|
Acceptance
Criteria
|
The conditions that must be met before
project deliverables are accepted.
|
|
Activity
List
|
A documented list of actions, activities,
and work that must be performed.
|
|
Activity
|
A task or set of tasks that are carried out
in order to create an assignable deliverable.
|
|
Ad
Hoc Tasks
|
Tasks that arise unexpectedly or are not
planned in advance.
|
|
Aggregate
Planning
|
A process to develop, analyze, and maintain
a preliminary, approximate schedule of the overall operations of an
organization.
|
|
Agile
Crystal
|
A family of Agile methods (like Crystal
Clear, Crystal Yellow) focused on principles that prioritize people and their
interactions.
|
|
Agile
Transformation
|
The process of transforming an
organization's form and functions to adopt the Agile methodologies and
values.
|
|
Agile
|
An iterative and incremental project
management approach that emphasizes flexibility and customer satisfaction.
|
|
Analogous
Estimating
|
A cost estimation technique that uses the
cost of previous, similar projects as a baseline to estimate the cost of the
current project.
|
|
Assumption
|
A belief considered true without
verification, used for planning purposes.
|
|
Baseline
|
The original plan plus or minus approved
changes.
|
|
BCWP
(Budgeted Cost of Work Performed)
|
Represents the money budgeted for the work
that has been performed up to a particular point in time.
|
|
Benefit
Cost Ratio (BCR)
|
A financial metric used to determine the
relative value of projects. It calculates the benefit provided by a project
against its costs.
|
|
Bottleneck
|
A point of congestion or blockage in a
system or process, which limits throughput and slows down production or
progress.
|
|
BPM
(Business Process Management)
|
A systematic approach to optimizing and
managing an organization's business processes
|
|
Business
Forecasting
|
The process of estimating or predicting
future developments in business, based on past and present data.
|
|
Change
Control
|
A process that ensures that any changes made
to a project are introduced in a controlled and coordinated manner.
|
|
Change
Management
|
The systematic approach to dealing with
change both from the perspective of an organization and the individual.
|
|
Change
Request
|
A formal proposal to modify any document,
deliverable, or baseline.
|
|
Charter
|
A document that authorizes a project,
specifying the stakeholders and detailing the scope and objectives.
|
|
Closing
Process Group
|
The processes used to finalize all
activities to formally close a project.
|
|
Communication
Log
|
A record of all communication activities,
including sender, receiver, date, message, and medium.
|
|
Communication
Plan
|
A document that details how project
information will be conveyed to stakeholders.
|
|
Conflict
Management
|
The practice of identifying and handling
conflicts in a productive manner.
|
|
Constraint
|
A factor that limits the team's options,
like budget, resources, or timeline.
|
|
Contingency
Plan
|
A plan devised for events that might happen
in the future.
|
|
Convergent
Thinking
|
A process of narrowing down multiple ideas
into a single solution.
|
|
Cost
Management Plan
|
A plan that details how project costs will
be managed and controlled.
|
|
Crisis
Management
|
The process by which an organization deals
with disruptive and unexpected events that threaten to harm the organization
or stakeholders.
|
|
Critical
Path
|
The sequence of stages determining the
minimum time needed for an operation.
|
|
Cross-team
|
Involving collaboration between different
teams or groups within an organization.
|
|
Decision
Log
|
A document that records and tracks decisions
made during a project.
|
|
Decision
Matrix
|
A tool used to evaluate and prioritize a
list of options based on specific criteria.
|
|
Deliverable
|
Any tangible outcome, result, or item that
is produced to complete a project.
|
|
Delphi
Technique
|
An information-gathering technique used in
decision-making where anonymous responses from experts are aggregated to come
to a consensus.
|
|
Dependencies
|
Relationships between activities where one
activity relies on another to start or finish.
|
|
Divergent
Thinking
|
A way of generating many ideas in the
brainstorming phase and exploring all possible solutions.
|
|
Earned
Value Management (EVM)
|
A performance measurement framework that
integrates scope, cost, and schedule metrics.
|
|
Effective
Communication
|
The exchange of information so that the
message is accurately received and understood by the other party.
|
|
Estimate
at Completion (EAC)
|
A forecast of how much the project will cost
upon completion.
|
|
EVM
(Earned Value Management)
|
A technique used to track project
performance and progress by comparing planned values with actual values.
|
|
Execution
Process Group
|
The processes used to complete the work
defined in the project management plan.
|
|
Fallback
Plan
|
An alternative plan that can be implemented
if the original plan fails.
|
|
Feasibility
Study
|
An assessment of how practical an idea is
based on various factors.
|
|
Float
|
The amount of time an activity can be
delayed without delaying the project.
|
|
Forward
Pass Project Management
|
A technique used in the critical path method
to determine the earliest start and finish times for each activity.
|
|
Gantt
Chart
|
A horizontal bar chart representing the
sequence and duration of tasks within a project.
|
|
Gold
Plating
|
Adding extra features or functions to a
product that were not originally specified, usually without the customer's
knowledge or approval.
|
|
Initiating
Process Group
|
The processes performed to define and
authorize a new project.
|
|
Issue
|
An unforeseen problem that isn’t an
immediate risk but could turn into one if not addressed.
|
|
Iterative
Process
|
A process that approaches tasks through a
cycle of planning, executing, and evaluating.
|
|
Kick-off
Meeting
|
The official start of the project or phase.
|
|
Knowledge
Areas
|
Defined sets of project management
knowledge, with their associated processes, practices, inputs, outputs,
tools, and techniques.
|
|
Lessons
Learned
|
Documentation of experiences that can be
used for future reference.
|
|
Milestone
|
A significant event or achievement in the
project.
|
|
Mission
Critical
|
Essential to the core function or success of
a project or organization.
|
|
Monitoring
and Controlling Process Group
|
The processes required to track, review, and
regulate project performance.
|
|
Monte
Carlo Simulation
|
A mathematical technique that allows for
risk assessment by running multiple trial runs, or simulations, using random
variables.
|
|
MoSCoW
Prioritization Method
|
A technique used to prioritize requirements
by categorizing them as Must have, Should have, Could have, or Won't have.
|
|
Net
Present Value (NPV)
|
The difference between the present value of
cash inflows and outflows over a period of time. Used in capital budgeting to
analyze profitability.
|
|
Network
Diagram
|
A flowchart that illustrates a project's
sequential steps.
|
|
Objective
|
An intended outcome, meaning, or purpose.
|
|
Operations
Strategy
|
A long-term plan that outlines how a project
or organization will allocate resources to support infrastructure and
production.
|
|
Order
of Magnitude
|
An estimation given in broad ranges, often
used in the early phases of a project.
|
|
Organizational
Process Assets (OPAs)
|
Plans, processes, and knowledge bases
specific to and used by the performing organization.
|
|
Organizational
Project Management
|
The integration of all aspects of a project,
including strategy, portfolio, and program management.
|
|
Performance
Measurements
|
The outputs of performance measurement
processes, like KPIs.
|
|
Performance
Reporting
|
Documenting and providing information about
the performance of a project compared to the baseline.
|
|
PERT
(Program Evaluation Review Technique)
|
A statistical tool used in project
management to analyze and represent the tasks involved in completing a
project.
|
|
Planned
Value (PV)
|
The budgeted amount for the work that was
supposed to be done up to a particular point in time.
|
|
Planning
Fallacy
|
The tendency to underestimate the amount of
time needed to complete future tasks.
|
|
Planning
Process Group
|
The processes used to establish the total
scope of the effort, define and refine project objectives, and develop the
course of action.
|
|
PMBOK
(Project Management Body of Knowledge)
|
A set of standard guidelines and
terminologies for project management.
|
|
Portfolio
|
Projects, programs, sub-portfolios, and
operations managed as a group to achieve strategic objectives.
|
|
Prioritization
|
The action or process of deciding the
importance or order of tasks.
|
|
Program
Manager
|
A person responsible for managing several
related projects.
|
|
Program
|
A group of related projects managed in a
coordinated way.
|
|
Project
Baseline
|
A fixed reference point against which
project progress is measured.
|
|
Project
Charter
|
A formal document authorizing a project.
|
|
Project
Hierarchy
|
The breakdown of project elements and tasks
in descending order of detail.
|
|
Project
Life Cycle
|
The phases a project passes through from initiation
to close.
|
|
Project
Management Office (PMO)
|
A centralized unit that oversees the
management of projects.
|
|
Project
Management Plan
|
A formal document that defines how a project
will be executed, monitored, and controlled.
|
|
Project
Manager
|
The person responsible for the success of
the project.
|
|
Project
|
A temporary endeavor undertaken to create a
unique product, service, or result.
|
|
Proof
of Concept
|
A demonstration that verifies if a concept
or idea is feasible in real-world conditions.
|
|
Quality
Assurance (QA)
|
Processes that ensure required quality
standards are met.
|
|
Quality
Control (QC)
|
The process of evaluating overall project
performance.
|
|
Quality
|
The totality of features and inherent or
assigned characteristics that meet requirements and produce project success.
|
|
Raid
Log
|
A project management tool used to track
Risks, Assumptions, Issues, and Dependencies.
|
|
Requirements
|
A condition or capability needed by
stakeholders.
|
|
Resource
Breakdown Structure (RBS)
|
A hierarchical representation of resources
by category and type.
|
|
Resource
Calendar
|
A calendar that shows the availability and
non-availability of resources.
|
|
Resource
Planning
|
Determining what resources (people,
equipment, materials) are needed in what quantities to complete a project.
|
|
Resource
|
Skilled professionals, equipment, services,
supplies, commodities, or funds.
|
|
Risk
Management Plan
|
A plan detailing the approach to manage
uncertainty.
|
|
Risk
Mitigation
|
Strategies and practices to reduce or
control the probability or impact of negative events.
|
|
Risk
Owner
|
The individual or entity responsible for
managing risks.
|
|
Risk
|
An uncertain event or condition that may
affect project objectives.
|
|
Root
Cause
|
The fundamental reason for the occurrence of
a problem.
|
|
Schedule
Variance (SV)
|
The difference between the earned value and
the planned value in a project.
|
|
Scope
Baseline
|
The approved version of a scope statement,
WBS, and its associated WBS dictionary.
|
|
Scope
Creep
|
Uncontrolled changes or continuous growth in
project scope.
|
|
Scope
Management Plan
|
A plan detailing how project scope will be
defined, validated, and controlled.
|
|
Scope
|
The sum of the products, services, and
results produced in a project.
|
|
Scrum
Master
|
An individual in scrum methodology who
ensures the team adheres to scrum practices and principles.
|
|
Scrum
of Scrums
|
A meeting in which representatives from
multiple scrum teams discuss their work and align on priorities.
|
|
Situational
Leadership
|
A leadership style that changes based on the
maturity and capability level of the followers.
|
|
Soft
Costs
|
Non-tangible costs such as administrative
and personnel costs.
|
|
Stakeholder
Management Plan
|
A plan detailing strategies to engage
stakeholders.
|
|
Stakeholder
|
Individuals, groups, or organizations who
may affect or be affected by a decision, outcome, or deliverable.
|
|
Standard
Operating Procedure (SOP)
|
A set of step-by-step instructions to help
teams carry out complex routine operations.
|
|
Status
Report
|
A report summarizing the current status of a
project.
|
|
Steering
Committee
|
A group of high-level stakeholders
responsible for providing guidance on overall strategic direction.
|
|
Strategic
Initiatives
|
Efforts or projects undertaken to support an
organization's long-term strategic objectives.
|
|
Stretch
Goals
|
Objectives set intentionally high to
encourage extraordinary effort and performance.
|
|
Task
Analysis
|
Breaking down a task into steps and
components to understand its nature and requirements.
|
|
Task
|
A defined piece of work.
|
|
Team
Building
|
Activities or exercises aimed at improving
team performance and morale.
|
|
Team
|
A group of individuals working together to
deliver project requirements.
|
|
Theory
of Constraints
|
A management philosophy that focuses on
identifying and removing constraints to increase throughput.
|
|
Time
Blocking
|
Allocating specific blocks of time for
specific activities or tasks.
|
|
Time
Cost
|
The monetary value associated with the time
required to complete a task or project.
|
|
Triple
Constraint
|
The combination of the three most
significant restrictions on any project
|
|
Use
Case
|
A description of how users will use a system
or product to achieve specific goals.
|
|
Validation
|
The assurance that a product, service, or
system meets the needs of the customer and other identified stakeholders.
|
|
Variance
|
The difference between what was planned and
what was actually achieved.
|
|
Vendor
Management
|
The process of controlling costs, driving
service excellence, and mitigating risks in outsourcing processes.
|
|
Vertical
Slice
|
A type of deliverable that demonstrates
functionality across multiple layers of a solution.
|
|
Work
Breakdown Structure (WBS)
|
A hierarchical decomposition of the total
scope of work.
|
|
Working
Styles
|
The typical ways in which individuals or
groups approach and carry out tasks.
|
|
|
|
|
|
|
|
|