1. Inclusions and Exclusions
This glossary includes terms that are:
• Unique or nearly unique to project management (e.r., scope statement, work
package, work breakdown structure, critical path method).
This glossary generally does not include:
• Application area-specific terms (e.g., project prospectus as a legal
document—unique to real estate development).
As a result of the above inclusions and exclusions, this glossary includes:
• A preponderance of terms related to Project Scope Management and Project
Time Management, since many of the terms used in these two knowledge areas are unique or nearly
unique to project management.
2. Common Acronyms
3. Definitions
Many of the words defined here have broader, and in some cases different, dictionary
definitions.
• Terms used as part of the definitions, and are defined in the glossary,
are shown in italics.
Accountability Matrix. See
responsibility assignment matrix.
Activity. An element of work performed during the course of a project. An activity
normally has an expected duration, an expected cost, and expected resource requirements.
Activities are often subdivided into tasks.
Activity Definition. Identifying the specific activities that must be performed in order
to produce the various project deliverables.
Activity Description (AD). A short phrase or label used in a project network diagram. The
activity description normally describes the scope of work of the activity.
Activity Duration Estimating. Estimating the number of work periods which will be needed
to complete individual activities.
Activity-On-Arrow (AOA). See
arrow diagramming method.
Activity-On-Node (AON). See
precedence diagramming method.
Actual Cost of Work Performed (ACWP). Total costs incurred (direct and indirect) in
accomplishing work during a given time period. See also
earned value.
Actual Finish Date (AF). The point in time that work actually ended on an activity.
(Note: in some application areas, the activity is considered "finished" when work is
"substantially complete".)
Actual Start Date (AS). The point in time that work actually started on an activity.
Administrative Closure. Generating, gathering, and disseminating information to formalize
project completion.
Application Area. A category of projects that have common elements not present in all
projects. Application areas are usually defined in terms of either the product of the
project (i.e., by similar technologies or industry sectors) or the type of customer (e.g.,
internal vs. external, government vs. commercial). Application areas often overlap.
Arrow. The graphic presentation of an activity. See also
arrow diagramming method.
Arrow Diagramming Method (ADM). A network diagramming technique in which activities
are represented by arrows. The tail of the arrow represents the start and the head
represents the finish of the activity (the length of the arrow does not represent the
expected duration of the activity). Activities are connected at points called nodes
(usually drawn as small circles) to illustrate the sequence in which the activities are
expected to be performed. See also
precedence diagramming method.
As-of Date. See data date.
Backward Pass. The calculation of late finish dates and late start dates for the
uncompleted portions of all network activities. Determined by working backwards through the
network logic from the project's end date. The end date may be calculated in a forward
pass or set by the customer or sponsor. See also
network analysis.
Bar Chart. A graphic display of schedule-related information. In the typical bar chart,
activities or other project elements 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. Also
called a
Gantt chart.
Baseline. The original plan (for a project, a work package, or an activity), plus or minus
approved changes. Usually used with a modifier (e.g., cost baseline, schedule baseline,
performance measurement baseline).
Baseline Finish Date. See
scheduled finish date.
Baseline Start Date. See
scheduled start date.
Budget At Completion (BAC). The estimated total cost of the project when done.
Budget Estimate. See
estimate.
Budgeted Cost of Work Performed (BCWP). The sum of the approved cost estimates
(including any overhead allocation) for activities (or portions of activities) completed
during a given period (usually project-to-date). See also
earned value.
Budgeted Cost of Work Scheduled (BCWS). The sum of the approved cost estimates
(including any overhead allocation) for activities (or portions of activities) scheduled to
be performed during a given period (usually project-to-date). See also
earned value.
Calendar Unit. The smallest unit of time used in scheduling the project. Calendar units
are generally in hours, days, or weeks, but can also be in shifts or even in minutes. Used
primarily in relation to
project management software.
Change Control Board (CCB). A formally constituted group of stakeholders responsible for
approving or rejecting changes to the project
baselines.
Change in Scope. See
scope change.
Chart of Accounts. 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. See also
code of accounts.
Code of Accounts. Any numbering system used to uniquely identify each element of the
work breakdown structure. See also
chart of accounts.
Communications Planning. Determining the information and communications needs of the
project stakeholders.
Concurrent Engineering. An approach to project staffing that, in its most general form,
calls for implementors to be involved in the design phase. Sometimes confused with
fast tracking.
Contingencies. See
reserve and
contingency planning.
Contingency Allowance. See
reserve.
Contingency Planning. The development of a management plan that identifies alternative
strategies to be used to ensure project success if specified risk events occur.
Contingency Reserve. A separately planned quantity used to allow for future situations
which may be planned for only in part (sometimes called "known unknowns"). For example, rework
is certain, the amount of rework is not. Contingency reserves may involve cost, schedule, or
both. 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.
Contract. A contract is a mutually binding agreement which obligates the seller to provide
the specified product and obligates the buyer to pay for it. Contracts generally fall into
one of three broad categories:
Contract Administration. Managing the relationship with the seller.
Contract Close-out. Completion and settlement of the contract, including resolution of all
outstanding items.
Control. The process of comparing actual performance with planned performance, analyzing
variances, evaluating possible alternatives, and taking appropriate
corrective action as needed.
Control Charts. Control charts are 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.
Corrective Action. Changes made to bring expected future performance of the project into
line with the plan.
Cost Budgeting. Allocating the cost estimates to individual project components.
Cost Control. Controlling changes to the project budget.
Cost Estimating. Estimating the cost of the resources needed to complete project
activities.
Cost of Quality. The costs incurred to ensure quality. The cost of quality includes
quality planning, quality control, quality assurance, and rework.
Cost Performance Index (CPI). 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. See also
earned value.
Cost Plus Fixed Fee (CPFF) Contract. A type of
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).
Cost Plus Incentive Fee (CPIF) Contract. A type of
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 if it meets defined performance criteria.
Cost Variance (CV). (1) Any difference between the estimated cost of an activity and the
actual cost of that activity. (2) In
earned value,
BCWP less
ACWP.
Crashing. Taking action to decrease the total project duration after analyzing a number of
alternatives to determine how to get the maximum duration compression for the least cost.
Critical Activity. Any activity on a
critical path.
Most commonly determined by using the
critical path method.
Although some activities are "critical" in the dictionary sense without being on the critical
path, this meaning is seldom used in the project context.
Critical Path. In a
project network diagram,
the series of activities which determines the earliest completion of the project.
The critical path will generally change from time to time as activities are completed ahead of
or behind schedule. Although normally calculated for the entire project, the critical path can
also be determined for a
milestone or
subproject. The critical path is usually defined as
those activities with float less than or equal to a specified value, often zero. See
critical path method.
Critical Path Method (CPM). A
network analysis technique used to predict
project duration by analyzing which sequence of activities (which
path) has the
least amount of scheduling flexibility (the least amount of
float).
Early dates are calculated by means of a
forward pass
using a specified start date. Late dates are calculated by means of a
backward pass
starting from a specified completion date (usually the forward pass's calculated project
early finish date).
Current Finish Date. The current estimate of the point in time when an activity will be
completed.
Current Start Date. The current estimate of the point in time when an activity will
begin.
Data Date (DD). The point in time that separates actual (historical) data from future
(scheduled) data. Also called
as-of date.
Definitive Estimate. See
estimate.
Deliverable. Any measurable, tangible, verifiable outcome, result, or item that must be
produced to complete a project or part of a project. Often used more narrowly in
reference to an external deliverable, which is a deliverable that is subject to
approval by the project sponsor or customer.
Dependency. See
logical relationship.
Dummy Activity. 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.
Duration (DU). The number of work periods (not including holidays or other non-working
periods) required to complete an activity or other project element. Usually expressed
as workdays or workweeks. Sometimes incorrectly equated with elapsed time. See also
effort.
Duration Compression. Shortening the project schedule without reducing the project scope.
Duration compression is not always possible and often requires an increase in project cost.
Early Finish Date (EF). In the
critical path method, the earliest possible
point in time on which the uncompleted portions of an activity (or the project) can finish based
on the network logic and any schedule constraints. Early finish dates can change as the project
progresses and changes are made to the project plan.
Early Start Date (ES). In the
critical path method, the earliest possible
point in time on which the uncompleted portions of an activity (or the project) can start, based
on the network logic and any schedule constraints. Early start dates can change as the project
progresses and changes are made to the project plan.
Earned Value (EV). (1) 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. See also
actual cost of work performed,
budgeted cost of work scheduled,
budgeted cost of work performed,
budgeted cost of work scheduled,
cost variance,
cost performance index,
schedule variance, and
schedule performance index.
(2) The budgeted cost of work performed
for an activity or group of activities.
Earned Value Analysis. See definition (1) under
earned value.
Effort. The number of labor units required to complete an activity or other project
element. Usually expressed as staffhours, staffdays, or staffweeks. Should not be confused
with duration.
Estimate. An assessment of the likely quantitative result. Usually applied to project
costs and durations and should always include some indication of accuracy (e.g.,
± x percent). Usually used with a modifier (e.g., preliminary, conceptual, feasibility).
Some application areas have specific modifiers that imply particular accuracy
ranges (e.g., order-of-magnitude estimate, budget estimate, and definitive estimate
in engineering and construction projects).
Estimate At Completion (EAC). 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. Also shown as "estimated at completion".
Often shown as EAC = Actuals-to-date + ETC. See also
earned value and
estimate to complete.
Estimate To Complete (ETC). 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 estimate based on project performance to date. Also called
"estimated to complete". See also
earned value and
estimate at complete.
Event-on-Node. A network diagramming technique in which events are represented by boxes
(or nodes) connected by arrows to show the sequence in which the events are to
occur. Used in the original
Program Evaluation and Review Technique.
Exception Report. Document that includes only major variations from plan (rather than all
variations).
Expected Monetary Value. The product of an event's probability of occurrence and the gain
or loss that will result. For example, if there is a 50 percent probability that it will
rain, and rain will result in a $100 loss, the expected monetary value of the rain
event is $50 (.5 x $100).
Fast Tracking. Compressing the project schedule by overlapping activities that would
normally be done in sequence, such as design and construction. Sometimes confused with
concurrent engineering.
Finish Date. A point in time associated with an activity's completion. Usually qualified by one
of the following: actual, planned, estimated, scheduled, early, late, baseline, target
or current.
Finish-to-Finish (FF). See
logical relationship.
Finish-to-Start (FS). See
logical relationship.
Firm Fixed Price (FFP) Contract. A type of
contract where the buyer pays
the seller a set amount (as defined by the contract) regardless of the seller's costs.
Fixed Price Contract. See
firm fixed price contract.
Fixed Price Incentive Fee (FPIF) Contract. 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 it meets defined performance criteria.
Float. The amount of time that an activity may be delayed from its early start without
delaying the project finish date. Float is a mathematical calculation and can change as the
project progresses and changes are made to the project plan. Also called slack, total
float, and path float. See also
free float.
Forecast Final Cost. See
estimate at completion.
Forward Pass. The calculation of the early start and early finish dates for the
uncompleted portions of all network activities. See also
network analysis and
backward pass.
Free Float (FF). The amount of time an activity can be delayed without delaying the
early start
of any immediately following activities. See also
float.
Functional Organization. An organization structure in which staff are grouped
hierarchically by specialty (e.g., production, marketing, engineering, and accounting at the top
level; with engineering, further divided into mechanical, electrical, and others).
Gantt Chart. See
bar chart.
Grade. A category or rank used to distinguish items that have the same functional use
(e.g.,"hammer") but do not share the same requirements for quality (e.g., different
hammers may need to withstand different amounts of force).
Graphical Evaluation and Review Technique (GERT). A
network analysis
technique that allows for conditional and probabilistic treatment of
logical relationships
(i.e., some activities may not be performed).
Hammock. An aggregate or summary activity (a group of related activities is shown as one
and reported at a summary level). A hammock may or may not have an internal
sequence. See also subproject and
subnet.
Hanger. An unintended break in a
network path.
Hangers are usually caused by missing
activities or missing
logical relationships.
Information Distribution. Making needed information available to project
stakeholders in a timely manner.
Initiation. Committing the organization to begin a project phase.
Integrated Cost/Schedule Reporting. See
earned value.
Invitation for Bid (IFB). Generally, this term is equivalent to
request for proposal.
However, in some application areas it may have a narrower or more specific meaning.
Key Event Schedule. See
master schedule.
Lag. A modification of a
logical relationship
which directs a delay in the successor task.
For example, in a finish-to-start dependency with a 10-day lag, the successor activity
cannot start until 10 days after the predecessor has finished. See also
lead.
Late Finish Date (LF). In the
critical path method, the latest possible
point in time that an activity may be completed without delaying a specified milestone (usually
the project finish date).
Late Start Date (LS). In the
critical path method, the latest possible
point in time that an activity may begin without delaying a specified milestone (usually the
project finish date).
Lead. A modification of a
logical relationship
which allows an acceleration of the successor task. For example, in a finish-to-start
dependency with a 10-day lead, the successor activity can start 10 days before the predecessor
has finished. See also
lag.
Level of Effort (LOE). Support-type activity (e.g., vendor or customer liaison) that does
not readily lend itself to measurement of discrete accomplishment. It is generally
characterized by a uniform rate of activity over a specific period of time.
Leveling. See
resource leveling.
Life-cycle Costing. The concept of including acquisition, operating, and disposal costs
when evaluating various alternatives.
Line Manager. (1) The manager of any group that actually makes a product or performs a
service. (2) A functional manager.
Link. See logical relationship.
Logic. See network logic.
Logic Diagram. See
project network diagram.
Logical Relationship. A dependency between two project activities, or between a project
activity and a milestone. See also
precedence relationships.
The four possible types of logical relationships are:
Loop. A
network path
that passes the same node twice. Loops cannot be analyzed using traditional
network analysis techniques such as
CPM and
PERT. Loops are allowed in
GERT.
Management Reserve. A separately planned quantity used to allow for future situations
which are impossible to predict (sometimes called ``unknown unknowns'').
Management reserves may involve cost or schedule. Management reserves are intended
to reduce the risk of missing cost or schedule objectives. Use of management
reserve requires a change to the project's cost baseline.
Master Schedule. A summary-level schedule which identifies the major
activities and key milestones. See also
milestone schedule.
Mathematical Analysis. See
network analysis.
Matrix Organization. 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.
Milestone. A significant event in the project, usually completion of a major
deliverable.
Milestone Schedule. A summary-level schedule which identifies the major milestones.
See also
master schedule.
Mitigation. Taking steps to lessen risk by lowering the probability of a risk
event's occurrence or reducing its effect should it occur.
Modern Project Management (MPM). A term used to distinguish the current broad range
of project management (scope, cost, time, quality, risk, etc.) from narrower,
traditional use that focused on cost and time.
Monitoring. The capture, analysis, and reporting of project performance, usually as
compared to plan.
Monte Carlo Analysis. A schedule risk assessment technique that performs a project
simulation many times in order to calculate a distribution of likely results.
Near-Critical Activity. An
activity that has low
total float.
Network. See project network diagram.
Network Analysis. The process of identifying early and late start and finish dates
for the uncompleted portions of project activities. See also
Critical Path Method,
Program Evaluation and Review Technique, and
Graphical Evaluation and Review Technique.
Network Logic. The collection of activity dependencies that make up a
project network diagram.
Network Path. Any continuous series of connected activities in a
project network diagram.
Node. One of the defining points of a network; a junction point joined to some or all
of the other dependency lines. See also
arrow diagramming method and
precedence diagramming method.
Order of Magnitude Estimate. See
estimate.
Organizational Breakdown Structure (OBS). A depiction of the project organization
arranged so as to relate
work packages to organizational units.
Organizational Planning. Identifying, documenting, and assigning project roles,
responsibilities, and reporting relationships.
Overall Change Control. Coordinating changes across the entire project.
Parametric Estimating. An estimating technique that uses a statistical relationship
between historical data and other variables (e.g., square footage in construction, lines of
code in software development) to calculate an estimate.
Pareto Diagram. A histogram, ordered by frequency of occurrence, that shows how many
results were generated by each identified cause.
Path. A set of sequentially connected activities in a
project network diagram.
Path Convergence. In mathematical analysis, the tendency of parallel paths of
approximately equal duration to delay the completion of the milestone where they meet.
Path Float. See
float.
Percent Complete (PC). An estimate, expressed as a percent, of the amount of work which
has been completed on an activity or group of activities.
Performance Reporting. Collecting and disseminating information about project performance
to help ensure project progress.
Performing Organization. The enterprise whose employees are most directly involved in
doing the work of the project.
PERT Chart. A specific type of
project network diagram.
See Program Evaluation and Review Technique.
Phase. See
project phase.
Planned Finish Date (PF). See
scheduled finish date.
Planned Start Date (PS). See
scheduled start date.
Precedence Diagramming Method (PDM). A network diagramming technique in which
activities are represented by boxes (or nodes). Activities are linked by
precedence relationships
to show the sequence in which the activities are to be performed.
Precedence Relationship. The term used in the
precedence diagramming method for a
logical relationship.
In current usage, however, precedence relationship, logical
relationship, and dependency are widely used interchangeably regardless of the
diagramming method in use.
Predecessor Activity. (1) In the
arrow diagramming method,
the activity which enters a
node. (2) In the
precedence diagramming method, the "from" activity.
Procurement Planning. Determining what to procure and when.
Program. A group of related projects managed in a coordinated way. Programs usually
include an element of ongoing activity.
Program Evaluation and Review Technique (PERT). An event-oriented
network analysis
technique used to estimate project duration when there is a high
degree of uncertainty with the individual activity duration estimates. PERT applies the
critical path method
to a weighted average duration estimate. Also given as
Program Evaluation and Review Technique.
Project. A temporary endeavor undertaken to create a unique product or service.
Project Charter. A document issued by senior management that provides the project
manager with the authority to apply organizational resources to project activities.
Project Communications Management. A subset of project management that includes the
processes required to ensure proper collection and dissemination of project
information. It consists of
communications planning,
information distribution,
performance reporting, and
administrative closure.
Project Cost Management. A subset of project management that includes the processes
required to ensure that the project is completed within the approved budget. It
consists of
resource planning,
cost estimating,
cost budgeting, and
cost control.
Project Human Resource Management. A subset of project management that includes the
processes required to make the most effective use of the people involved with the
project. It consists of
organizational planning,
staff acquisition, and
team development.
Project Integration Management. A subset of project management that includes the
processes required to ensure that the various elements of the project are properly
coordinated. It consists of
project plan development,
project plan execution, and
overall change control.
Project Life Cycle. A collection of generally sequential
project phases
whose name and number are determined by the control needs of the organization or organizations
involved in the project.
Project Management (PM). The application of knowledge, skills, tools, and techniques to
project activities in order to meet or exceed stakeholder needs and expectations
from a project.
Project Management Body of Knowledge (PMBOK). An inclusive term that describes the
sum of knowledge within the profession of project management. As with other
professions such as law, medicine, and accounting, the body of knowledge rests with
the practitioners and academics who apply and advance it. The PMBOK includes
proven, traditional practices which are widely applied as well as innovative and
advanced ones which have seen more limited use.
Project Management Professional (PMP). An individual certified as such by the Project
Management Institute.
Project Management Software. A class of computer applications specifically designed to aid
with planning and controlling project costs and schedules.
Project Management Team. 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.
Project Manager (PM). The individual responsible for managing a project.
Project Network Diagram. Any schematic display of the logical relationships of project
activities. Always drawn from left to right to reflect project chronology. Often
incorrectly referred to as a
"PERT chart".
Project Phase. A collection of logically related project activities, usually culminating
in the completion of a major
deliverable.
Project Plan. 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 detailed.
Project Plan Development. Taking the results of other planning processes and putting
them into a consistent, coherent document.
Project Plan Execution. Carrying out the project plan by performing the activities
included therein.
Project Planning. The development and maintenance of the
project plan.
Project Procurement Management. A subset of project management that includes the
processes required to acquire goods and services from outside the performing
organization. It consists of
procurement planning,
solicitation planning,
solicitation,
source selection,
contract administration, and
contract close-out.
Project Quality Management. A subset of project management that includes the processes
required to ensure that the project will satisfy the needs for which it was undertaken.
It consists of
quality planning,
quality assurance, and
quality control.
Project Risk Management. A subset of project management that includes the processes
concerned with identifying, analyzing, and responding to project risk. It consists of
risk identification,
risk quantification,
risk response development and
risk response control.
Project Schedule. The planned dates for performing activities and the planned dates for
meeting milestones.
Project Scope Management. A subset of project management that includes the processes
required to ensure that the project includes all of the work required, and only the
work required, to complete the project successfully. It consists of
initiation,
scope planning,
scope definition,
scope verification and
scope change control.
Project Team Members. The people who report either directly or indirectly to the project
manager.
Project Time Management. A subset of project management that includes the processes
required to ensure timely completion of the project. It consists of
activity definition,
activity sequencing,
activity duration estimating,
schedule development and
schedule control.
Projectized Organization. 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.
Quality Assurance (QA). (1) The process of evaluating overall project performance on a
regular basis to provide confidence that the project will satisfy the relevant
quality standards. (2) The organizational unit that is assigned responsibility for quality
assurance.
Quality Control (QC). (1) 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. (2) The organizational unit that is assigned
responsibility for quality control.
Quality Planning. Identifying which quality standards are relevant to the project and
determining how to satisfy them.
Remaining Duration (RDU). The time needed to complete an activity.
Request for Proposal (RFP). A type of bid document used to solicit proposals from
prospective sellers of products or services. In some application areas it may have a
narrower or more specific meaning.
Request for Quotation (RFQ). Generally, this term is equivalent to
request for proposal.
However, in some application areas it may have a narrower or more specific meaning.
Reserve. A provision in the project plan to mitigate cost and/or schedule risk. Often
used with a modifier (e.g.,
management reserve,
contingency reserve) to provide
further detail on what types of risk are meant to be mitigated. The specific meaning of the
modified term varies by
application area.
Resource Leveling. Any form of
network analysis in which scheduling
decisions (start and finish dates) are driven by resource management concerns
(e.g., limited resource availability or difficult-to-manage changes in resource levels).
Resource-Limited Schedule. A project schedule whose start and finish dates reflect
expected resource availability. The final project schedule should always be resource-limited.
Resource Planning. Determining what resources (people, equipment, materials) are needed
in what quantities to perform project activities.
Responsibility Assignment Matrix (RAM). A structure which relates the project
organization structure to the
work breakdown structure
to help ensure that each
element of the project's scope of work is assigned to a responsible individual.
Responsibility Chart. See
responsibility assignment matrix.
Responsibility Matrix. See
responsibility assignment matrix.
Retainage. A portion of a contract payment that is held until contract completion in
order to ensure full performance of the contract terms.
Risk Event. A discrete occurrence that may affect the project for better or worse.
Risk Identification. Determining which risk events are likely to affect the project.
Risk Quantification. Evaluating the probability of risk event occurrence and effect.
Risk Response Control. Responding to changes in risk over the course of the project.
Risk Response Development. Defining enhancement steps for opportunities and mitigation
steps for threats.
S-Curve. Graphic display of cumulative costs, labor hours, or other quantities, plotted
against time. The name derives from the S-like shape of the curve (flatter at the beginning
and end, steeper in the middle) produced on a project that starts slowly,
accelerates, and then tails off.
Schedule. See
project schedule.
Schedule Analysis. See
network analysis.
Schedule Compression. See
duration compression.
Schedule Control. Controlling changes to the project schedule.
Schedule Development. Analyzing activity sequences, activity durations, and resource
requirements to create the project schedule.
Schedule Performance Index (SPI). The ratio of work performed to work scheduled
(BCWP
/BCWS).
See earned value.
Schedule Variance (SV). (1) Any difference between the scheduled completion of an
activity and the actual completion of that activity. (2) In
earned value,
BCWP less
BCWS.
Scheduled Finish Date (SF). The point in time work was scheduled to finish on an
activity. The scheduled finish date is normally within the range of dates delimited by the
early finish date
and the late finish date.
Scheduled Start Date (SS). The point in time work was scheduled to start on an
activity. The scheduled start date is normally within the range of dates delimited by the
early start date and the
late start date.
Scope. The sum of the products and services to be provided as a project.
Scope Change. Any change to the project scope. A scope change almost always requires an
adjustment to the project cost or schedule.
Scope Change Control. Controlling changes to project scope.
Scope Definition. Decomposing the major deliverables into smaller, more manageable
components to provide better control.
Scope Planning. Developing a written scope statement that includes the project
justification, the major deliverables, and the project objectives.
Scope Verification. Ensuring that all identified project deliverables have been
completed satisfactorily.
Should-Cost Estimates. An
estimate of the cost of a product or service
used to provide an assessment of the reasonableness of a prospective contractor's proposed cost.
Slack. Term used in
PERT for
float.
Solicitation. Obtaining quotations, bids, offers, or proposals as appropriate.
Solicitation Planning. Documenting product requirements and identifying potential
sources.
Source Selection. Choosing from among potential contractors.
Staff Acquisition. Getting the human resources needed assigned to and working on the
project.
Stakeholder. Individuals and organizations who are involved in or may be affected by
project activities.
Start Date. A point in time associated with an activity's start, usually qualified by
one of the following: actual, planned, estimated, scheduled, early, late, target, baseline, or
current.
Start-to-Finish. See
logical relationship.
Start-to-Start. See
logical relationship.
Statement of Work (SOW). A narrative description of products or services to be
supplied under contract.
Subnet. A subdivision of a
project network diagram usually representing
some form of subproject.
Subnetwork. See
subnet.
Successor Activity. (1) In the
arrow diagramming method, the activity which
departs a node. (2) In the
precedence diagramming method, the "to" activity.
Target Completion Date (TC). An imposed date which constrains or otherwise modifies the
network analysis.
Target Schedule. See
baseline.
Team Development. Developing individual and group skills to enhance project
performance.
Team Members. See
project team members.
Time-Scaled Network Diagram. Any
project network diagram drawn in such a way that
the positioning and length of the activity represents its duration. Essentially, it is a bar
chart that includes
network logic.
Target Finish Date (TF). The date work is planned (targeted) to finish on an activity.
Target Start Date (TS). The date work is planned (targeted) to start on an activity.
Total Float (TF). See
float.
Total Quality Management (TQM). A common approach to implementing a quality
improvement program within an organization.
Workaround. A response to a negative risk event. Distinguished from
contingency plan in
that a workaround is not planned in advance of the occurrence of the risk event.
Work Breakdown Structure (WBS). A deliverable-oriented grouping of project elements
which organizes and defines the total scope of the project. Each descending level
represents an increasingly detailed definition of a project component. Project
components may be products or services.
Work Package. A deliverable at the lowest level of the
work breakdown structure.
A work package may be divided into activities.
• Not unique to project management, but used differently or with a narrower
meaning in project management than in general everyday usage (e.g., early start date, activity,
task).
• Terms whose use in project management do not differ in any material way
from everyday use (e.g., contract).
• Compound terms whose meaning is clear from the combined meaning of the
component parts.
• Variants when the meaning of the variant is clear from the base term (e.g.,
exception report is inclued, exception reporting is not).
• Many terms from Project Quality Management, since these terms are used more
narrowly than in their everyday usage.
• Relatively few terms related to Project Human Resource Management, Project
Risk Management, and Project Communications Management, since most of the terms used in these
knowledge areas do not differ significantly from everyday usage.
• Relatively few terms related to Project Cost Management and Project
Procurement Management, since many of the terms used in these knowledge areas have narrow
meanings that are unique to a particular application area.
The definitions use the following conventions:
• When synonyms are included, no definition is given and the reader is
directed to the preferred term (ie., see preferred term).
• Related terms that are not synonyms are cross-referenced at the end of the
definition (ie., see also related term).
• Fixed price or lump sum contracts—this category of contract involves a fixed
total price for a well-defined product. Fixed price contracts may also include
incentives for meeting or exceeding selected project objectives such as schedule targets.
• Cost reimbursable contracts—this category of contract involves payment
(reimbursement) to the contractor for its actual costs. Costs are usually classified
as direct costs (costs incurred directly by the project, such as wages for
members of the project team) and indirect costs (costs allocated to the project by
the performing organization as a cost of doing business, such as salaries for
corporate executives). Indirect costs are usually calculated as a percentage of
direct costs. Cost reimbursable contracts often include incentives for meeting
or exceeding selected project objectives such as schedule targets or total cost.
• Unit price contracts—the contractor is paid a preset amount per unit of service
(e.g., $70 per hour for professional services or $1.08 per cubic yard of earth
removed) and the total value of the contract is a function of the quantities
needed to complete the work.
• Finish-to-start—the "from" activity must finish before the "to"
activity can start.
• Finish-to-finish—the "from" activity must finish before the "to"
activity can finish.
• Start-to-start—the "from" activity must start before the "to" activity
can start.
• Start-to-finish—the "from" activity must start before the "to" activity
can finish.
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