Should address the following information: Requirements that satisfy customer, sponsor, and other stakeholder needs, wants and expectations Business needs, high-level project description, or product requirements that the project is undertaken to address Project purpose or justification Assigned Project Manager and authority level Summary milestone schedule Stakeholder influences Functional organizations and their participation Organizational, environmental and external assumptions Organizational, environmental and external constraints Business case justifying the project, including return on investment Summary budget. Develop Preliminary Project Scope Statement (Inputs) Project Charter Project Statement of Work Enterprise Environmental Factors Organizational Process Assets Develop Project Charter (Inputs) Contract (When Applicable) Project Statement of work (SOW) Enterprise Environmental Factors Organizational Process Assets |
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Term
| Develop Preliminary Project Scope Statement (Tools & Techniques) |
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Definition
Project Management Methodology
Project Management Information System
Expert Judgement |
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Term
| Develop Project Charter (Tools & Techniques) |
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Definition
Project Selection methods
Constrained Optimization Methods
Expert Judgement
Project Management Information System
Project Management Methodology |
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Term
| Develop Project Charter (Outputs) |
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Definition
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Term
| Project Management Information System |
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Definition
| The project management information system, an automated system, is used by the project management team to support generation of a preliminary project scope statement. |
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Term
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Definition
| The project scope statement is the definition of the project. what needs to be accomplished. |
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Term
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Definition
| Expert judgment is applied to any technical and management details to be included in the preliminary project scope statement. |
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Term
| Project Scope Statement Includes |
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Definition
| Project and product objectives , Product or service requirements and characteristics, Product acceptance criteria, Project boundaries, Project requirements and deliverables, Project constraints & assumptions, Initial project organization, Initial defined risks, Schedule milestones, Initial WBS, Order of magnitude cost estimate, project configurations management requirements, Approval requirements |
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Term
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Definition
| Taking the results of other planning processes and putting them into a consistent, coherent document that can be used to guide both project execution and project control. |
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Term
| Develop Preliminary Project Scope Statement (Outputs) |
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Definition
| Preliminary Project Scope Statement |
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Term
| Project Plan Development Includes |
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Definition
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The project management processes selected by the project management team
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The level of implementation of each selected process
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The descriptions of the tools and techniques to be used for accomplishing those processes
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How the selected processes will be used to manage the specific project.
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How work will be executed to accomplish the project obj.
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How changes will be monitored and controlled
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How configuration management will be performed
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The need and techniques for communication among stakeholders
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Term
| Project Plan Development (Outputs) |
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Definition
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Term
| Project Plan Development (Inputs) |
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Definition
Preliminary Project Scope Statement
Project Management Processes
Enterprise Environmental Factors
Organizational Process Assets |
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Term
| Responsibility Assignment Matrix (RAM) |
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Definition
| A structure which relates the project organization structure to the WBS to help ensure that each element of the project's scope of work is assigned to a responsible individual. |
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Term
| Project Plan Development (Tools & Techniques) |
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Definition
Project planning methodology
Stakeholder skills and knowledge
Project mgmt. Information system (PMIS)
Expert Judgement |
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Term
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Definition
Composed of one or more of the following subsidiary plans
- Project scope management plan
- Schedule management plan
- Cost management plan
- Quality management plan
- Process improvement plan
- Staffing management plan
- Communication management plan
- Risk management plan
- Procurement management plan
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Term
| Direct & Manage Project Execution |
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Definition
| The Direct and Manage Project Execution process requires the project manager and the project team to perform multiple actions to execute the project management plan to accomplish the work defined in the project scope statement. |
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Term
| The project management plan can have one or more following components |
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Definition
- Milestone list
- Resource calendar
- Schedule baseline
- Cost baseline
- Quality baseline
- Risk register
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Term
| Direct & Manage Project Execution Actions |
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Definition
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Perform activities to accomplish project objectives
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Expend effort and spend funds to accomplish the project objectives
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Implement the planned methods and standards
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Adapt approved changes into the project.s scope, plans, and environment
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Create, control, verify, and validate project deliverables
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Manage risks and implement risk response activities
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Term
| Monitor & Control Project Work |
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Definition
| The Monitor and Control Project Work process is performed to monitor project processes associated with initiating, planning, executing, and closing. |
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Term
| Direct & Manage Project Execution (Inputs) |
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Definition
Project Plan
Approved Corrective Actions
Approved Preventive Actions
Approved Change Requests
Approved Defect Repair
Validated Defect Repair
Administrative Closure Procedure |
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Term
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Definition
| A formal, approved document used to guide both project execution and project control. The primary uses of the project plan are to document planning assumptions and decisions, to facilitate communication among stakeholders, and to document approved scope, cost, and schedule baselines. A project plan may be summary or detail. |
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Term
| Direct & Manage Project Execution (Tools & Techniques) |
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Definition
Project Management Methodology
Project Management Information System |
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Term
| Monitor & Control Project Work Concerned with |
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Definition
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Providing information to support status reporting, progress measurement, and forecasting
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Monitoring implementation of approved changes when and as they occur.
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Providing forecasts to update current cost and current schedule information
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Term
| Direct & Manage Project Execution (Outputs) |
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Definition
Deliverables
Requested Changes
Implemented Change Requests
Implemented Corrective Actions
Implemented Preventive Actions
Implemented Defect Repair
Work Performance Information |
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Term
| Integrated Change Control (Tools & Techniques) |
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Definition
Project Management Methodology
Project Management Information System |
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Term
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Definition
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Comparing actual project performance against the project management plan
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Assessing performance to determine whether any corrective or preventive actions are indicated, and then recommending those actions as necessary
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Analyzing, tracking, and monitoring project risks to make sure the risks are identified, their status is reported, and that appropriate risk response plans are being executed
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Maintaining an accurate, timely information base concerning the project's product(s) and their associated documentation through project completion
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Term
| Integrated Change Control – (Outputs) |
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Definition
Approved Change Requests
Rejected change Requests
Project Management Plan (updates)
Project Scope Statement (updates)
Approved Corrective Actions
Approved Preventive Actions
Approved Defect Repair
Validated Defect Repair
Deliverables |
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Term
| Monitor & Control Project Work (Inputs) |
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Definition
Project Management Plan
Work Performance Information
Rejected Change Requests |
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Term
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Definition
| The Close Project process involves performing the project closure portion of the project management plan. Two procedures are developed to establish the interactions necessary to perform the closure activities across the entire project or for a project phase |
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Term
| Monitor & Control Project Work (Tools & Techniques) |
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Definition
Project Management Methodology
Project Management Information System
Earned Value Technique
Expert Judgement |
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Term
| Administrative closure procedure |
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Definition
| This procedure details all the activities, interactions, and related roles and responsibilities of the project team members and other stakeholders involved in executing the administrative closure procedure for the project |
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Term
| Monitor & Control Project Work (Outputs) |
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Definition
Recommended Corrective Actions
Recommended Preventive Actions
Forecasts
Recommended Defect Repair
Requested Changes |
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Term
| Contract closure procedure |
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Definition
| This procedure details all activities and interactions needed to settle and close any contract agreement established for the project, as well as define those related activities supporting the formal administrative closure of the project. This procedure involves both product verification and administrative closure. |
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Term
| Integrated Change Control (Inputs) |
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Definition
Project Management Plan
Requested Changes
Work Performance Information
Recommended Preventive Actions
Recommended Corrective Actions
Recommended Defect Repair
Deliverables |
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Term
|
Definition
| A group of related projects managed in a coordinated way. Programs usually include an element of ongoing activity. |
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Term
|
Definition
Project Management Plan
Contract Documentation
Enterprise Environmental Factors
Organizational Process Assets
Work Performance Information
Deliverables |
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Term
|
Definition
| A formal document issued by senior management which explains the purpose of the project including the business needs the project and the resulting product. It provides the project manager with the authority to apply organizational resources to project activities. |
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Term
|
Definition
| A collection of generally sequential project phases whose name and no. are determined by the control needs of the organization(s) involved in the project. |
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Term
| Close Project (Tools & Techniques) |
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Definition
Project Management Methodology
Project Management Information
System Expert Judgement |
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Term
| Project Management Methodology |
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Definition
| The project management methodology defines a process that aids a project management team in developing and controlling changes to the preliminary project scope statement. |
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