Term
|
Definition
| Those criteria, including performance requirements and essential conditions, which must be met before project deliverables are accepted. |
|
|
Term
| Acquire Project Team [Process] |
|
Definition
| The precess of confirming human resource availability and obtaining the team necessary to complete project assignments. |
|
|
Term
|
Definition
| A component of work performed during the course of the project. |
|
|
Term
| Activity Attributes [Output/Input] |
|
Definition
| Multiple attributes associated with each schedule activity codes, predecessor activities, sucessor activities, logical relationships, leads and lags, resource requirements, imposed dates, contraints and assumptions. |
|
|
Term
|
Definition
| One or more numerical or text values that identify characteristics of the work or in some way categorize the scheduel activity that allows filtering and ordering of activites withint reports. |
|
|
Term
|
Definition
| The time in calendar units between the start and the finish of a schedule activity. |
|
|
Term
|
Definition
| A short unique numeric or text identification assigned to each schedule activity to differentiate that the project activity from other activites. Typically unique within any one project scheudle network diagram. |
|
|
Term
| Activity List [Output/Input] |
|
Definition
| A documented tabulation of schedule activites taht shows the activity description, activity identifier, and a sufficiently detailed scope of work description so project team members understand what work is to be performed. |
|
|
Term
|
Definition
| Total costs actually incurred and recorded in accomplishing work performed during a given time period for a schedule activity or work breakdown structure component. Actual cost can sometimes be direct labor hours alone, direct costs alone, or all costs including indirect costs. Also referred to as the actual cost of work performed (ACWP). |
|
|
Term
|
Definition
| The time in calendar units between the actual start date of the schedule activity and either the data date of the project schedule if the schedule activity is in progress or the actual finish date if the schedule activity is complete. |
|
|
Term
| Administer Procurements [Process] |
|
Definition
| The process of managing procurements relationships, monitoring contract performance and making changes and corrections as needed. |
|
|
Term
| Analogous Estimating [Technique] |
|
Definition
| An estimating technique that uses the values of parameters, such as scope, cost, budget, and duration or measures of scale such as size, weight, and complexity from a previous, similar activity as the basis for estimating the same parameter or measure for a future activity. |
|
|
Term
|
Definition
| A category of projects that have common components significant in such projects, but are not needed or present in all projects. Application areas are usually defined in terms of eitehr the product (i.e. by similar technologies or production methods) or the type of customer (i.e. utilities, automotive, aerospace, information technologies). Application areas can overlap. |
|
|
Term
| Approved Change Request [Output/Input] |
|
Definition
| A change request taht has been processed through the integrated change control procesws and approved. |
|
|
Term
|
Definition
| Assumptions are factors that, for planning purposes are considered to be true, real, or certian without proof or demonstration. |
|
|
Term
| Assumptions Analysis [Technique] |
|
Definition
| A technique that explores the accuracy of assumptions and identifies risks of the project from inaccuracy, inconsistency, or incompletenss of assumptions. |
|
|
Term
|
Definition
| The right to apply project resources, expend funds, make decisions, or give approvals. |
|
|
Term
|
Definition
| The calculation of late finish dates and late start dates for the uncompleted portions of all schedule activites. Determined by working backwards through the schedule network logic for the project's end date. |
|
|
Term
|
Definition
| An approved plan for a project, plus or minus approved changes. It is compared to actual performance to determine if performance is within acceptable variance thresholds. Generally refers to the current basline, but may refer to the orginal or some other baseline. Usually used with a modifier (e.g. cost performance baseline, schedule baseline, performance measurement baseline, technical basline). |
|
|
Term
| Bottom-up Estimating [Technique] |
|
Definition
| A method of estimating a component of work. The work is decomposed into more detal. An estimate is prepared of what is needed to meet the requirements of each of the lower, more detailed peices of work, and these estimates are then aggregated into a total quality for the component of work. The accuracy of bottow-up estimating is driven by the size and complexity of the work identifed at the lower levels. |
|
|
Term
| Brainstorming [Technique] |
|
Definition
| A general data gathering and creativity technique that can be used to identify risks, ideas, or solutions to issues by using a group of team members or subject matter experts. |
|
|
Term
|
Definition
| The approved estimate for the project or any work breakdown structure component or any scheduel activity. |
|
|
Term
| Budget at Completion (BAC) |
|
Definition
| The sum of all the budgets established for the work to be performed on a project or a work breakdown structure component or a schedule activity. The total planned value for the project. |
|
|
Term
| Budgeted Cost of Work Performed (BCWP) |
|
Definition
|
|
Term
| Actual Cost of Work Performed (ACWP) |
|
Definition
|
|
Term
| Budgeted Cost of Work Scheduled (BCWS) |
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
| The acquirer of products, services, or results for an organization. |
|
|
Term
|
Definition
| The smallest unit of time used in scheduling a project. Calendar units are generally in hours, days, or weeks, but can also be in quarter years, months, shifts, or even in minutes. |
|
|
Term
|
Definition
| Identifying, documenting, approving or rejecting, and controlling changes to the project baselines. |
|
|
Term
| Change Control Board (CCB) |
|
Definition
| A formally consituted group of stakehholders responsible for reviewing, evaluating, approving, delaying, or rejecting changes to a project, with all decisions and recommendations being recorded. |
|
|
Term
| Change Control System [Tool] |
|
Definition
| A collection of formal documented procedures that define how project deliverables and documentation will be controlled, changed, and approved. In most application areas, the change control system is a subset fo the configuration management system. |
|
|
Term
|
Definition
| Requests to expand or reduces the project scope, modify policies, processes, plans or procedures, modify costs or budgets, or revise schedules. |
|
|
Term
|
Definition
|
|
Term
|
Definition
| A request, demand, or assertion of rights by a seller against a buyer, or vice versa, for consideration, compensation, or payment under the terms of a legally binding contract, such as for a disputed change. |
|
|
Term
| Close Procurements [Process] |
|
Definition
| The process of completing each project procurement. |
|
|
Term
| Close Project or Phase [Process] |
|
Definition
| The process of finalizing all activities across all of the Project Management Process Groups to formally complete the project or phase. |
|
|
Term
| Closing Processes [Process Group] |
|
Definition
| Those processes performed to finalize all activities across all Project Management Process Groups to formally close the project or phase. |
|
|
Term
|
Definition
| Any numbering system used to uniquely identify each component of the work breakdown structure. |
|
|
Term
| Collect Requirements [Process] |
|
Definition
| Collect Requirements is the process of defining the documenting stakeholders' needs to meet the project objectives. |
|
|
Term
|
Definition
| An organizational placement strategy where the prject team members are physically located close to one another in order to improve communications, working relationships, and productivity. |
|
|
Term
|
Definition
| A source of vaiation that is inherent in the system and predictable. On a control chart, it appears as part of the random of the randowm process variation (i.e. variation from a process that would be considered normal or not usual), and is indicated by a random pattern or points within the control limits. Also referred to as random cause. Oposite of special cause. |
|
|
Term
| Communication Management Plan [Output/Input] |
|
Definition
| The document that describes: the communication needs and expectations for the project; how and in what format information will be communicated; when and where each communication will be made; and who is responsible for providing each type of communication. The communication management plan is contained in, or is a subsidiary plan of, the project management plan. |
|
|
Term
| Conduct Procurements [Process] |
|
Definition
| The process of obtaining seller responses, selecting a seller, and awarding a contract. |
|
|
Term
| Configuration Management System [Tool] |
|
Definition
| A subsystem of the overall project management system. It is a collection of formal documented procedures used to apply technical and administrative direction and surveillance to: identify and document the functional and physical characteristices of a product, result, service, or component; control changes to such characteristices; record and report each change and its implementation status; and support the audit of the products, results, or components to verify conformance to requirements. It includes the documentation, tracking systems, and defined approval levels necessary for authorizing and controlling changes. |
|
|
Term
|
Definition
| The state, quality, or sense of being restricted to a given course of action or inaction. An applicable restriction or limitation, either internal or external to a project; which wil affect the performance of the project or a process. For example, a schedule constraint is any limitation or restraint placed on the project schedule that affects when a schedule activity can be scheduled and is usually in the form of fixed imposed dates. |
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
| Contingency Reserve [Input/Output] |
|
Definition
| The amounts of funds, budget, or time needed above the estimate to reduce risk of overruns of project objectives to a level acceptable to the 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
| Comparing actual performance with planned performance, analyzing variances, assessing trends to effect process improvements, evaluating possible alternatives, and recommending appropriate corrective actions as needed. |
|
|
Term
|
Definition
| A management control point where scope, budge(resource plans), actual cost, and schedule are integrated and compared to earned value for performance measurement. |
|
|
Term
|
Definition
| A graphic display of process data over time and against established control limits, and that has a centerline that assists in detecting a trend of plotted values toward either control limit. |
|
|
Term
|
Definition
| The process of monitoring the status of the project to update the project budget and manageing changes to the cost baseline. |
|
|
Term
|
Definition
| The area composed of three standard deviations on either side of the centerline, or mean, of a normal distribution of data plotted on a control chart that reflects the expected variation in the data. |
|
|
Term
| Control Schedule [Process] |
|
Definition
| The process of monitoring the status of the project to update project progress and managing changes to the schedule baseline. |
|
|
Term
|
Definition
| The process of monitoring the status of the project and the product scope and managing changes to the scope baseline. |
|
|
Term
|
Definition
|
|
Term
|
Definition
| Documented direction for executing the project work to bring expected future performance of the project work in line with the project management plan. |
|
|
Term
| Cost Management Plan [Output\Input] |
|
Definition
| The document that sets out the format and establishes the activities and criteria for planning, structuring, and controlling the project costs. The cost management plan is contained in, or is a subsidiary plan of, the project management plan. |
|
|
Term
| Cost of Quality (COQ) [Technique] |
|
Definition
| A method of determining the costs incurred to ensure quality. Prevention and appraisal cost (cost of conformance) include costs for quality planning, quality control (QC) and quality assurance to ensure compliance to requirements (i.e. training, QC systems). Failure costs (cost of nonconformance) includes costs to rework products, components, or processes that are non-compliant, costs of warranty work and waste, and loss of reputation. |
|
|
Term
|
Definition
| A specific version of the time-phased budget used to compare actual expenditures to planned expenditures to determine if preventive or corrective action is needed to meet the project objectives. |
|
|
Term
| Cost Performance Index (CPI) |
|
Definition
| A measure of cost efficiency on project. It is the ratio of earned value (EV) to the actual cost (AC). CPI = EV/AC |
|
|
Term
|
Definition
|
|
Term
| Cost-Plus-Fixed-Fee (CPFF) Contract |
|
Definition
| A type of cost-reimbursable contract where the buyer reimburses the seller for the seller's allowable costs (allowable costs are defined by the contract) plus a fixed amount of profit (fee). |
|
|
Term
| Cost-Plus-Incentive-Fee (CPIF) Contract |
|
Definition
| A type of cost-reimbrsable contract where the buyer reimburses the seller for the seller's allowable costs (allowable costs are defined by the contract), and the seller earns its profit it it meets defined performance criteria. |
|
|
Term
| Cost-Reimbursable Contract |
|
Definition
| A type of contract involving payment to the seller for the seller's actual costs, plus a fee typically representing seller's profit. Cost-reimbursable contracts often include incentive clauses where, if the seller meets or exceeds selected project objectives, such as schedule targets or total cost, then the seller receives from the buyer an incentive or bonus payment. |
|
|
Term
|
Definition
| A measure of cost performance on a project. It is the difference between the earned value (EV) and the acutal cost (AC). CV = EV-AC |
|
|
Term
|
Definition
|
|
Term
|
Definition
| A specific type of project schedule compression technique performed by taking action to decrease the total project schedule duration after analyzing a number of alernatives to determine how to get the maximum schedule duration compression of the least additional cost. Typical approahes for crashing a schedule incluse reducing the schedule activity durations and increasing the assignment of resources on schedule activities. |
|
|
Term
|
Definition
| The process of subdividing project deliverables and project work into smaller, more manageable components. |
|
|
Term
|
Definition
| Standards, rules, or tests on which a judgement or decision can be bases, or by which a project, service, result or process can be evaluated. |
|
|
Term
|
Definition
| Any schedule activity on a critical path in a project schedule. Most commonly determined by using the critical path method. Although some activites are "critical", in the dictionaly sense, without being on the critical path, this meaning is seldom used in the project context. |
|
|
Term
| Critical Chain Method [Technique] |
|
Definition
| A schedule metwork analysis technique that modifies the project schedule to account for limited resources. |
|
|
Term
|
Definition
| Generally, but not always, the sequence of schedule activities that determines the duration of the project. It is the longest path through the project. |
|
|
Term
| Critical Path Methodology (CPM) [Technique] |
|
Definition
| A schedule network analysis technique used to determine the amount of scheduleing flexibility (the amount of float) on various logical network paths in the project schedule network, and to determine the minimus total project duration. Early start and finish dates are calculated my means of a forward pass, using a specified start date. Late start and finish dates are calculated by means of a backward pass, starting from a specified start date, which sometimes is the project early finish date determined during the forward pass calculation. |
|
|
Term
|
Definition
| The date up to or through which the project's reporting system has provided actual status and accomplishments. Also called as-of date and time-now date. |
|
|
Term
| Decision Tree Analysis [Technique] |
|
Definition
| The decision tree is a diagram that describes a decision under consideration and the implications of choosing one or another of the available alternatives. It is used when some future senarios or outcomes of actions are uncertain. It incorporates probabilites and the cost or rewards of each logial path of events and future decisions, and uses expected monetary value analysis to help the organization identify the relative values of alternate actions. |
|
|
Term
| Decomposition [Technique] |
|
Definition
| A planning technique that subdivides the project scope and project deliverables into smaller, more manageable components, until the project work associated with accomplishing the project scope and providing the deliverables is defined in sufficient detail to support executing, monitoring, and controlling the work. |
|
|
Term
|
Definition
| An imperfection or deficiency in a project component where that component does not meet its requirements or specifications and needs to be either repaired or replaced. |
|
|
Term
|
Definition
| The formally documented identification of a defect in a project component with a recommendation to either repair the defect or completely replace the component. |
|
|
Term
| Define Activites [Process] |
|
Definition
| The process of identifying the specific actions to be performed to produce the project deliverables. |
|
|
Term
|
Definition
| The process of developing a detailed descripton of the project and product. |
|
|
Term
| Deliverable [Output/Input] |
|
Definition
| Any unique and verifiable product, result, or capability to perform a service that must be produced to complete a process, phase, or project. Often used more narrowly in reference to an external deliverable, with is a deliveralbe that is subject to approval by the project sponser or customer. |
|
|
Term
| Delphi Technique [Technique] |
|
Definition
| An information gathering technique used as a way to reach a consensus of experts on a subject. Experts on the subject participate in this technique anonymously. A facilitator uses a questionnaire to solicit ideas about the important projects points related to the subject. The responses are summarized and are then recirculated to the experts for further comment. Consensus may be reached in a few rounds of this process. The Delphi technique helps reduce bias in the data and keeps any one person from having undue influence on the outcome. |
|
|
Term
|
Definition
|
|
Term
| Determine Budget [Process] |
|
Definition
| The process of aggrigating the estimated costs of individual activities or work packages to establish an authorized cost basline. |
|
|
Term
| Develop Human Resource Plan [Process] |
|
Definition
| The process of identifying and documenting project roles, responsibilities, and required skills, reporting relationships, and creating a staffing management plan. |
|
|
Term
| Develop Project Charter [Process] |
|
Definition
| The process of developing a document that formally authorizes a project or a phase and documenting initial requirements that satisfy the stakeholder's needs and expectations. |
|
|
Term
| Develop Project Management Plan [Process] |
|
Definition
| The process of documenting the actions necessary to define, prepare, integrate, and coordinate all subsidiary plans. |
|
|
Term
| Develop Project Team [Process] |
|
Definition
| The process of improving the competencies, team interaction and the overall team environment to enhance project performance. |
|
|
Term
| Direct and Manage Project Execution [Process] |
|
Definition
| The process of performing the work defined in the project management plan to achieve the prject's objectives. |
|
|
Term
| Distribute Information [Process] |
|
Definition
| The process of making relevant information available to project stakeholders as planned. |
|
|
Term
|
Definition
| The total number of work periods (not including holidays or other nonworking periods) required to complete a schedule activity or work breakdown stucture component. Usually expressed as workdays or workweeks. Sometimes incorrectly equated with elapsed time. |
|
|
Term
|
Definition
| In the critical path method, the earliest possible point in time on which the uncompleted portions of a schedule activity (or the project)can finish, based on the schedule network logic, the data date, and any schedule constraints. Early finish dates can change as the project progresses ans as changes are made to the project management plan. |
|
|
Term
|
Definition
| In the critical path method, the earliest possible point in time on which the uncompleted portions of a scheduel activity (or the project) can start, based on the schedule network logic, the data date, and any schedule constraints. Eearly start dates can change as the project progresses and as chages are made to the project management plan. |
|
|
Term
|
Definition
| The value of work performed expressed in terms of the approved budget assigned to that work for a schedule activity or work breakdown structure component. EV=BCWP |
|
|
Term
| Earned Value Management (EVM) |
|
Definition
| A management methodology for integrating scope, schedule, and resources, and for objectively measuring project performance and progress. Performance is measured by determining the budgeted cost of work performed (EV) and comparing it to the actual of work performed (AC). |
|
|
Term
| Earned Value Technique (EVT)[Technique] |
|
Definition
| A specific technique for measureing the performance of work and used to establish the performance measurement baseline (PMB). |
|
|
Term
|
Definition
| The number of labor units required to complete a schedue activity or work breakdown structure component. Usually expressed as staff hours, staff days, or staff weeks. |
|
|
Term
| Enterprise Environmental Factors (EEF) [Output/Input} |
|
Definition
| Any or all external environmental factors and interanl organizational enviromental factors that surrond or influence the project's success. These factors are from any or all of the enterprises involved in the project, and include organizational culture and structure, infrastructure, existing resources, commercial databases, market conditions and project management software. |
|
|
Term
|
Definition
| A quantitative assessment of the likely amout or outcome. Usually applied to project costs, resources, effor and durations and is usually preceded by a modifier (preliminarly, conceptual, feasibility, order of magnitude, definitive). It should always include some indication of accuracy (+ or - x percent.) |
|
|
Term
| Estimate Activity Durations [Process] |
|
Definition
| The process of approximating the number of work periods needed to complete individual activites with estimated resources. |
|
|
Term
| Estimate Activity Resources [Process] |
|
Definition
| The process of estimating the type and quantites of material, people, equipment or supplies required to perform each activity. |
|
|
Term
| Estimate at Completion (EAC) [Output/Input] |
|
Definition
| The expected total cost of a schedule activity, a work breakdown structure component, or the project when the defined scope of work will be completed. The EAC may be calculated based on performance to date or estimated by the project team based on other factors, in which case it is oftern referred to as the lasted revised estimate. |
|
|
Term
|
Definition
| The process of developing an approximation of the monetary resources needed to complete project activities. |
|
|
Term
| Estimate to Complete (ETC) [Output/Input] |
|
Definition
| The expected cost needed to complete all the remaining work for a schedule activity, work breakdown structure component, or the project. |
|
|
Term
|
Definition
| Directing, managing, performing, and accomplishing the project work, providing the deliverables, and providing work performance information. |
|
|
Term
| Executing Processes [Process Group] |
|
Definition
| Those processes performed to complete the work defined in the project management plan to satisfy the project objectives. |
|
|
Term
| Expected Monetary Value [EMV] Analysis |
|
Definition
| A stitistical technique that calculates the average outcome when the future includes scenarios that may or may not happen. A common use of this technique is within decision tree analysis. |
|
|
Term
| Expert Judgement [Technique] |
|
Definition
| Judgement provided based upon expertise in an application area, knowledge area, discipline, industry as appropriate for the activity being performed. Such expertise may be provided by any group or person with specialized education, knowledge, skill, experience or training. |
|
|
Term
| Failure Mode and Effect Analysis (FMEA) [Technique] |
|
Definition
| An analytical procedure in which each potential failure mode in every component of a product is analyzed to determine its effect on the reliability fo that component and, by itself or in combination with other possible failure modes, on the reliability of the product or system and on the required function of the component; or the examination of a product (at the system and/or lower levels) for all ways that a failure may occur. For each potential failure, an estimate is made of its effect on the total system and of its impact. In addition, a review is undertaken of the action planned to minimize the probability of failure and to minimize its effects. |
|
|
Term
| Fast Tracking [Technique] |
|
Definition
| A specific project schedule compression technique that changes network logic to overlap phases that would normally be done in sequence, such as the design phase and construction phase, or to perform scjedi;e activities in parallel. |
|
|
Term
|
Definition
| The logical relationship where completion of work of the successor activity cannont finish until the completion of work of the predecessor activity. |
|
|
Term
|
Definition
| The logical relationship where initation of work of the successor activity depends upon the completion of work of the predecessor activity. |
|
|
Term
| Firm-Fixed-Price (FFP) Contract |
|
Definition
| A type of fixed price contract where the buyer pays the seller a set amount (as defined by the contract), regardless of the seller's costs. |
|
|
Term
| Fixed-Price-Incentive-Fee (FPIF) Contract |
|
Definition
| A type of contract where the buyer pays the seller a set amount (as defined by the contract), and the seller can earn an additional amount if the seller meets defined performance criteria. |
|
|
Term
|
Definition
|
|
Term
|
Definition
| The depiction in a diagram format of the inputs, process actions, and outputs of one or more processes within a system. |
|
|
Term
|
Definition
| An estimate or prediction of conditions and events in theh project's future based on information and knowlege available at the time of the forecast. The information is based ont he project's past performance and expected future performance, and includes information that could impact the project in the future, such as estimate at completion and estimate to complete. |
|
|
Term
|
Definition
| The calculation of the early start and early finish dates for the uncompleted portions of all network activities. |
|
|
Term
|
Definition
| The amount of time that a schedule activity can be delayed without delaying the early start date of any immediately following schedule activities. |
|
|
Term
|
Definition
| Someone with management authority over an organization unti within a fuctional organization. The manager of any group that actually makes a product or performs a service. Sometimes called a line manger. |
|
|
Term
|
Definition
| A hierarchical organization where each employee has one clear superior, and staff are group by areas of specialization and managed by a person with expertise in that area. |
|
|
Term
|
Definition
| A graphic display of schedule-related information. In the typical bar chart, schedule activites or work breakown structure components are listed down the left side of the chart, dates are shown across the top and activity durations are shown as date-placed horizontal bars. |
|
|
Term
|
Definition
| A category or rank used to distinguish items that have the same fuctional use (hammer) but do not share the same requirments for quality (different hammers may need to withstnad different amounts of force). |
|
|
Term
|
Definition
|
|
Term
|
Definition
| Documents and data on prior projects including project files, records, correspndence, closed contracts, and closed projects. |
|
|
Term
|
Definition
| A document describing how roles and responsibilities, reporting relationshiops, and staffing managment will be addressed and structured for the project. It is contained in or is a subsidiary plan of the project management plan. |
|
|
Term
|
Definition
| The process of determining which risks may affect the project and documenting their characteristics. |
|
|
Term
| Identify Stakeholders [Process] |
|
Definition
| The process of identifying all people or organizations impacted by the project, and documenting relevant information regarding their interests, involvement, and impact on project success. |
|
|
Term
|
Definition
| A fixed date imposed on a schedule activity or schedule milestone, usually in the form of a "start no ealier than" and "finish no later than" date. |
|
|
Term
|
Definition
| A graphical representation of situations showing causal influences, time ordering of events, and other relationships amoung variables and outcomes. |
|
|
Term
| Initiating Processes [Process Group] |
|
Definition
| Those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase. |
|
|
Term
|
Definition
| Any item, whether internal or external to the project that is required by a process before the process proceeds. May be an output from a redecessor process. |
|
|
Term
|
Definition
| Examining or measuring to verify whether an activity, component, product, result, or service conforms to specified requirments. |
|
|
Term
|
Definition
| Generally, this term is equivalent to request for proposal. However, in some application areas, it may have a narrower or more specific meaning. |
|
|
Term
|
Definition
| A point or matter in question or in dispute, or a point or matter that is not settled and is under discussion or over which there are opposing views or disagreements. |
|
|
Term
|
Definition
| A modification of a logical relationship that directs a delay in the successor activity. For example, in a finish-to-start dependency with a ten-day lag, the successor activity cannot start until ten days after the predecessor activity has finished. |
|
|
Term
|
Definition
| In the critical path method, the latest possible point in time that a schedule activity may becompleted based upon the schedule network logic, the project completion date, and any constraints assigned to the schedule activities without violating a schedule constraint or delaying the project completion date. The late finish dates are determined during the backward pass calculation of the project scheule network. |
|
|
Term
|
Definition
| In the critical path method, the latest possible point in time that a schedule activiy may begin based upon the schedule network logic, the project completion date, and any constraints assigned to the schedule activities witout violating a scheulde constraint or delaying the project completion date. The late start dates are determined during the backward pass calculation of the project schedule network. |
|
|
Term
|
Definition
| In the critical path method, the latest possible point in time that a schedule activiy may begin based upon the schedule network logic, the project completion date, and any constraints assigned to the schedule activities witout violating a scheulde constraint or delaying the project completion date. The late start dates are determined during the backward pass calculation of the project schedule network. |
|
|
Term
|
Definition
| A modification of logical relationship that allows an acceleration of the sucessor activity. For example, in a finish-to-start dependency with a ten-day lead, the successor activity can start ten days before the predecessor activity has finished. A negative lead is equivalent to a positve lag. |
|
|
Term
| Lessons Learned [Output/Input] |
|
Definition
| The learning gained from the process of performing the project. Lessons learned can be identified at any point. Also considered a project record, to be includede in the lessons learned knowlege baseline. |
|
|
Term
| Lessons Learned Knowlege Baseline |
|
Definition
| A store of historical information and lessons learned about both the outcomes of previous project selection decisions and previous prject performance. |
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
| A document used to record and discribe or denote selected items identified during execution of a process or activity. Usually used with a modifier, such as issue, quality control, action or defect. |
|
|
Term
|
Definition
| A dependency between two project schedule activities, or between a project schedule activity and a scheule milestone. The four possilbe types of logical relationships are: Finish-to-Start, Finish-to-Finish, Start-to-Start, and Start-to-Finish. |
|
|
Term
| Manage Project Team [Process] |
|
Definition
| The process of tracking team member performance, providing feedback, resolving issues, and managing changes to optimize project performance. |
|
|
Term
| Manage Stakeholder Expectations [Process] |
|
Definition
| The process of communication and working with stakeholders to meet their needs and address issues as they occur. |
|
|
Term
|
Definition
| A summary-level project schedule that identifies the major deliverables and work breakdown structure components and key schedule milestones. |
|
|
Term
|
Definition
| The aggregated of things used by an organization in any undertaking, such as equipment, apparatus, tools, machinery, gear, materical and supplies. |
|
|
