PMP Glossary

Accepted deliverables: Deliverables that have met project requirements and the product acceptance
criteria are known as accepted deliverables.
Activity attributes: The activity attributes document is a companion to the activity list. It provides
sufficient detail to fully describe the activity, and any supplementary information about activity, such
as its relationships, constraints, assumptions, dependencies, and responsible people.
Activity cost estimates: Activity cost estimates are a complete accounting of all component costs,
such as labor, resources, services, fees, licenses, of a scheduled activity. These can be presented in
detail or summary form.
Activity duration estimates: Activity duration estimates are the work periods required to complete a
scheduled activity. There are many factors that influence duration, including resource availability, multitasking, and risks.
Activity list: The activity list is the complete list of project activities that are needed to produce the
work packages. It's decomposed from the WBS work packages. The activity list is a component of the
project management plan.
Activity resource requirements: The activity resource requirements document describes the
resource needs at the activity level, which can be aggregated up to the work package level. It focuses on the
resource types and quantities needed.
Affinity diagrams: Affinity diagrams help address complex issues through brainstorming and then
categorizing the problems and solutions.
Alternatives identification: Finding alternatives looks for different approaches in performing the
work required by the project or in the methods for achieving the project's objectives. Alternatives
identification is applicable to many project components.
Analogous estimating: Analogous estimating is a form of expert judgment that uses similar
activities from past projects to provide duration or cost estimates.
Arrow diagramming method: A method for producing project schedule network diagrams, ADM
produces activity-on-arrow (AOA) diagrams. These are schematics that show activity sequencing and
relationships. AOA diagrams can show only finish-to-start relationships and use "dummy" activities to
indicate relationships.
Assumptions log: The assumptions log is a complete list of all project assumptions, usually created as
part of project risk management.

Basis of estimates: This is the supporting detail to the activity cost estimates. What
it contains depends upon the project and activity type, but it includes documentation on
how the estimate was arrived at, what assumptions were made, what constraints were in
place, its range of accuracy, and the confidence level in the estimate.
Benchmarking: Benchmarking compares processes between different organizations,
helping to generate ideas for improvement and to provide a measurement basis by
helping the organization determine what the "standard" is.
Bidder conferences: A bidder conference or vendor conference is a forum open to all
invited
sellers,
and it gives the buyer an opportunity to make sure that all sellers understand the
procurement
requirements.
Bottom-up estimating: Bottom-up estimating looks at all the components of an
activity in order to provide estimates. These component estimates are then aggregated to
derive an estimate for the activity. This is in comparison to top-down estimating, which
relies heavily on expert judgment and looks only at the activity at high, overall level.
Brainstorming: Brainstorming is a generalized term applied to a large number of
different techniques in which group members spontaneously share ideas, often dealing
with alternative approaches and problem-solving.
Business case: The business case provides the strategic and financial justification for
the
project.
It
includes a narrative and benefit/cost information. The exact content of the business case
will
usually
depend upon the organization's policies, the type of project, and the effort and cost of the
project.

Cause and effect diagram: A cause and effect diagram shows what factors can be
contributing to an issue or problem. It's also known as a fishbone diagram or an Ishikawa
diagram.
Change control system: The project change control system is the documented
procedures by which changes to the project can be introduced, documented, reviewed, and
approved or declined. The change control system is part of Integrated Change Control and
the PMIS.
Change log: The change log tracks all requested changes to any component of the project.
It
includes
a full description of the proposed change, including assessment information about the
change,
such
as impact, cost, time, and risk. The change log also contains the final disposition of the
change
request.
Changes (approved): These are requested changes that have been approved.
Approved
changes
require updates to the project management plan, project documents, and usually one or
more
project
baselines.

Changes (requested): These are desired changes to the project scope, policies or
procedures, cost or
budget, or project schedule. These change requests from this process become inputs to the
Perform
Integrated Change Control process which will review, evaluate, and decide upon the change
requests.
Preventative and corrective actions as well as defect repairs begin as change requests.
Checklist analysis: Checklist analysis refers to the constant improvement of risk
identification
checklists.
Claims administration: A claim is a demand by one of the contract parties for
adjustments
(usually
financial) in contract terms as a method of relief. Unforeseen events, misunderstandings,
and
even
approved contract changes can have unexpected financial impacts to the buyer or seller
which
can
result in claims. Claims have legal ramifications, so there are proscribed methods for
managing
them.
Coercive: One of the five bases of power, coercive power comes from the ability to
apply
negative
influences onto others, like reprimands, demotions, terminations, or other punishments.
Though there

are times that this form of power is needed for short-term compliance, it is the least effective
because over time it will lead to resentment and become less effective.
Communication methods: Communication methods are how information is shared.
Methods
fall
into three broad categories: interactive communication, push communication, and
pull
communication.
Communication models: Communication models illustrate how information passes
from the sender to the receiver(s). They include encoding, feedback, medium, noise, and
decoding.
Communications management plan: The communications management plan is a
subsidiary plan of the project management plan, and it details the communications needs
and requirements of the project and of the stakeholders, assigns responsibility, details
the frequency and methods for communication elements, and defines the escalation paths
for issues.
Communications requirements analysis: Communications requirements analysis
identifies the minimum information, type, format, and frequency needed that will
contribute to the project's success or where a lack of communication can lead to failure.
Composite resource calendar: This project calendar shows the availability of
named human resources on the project as well as their skills. See also resource calendars.
Configuration management system: The configuration management system is
the formalized process for ensuring what the impact of changes will be throughout the
organization for the product. Constrained optimization methods: The are
complex, mathematical models used for project selection. It includes linear/non-linear
programming, integer programming, dynamic programming, and multi-objective
programming.
Constraint: A constraint is a limitation or boundary, usually related to requirements,
cost, time, quality, risk, or personnel, which restrict how much work can be undertaken.
Contract: A contract is a legally binding document that establishes the buyer and seller
relationship. A contract describes the obligations and responsibilities of both parties.
Contract change control system: The contract change control system is part of
integrated change control. The system ensures that paperwork, tracking, communication,
and approval processes are fully followed and integrated with the project change control
system.
Contract management plan: Some contracts are large or complex enough to
require
a
contract
management plan, which provides an easy-to-follow summary of the contract intended for
the
buyer's
organization that includes the activities, deliverables, responsibilities, reporting,
management
and
control process, and closeout procedures for the contract. The contract management
plan
is
a
component of the project management plan. Projects with more than one contract may have
multiple
contract management plans.
Contract statement of work: See procurement statement of work.
Control chart: A control chart is a type of run chart that is used to determine whether a
process is in control or out of control. The control chart is also known as the Shewhart

chart, named after Walter Shewart who first developed them in the 1920s. If a process is in
control, the chart can be used to accurately determine future performance.
Cost-benefit analysis: Cost-benefit analysis helps determine the appropriate tradeoff between quality and the cost to achieve that level of quality.
Cost change control system: Part of the overall project change control system, the
cost change
control system is the documented procedures by which changes to project cost baseline
can be
introduced, documented, reviewed, and approved or declined. The change control system
is part of
the configuration management system, and used in Integrated Change Control.
Cost of quality: The cost of quality quantifies the cost of adhering to the expected level of
quality in
the deliverables. It is a time and financial determination based on the needed level of
quality the
deliverable must meet.

Cost management plan: The cost management plan is a part of the project
management plan, and it provides guidance for all the cost processes. It establishes how
project costs will be planned for, estimated, organized, reported on, forecasted, and
managed.
Cost performance baseline: See project cost performance baseline.
Critical chain method: The critical chain method is a schedule network analysis
technique that addresses resource scarcity. It uses buffers strategically placed on the
critical chain to allow for potential bottlenecks.
Critical path method: CPM is a schedule network analysis technique that uses the
critical path, early and late starts, and early and late finishes to manage critical activities
within the schedule.
Customer: A key project role, this is the entity that will be the consumer of the project's
product, service, or result. It could be a company, group, department, or individual. This is
sometimes also referred to as the client, consumer, or user.

Decomposition: Decomposition breaks down larger items into manageable

components. For example, in the creation of the WBS the deliverables are decomposed into
work packages. In the case of activity definition, the WBS work packages are decomposed
into scheduled activities.
Deliverables: Deliverables are not just the final product, service, or result of the
project. They include anything that's needed to produce the project's objectives and
perform project management activities that are described in the project scope.
Design of experiments: Design of experiments is a statistical method that can help
make processes and products more efficient by mathematically simulating changes all at
once to the variables
affecting the process.

Earned value management: Earned value management mathematically measures the

performance of the project. It also provides a way to forecast future performance based on
what's happened thus far with the project.
Enterprise environmental factors: Any of the many enterprise environmental
factors
and
systems
that influence the project should be considered. These factors can include its
personnel,
its
organizational culture, its tolerance of risk, and its formal and informal hierarchy.
Organizations
may
also have custom or commercial analytical databases that can include cost estimating,
risk,
or
demographic data. Even elements outside the enterprise, like business conditions and
political
climate can influence projects.
Expert (power): One of the five bases of power, as its name implies, expert power comes
from ones expertise, knowledge, talents, skills, or experience.
Expert judgment: Expert judgment is based upon the experience and knowledge of
subject matter experts. It's used to assess and evaluate the inputs and the information they
contain.

Facilitated workshops: Facilitated workshops are interactive discussions with

participants usually conducted informally to encourage an open dialogue. Facilitated
workshops are central to many different methodologies, and include Quality Function
Deployment, Voice of the Customer, and Joint Application Development.
Fishbone diagram: See cause and effect diagram.
Flowchart: A flowchart is a graphical representation of a process, showing sequential
activities, branches, and decision points within the process.
Focus groups: Focus groups are moderated discussions with a group of people usually
conducted informally and centered on well-defined subjects.

Force field analysis: Force field analysis helps to visualize the pro and con forces
involved in an
issue or situation. The premise behind this technique is that a situation is held in
equilibrium by two sets of opposing forces. Driving forces are those striving for change,
and restraining forces are those desiring the status quo.
Forecasts: Forecasts are predictions for future project performance. Forecasting methods
include
time series methods, casual/econometric methods, judgmental methods, and other
approaches.
Functional manager: Functional managers are the heads of organizational or business
units and normally control the human resources.
Funding limit reconciliation: Funding limit reconciliation matches the project's
planned need for funding with the organization's ability to provide that funding. It can be
thought of as "resource leveling" for finances because it reschedules activities to make sure
that the budget for the scheduled activities doesn't exceed the available budget for that
period.
Functional organization: A functional organization is based on departmental, specialty,
or business lines, such as accounting, marketing, sales, customer service, information
systems, and so on. This is the most common organizational structure, and its where each
person reports to one superior and functional managers are in charge of personnel.
Future value (FV): FV computes the value of money at a point in the future. We all
know that $1 today will not have the same purchasing power in the future, so the future
value formula accounts for this time value of money. It uses the interest rate and the
number of periods to calculate what the future value of money will be. A higher future
value is preferred. Using future value, if the interest rate is 5 percent, $1 today will be
worth $1.05 next year.

Gold plating: Gold plating is when requirements or deliverables are added to the project
scope that are not expressly requested by the customer or needed to meet the projects
objectives.
Governance: Governance is simply a detailed description of exactly how the
project will be managed and what methodologies will be followed --sometimes called a
governance document.
Group creativity techniques: These techniques encourage lateral thinking for
creative problemsolving or identifying innovative solutions. They include brainstorming,
idea and mind mapping, affinity diagrams, and nominal group technique.
Group decision making techniques: These are group techniques for reaching a
decision. At the root they involve decisions based on unanimity, majority, plurality, or
dictatorship.

Histogram: A histogram is a column chart that shows a collection of measurements

grouped into categories, and it helps identify trouble-spots.
Human resource plan: The human resource plan contains the details on how the
project
will
be
staffed, roles and responsibilities, and how the project team will be trained, evaluated,
compensated,
rewarded, and released from the project. The human resource plan contains the subsidiary
staffing

management plan.

Inspection: Inspection activities are the testing, measurement, review, and

examination of the deliverable to determine whether it's in compliance with the quality
requirements. The inspection methods used will differ depending upon the deliverable types.
Interviews: Interviews are any formal or informal interaction technique involving
questions. Ishikawa diagram: See cause and effect diagram.
Issue log: The issue log is a written document that helps manage project issues
relating to stakeholders, including project team members.

Lags: Lags cause a delay between the finish of one activity and the start of the successor
activity.
Leads: Leads cause two activities to occur (for some period of time) in parallel when they'd
normally have been sequential.
Legitimate (power): One of the five bases of power (and also known as formal and
normative power), legitimate power comes from an internalized belief that through
anothers position, title, or hierarchy, that person has a superior level of power.

Make-or-buy analysis: A make-or-buy analysis is a general management technique

that considers both qualitative and quantitative factors to determine whether it's more
efficient, less costly, or better quality to meet the need in-house or externally.
Make-or-buy decision: The determination and its rationale as to whether the
project need is developed by the project team or procured from outside sources are
documented in a document referred to as the make-or-buy decision.
Matrix diagrams: Matrix diagrams are tools that help decision-making by prioritizing
issues or ideas. Theyre useful when there are many different valuable ideas because it
can help introduce some objectivity into the prioritization discussions.
Matrix organization: A matrix organization is a mix between functional and
projectized
organization, and they may range from a weak to a balanced to a strong matrix. Matrix
organizations
are still vertically arranged by departments, business units, or expertise. But they have an
additional
alignment by projects, products, or similar classification that stretches beyond the vertical
alignment.
Milestone list: The milestone lists contains all project milestones regardless of
whether
they
originated from the customer, enterprise, stakeholders, or the project team. The list also
identifies
whether each milestone is optional or mandatory. The milestone list is a component of the
project
management plan.

Net present value (NPV): NPV converts future monies to present values, (as does
present value) but its more precise because it takes into account money being received while
the project is underway. It shows future cash flows discounted back to present value
expressed as a percentage rate of return. As with present value, a higher net present value is a
better choice.
Networking: Networking is a tool of Develop Human Resource Plan, and it involves the
formal and informal interaction between others in the enterprise, profession, or industry.
Networking can include conferences, electronic communities, luncheons, trade groups, and
seminars.
Nominal group techniques: Nominal group technique (NGT) is a brainstorming
derivative that involves not only group brainstorming but individualized brainstorming.
It's useful for new groups where the members aren't yet familiar with each other, the issue
is controversial, or there are group members who are more vocal than others.

Observations: These are interactive participation or passive observation to collect

data, such as viewing how a process is performed. It's useful for defining and measuring
existing processes, identifying improvements, and collecting requirements.
Operational managers: Business unit or departmental managers oversee specific
business areas. Operational areas are stakeholders and project team members for projects
whose deliverables impact business processes or will be used by operational units.
Operations: Operations are the ongoing efforts an organization must undertake to sustain
its core business. Just like projects, operational items have deadlines, are performed by
people, and have some constraints on time and money. They are usually planned,
controlled, and to some extent result in a unique product, service or result. But operational
items are not projects.

Opportunity cost: Opportunity cost is the monetary value that is forgone when one
action is chosen over another. For us, it simply reflects what money is lost by choosing
one project over another, and its the entire value of the opportunity not chosen. For
example, if project A was valued at $50,000 and project B was valued at $80,000 then
choosing project A results in a lost opportunity cost of $80,000 (the entire value of project
B).
Organization charts and position descriptions: These documents describe the
project roles,
hierarchy, reporting relationships, and responsibilities. They include project organization
charts,
position descriptions, role-responsibility-authority forms, RAMs, and RACIs.
Organizational process assets: Organizational process assets are the source of
existing policies,
processes, organizational data and knowledge. These assets include the entire collection of
formal
and informal methodologies, policies, procedures, plans, and guidelines, as well as the
organization's
"knowledge base," which includes historical performance data, labor information,
service and
maintenance history, issue and defect history, project files, and financial data.
Organizational theories: These are sociological, behavioral, and psychological
theories that
describe how individuals, teams, groups, and other organizational units behave.

Parametric estimating: Parametric estimating uses mathematical formulas,

usually involving quantity and productivity rates, to determine estimates.
Pareto chart: A Pareto chart is a histogram chart showing the values in descending order.
By
illustrating the data in this manner, the chart can be used to hone in on the factors causing
the
biggest
impact.
Payback period: The payback period tells us how long it will take to recoup the
expense of the project, so a shorter payback period is better.
Performance measurements: Performance measurements, such as schedule
variance (SV) and schedule performance index (SPI) provide variance information on
current progress of the project compared to the planned level of work to be completed.
Performance reports: These provide performance reporting on activities,
accomplishments, progress, variances, and issues. They're an output of the communication
process Report Performance. Performing organization: This is the entity that is
performing the project work and managing the project. In contracting or outsourcing
situations, the performing organization may not be the customer's organization. This is
also referred to as the enterprise.
Phases: Phases are the activities that link the start of the project to the end of the
project, and they collectively make up the project life cycle. Phases will differ from
industry to industry, company to company, and even from project to project within the
same organization. There is no single bestpractice life cycle applicable across the board.
Plan-Do-Check-Act: The project management processes are heavily influenced by the
Plan-Do-

Check-Act cycle, which is also referred to as the PDCA, Deming Cycle, Shewhart Cycle, and
Deming Wheel. Plan-Do-Check-Act is the basic foundation for continual improvement
concepts in a wide variety of industries and disciplines.
Planning component: Planning components can be thought of as placeholders where
insufficient
information exists for detailed planning. Control accounts and planning packages are the two
types
of
planning components, and they are used in the WBS and activity list, usually as a result of
rolling
wave planning.
Planning packages: Planning packages are planning work packages in the WBS.
They're placed below planning components, and they are the node that holds the planning
activities, for example Planning for electrical work.

Portfolio: A portfolio is collection of projects whose objectives are not related to each
other. A portfolio is usually categorized in some method for overall management and
prioritization, for instance by department or business unit.
Portfolio Manager: Many organizations have business units, committees, or boards
that
serve
a
project selection panel and may require formal project reviews at various checkpoints
within
the
project.
Precedence diagramming method: A method for producing project schedule
network diagrams, PDM produces activity-on-node (AON) diagrams. These are
schematics that show activity sequencing and relationships.
Preliminary project scope statement: (PMBOK, 3rd ed.): A version of the scope
statement created during early initiation phases that helps provide a broad definition of
the deliverables and work needed for the project.
Present value (PV): PV determines what a future amount of money is worth in today's
values. If a project will return $1 next year, what is that dollar worth in todays value? The
present value formula is the inverse of the future value formula, and it converts future
money to reflect what its present value is by using the interest rate.
Process improvement plan: The process improvement plan is a subsidiary plan of
the
project
management plan. It describes how processes will be analyzed to find and remove nonvalue
added
activities.
Procurement audit: A procurement audit is a structured review and analysis of the
procurement
processes from start to finish with the intent to identify what worked well and where
improvements
need to be made. Procurement audits will look at the procurement process as a whole
Procurement documents: Procurement documents refers to the collection of written
materials that
provides the potential sellers all the information they need to develop and submit a bid or
proposal.
Procurement management plan: A component of the project management plan, the
procurement
management plan defines how the overall procurement needs of the project will be
planned,
executed, managed, monitored, and closed.
Procurement performance review: Procurement performance reviews are structured
reviews of the seller's progress thus far compared to the contract statement of work. These
can include a broad range of evaluations like quality, cost, schedule, process
effectiveness, and contract compliance. The purpose of a buyer-conducted
performance review is to gauge the seller's overall ability in performing the work
required under the contractual obligations.
Procurement statement of work: The procurement statement of work clearly
describes the deliverables, materials, specifications, milestones, requirements, acceptance
criteria, and any other characteristics applicable to a procurement need.
Product analysis: Product analysis: Product analysis is a tool that translates product
objectives into

tangible project requirements and deliverables by dissecting the product into components.
Product life cycle: The product life cycle compasses all the activities related to a
product from
inception until it is divested. This might include research and development, feasibility
studies,
product development, enhancements, training, upgrades, and ongoing maintenance.
Product scope: The product scope describes the characteristics and functionality of the
product,
service, or result. Compared to the project scope, it is more focused on explaining what the
product
will be and how it will be used.
Program: A programs is a collection of individual projects which supports a central
objective. The projects are still managed individually, but the project manager will work
with a program manager who oversees the collection of projects.
Progressive elaboration: This simply means that the project is developed in steps
and further refined in increments. As the project becomes better defined and new
information becomes available, the project plan is defined in greater and greater detail.

Project charter: The project charter formally authorizes the project and the project
manager. It also provides the business case, objectives, and success criteria of the project.
The charter provides the framework for project planning activities.
Project cost baseline: The project cost baseline is a time-phased budget that is used for
project cost management, monitoring, and reporting. It is commonly shown as an Scurve graph. The cost baseline is a component of the project performance baseline.
Project documents: Project documents support the project but are only indirectly
related
to
the
project management plan. They could include items such as schematics, diagrams, meeting
minutes,
logs, and so on.
Project funding requirements: Project funding requirements refers to the entire
estimated cost of the budget, including any contingency or management reserves.
Project initiator: The project initiator is the entity who initially proposes the project.
From the PMBOK perspective, the initiator is someone outside the project team because at
the time the project is initiated, it isnt yet formally a project.
Project life cycle: The project life cycle encompasses only those activities related to the
project's purpose. The project life cycle is made up of the project's phases.
Project management information system: The PMIS provide templates and
automated
tools
that
assist in the project management processes. A PMIS can include any number of
components
that
might assist in processes relating to scheduling, resources, configuration management,
change
control, and issues management. A PMIS also provides methods to collect and distribute
data
the
PMIS contains.
Project management methodology: The organization's project management
methodology is a tool of this process because it provides the exact procedures and policies
that will need followed for the project management activities.
Project Management Office (PMO): This is an organizational unit within some
companies that provides a coordinated, specialized, and focused oversight of projects,
portfolios, and programs. PMOs provide coordinated planning and prioritization of
projects. PMOs also provide project management training, methodology development,
templates, and guidance to project managers.
Project management plan: The project management plan details how the project will
be executed, managed, and controlled, including many subsidiary plans as to how
changes to major project components, such as scope, budget and schedule, will be handled,
and how important factors such as communication, risk, and quality will be managed. The
project management plan is the key source of information relating to project management for
the project.
Project management team: These are the people on the project team (along
with
the
project
manager) who are most actively involved in managing the project. The project management
team
may include people titled as project coordinator, project lead, lead contractor, lead
developer,
and
so
on.

Project manager: The one who's to ensure that the project is planned, executed, and
managed properly. He or she is ultimately responsible for ensuring the project is successful
and for balancing the competing demands of quality, time, cost, and scope.
Project schedule network diagrams: Project schedule network diagrams (PND) are
schematics that show the sequencing of activities and activity interrelationships. The two
types of diagrams are activity-on-arrow (AOA) and activity-on-node (AON).
Project schedule: The project schedule specifies the planned start and finish date for each
scheduled
activity. As specific resources are assigned, the project schedule includes those assignments.
Project
schedules are presented in different manners, some in summary form and some in detailed
form.
These include project schedule network diagrams or bar charts, such as Gantt charts.
Project scope management plan: The project scope management plan describes
how the project
scope itself will be defined and developed, and how the scope will be managed and
controlled.

Project scope statement: The project scope statement details the measurable goals,
objectives, deliverables, and requirements of the project, and what the acceptance criteria of
deliverables will be. It also describes the work required to meet all objectives and
deliverables of the project, and it also contains milestones, assumptions, risks, and costs.
The deliverables will be compared to the project scope statement to make sure they comply
with it.
Project sponsor: The sponsor is the member of senior management who supports the
project within the performing organization and ensures adequate funding and resources are
made available. The sponsor typically leads the project while its being initiated but not
yet formally authorized. At the executive level of the organization, the sponsor may need to
negotiate for project priorities, assist in scope clarification, and participate in strategies for
negative stakeholders. Sponsors are sometimes known as the project champions.
Project statement of work: A statement of work is a written description of the
project's
deliverable.
Statements of work can range from very formal, especially when parties outside of the
performing
organization are involved, to informal. It's usually supplied by the external or internal
customer,
but
the project manager should work with the customer, initiator or sponsor to create a statement
of
work
when it doesn't exist.
Project team: The group of people performing the project work. This group is sometimes
referred to as the project staff.
Projectized organization: A projectized reporting structure is centrally based around
projects, so reporting structures fluctuate based on those projects. Projectized organizations
derive their revenue from providing services to others, so common projectized
organizations include accounting, architectural, construction, engineering, and other
professional services firms, but they arent necessarily limited to these examples.
Prototypes: Prototypes are models or designs of a product, usually with limited
functionality.
They're useful for providing a tangible example of a concept or idea so that others can
provide
feedback.
Published estimating data: A variety of commercially available publications and
databases provide standardized rates, resources, labor, material, and other related
categories organized by trade, industry, region, and country.

Qualified seller list: A qualified sellers list identifies which vendors meet the
organizations criteria, limiting the outside resources that can participate in procurement
processes.
Quality audit: Quality audits are independent reviews to determine whether appropriate
controls, policies, processes, and procedures are being followed for quality management.
Audits ensure that the project is complying with its own quality policy.
Quality baseline: The quality baseline is the approved quality management plan. It
includes approved changes to the quality management plan.
Quality checklists: Quality checklists are documents that outline the key steps
that must be performed as part of quality control. Checklists are "to-do" lists that
ensure that everything is performed and in the correct order.

Quality control measurements: These are the measurements and results from
activities that make sure the deliverables meet the quality requirements.
Quality management plan: The quality management plan is a component of
the project management plan. The quality management plan details the quality policy of
the project, including how the project management team will address quality assurance,
quality control, and continuous improvement for the project.
Quality management system (QMS): A quality management system is the set of
quality
policies,
procedures, and processes that is thoroughly integrated into the development,
production,

manufacture, and service of an organizations products or services. A QMS is a required

element of ISO certification.
Quality metrics: Quality metrics are the specific quality goals the project must meet and
how the
quality control processes will confirm compliance. Quality metrics can include any type of
applicable
measurement, including defect rates, bug rates, failure rates, up-time, reliability, and
coverage area.
Questionnaires and surveys: These are paper- or electronic-based questioning to
collect responses
from a group of people. These are useful for obtaining a large number of results relatively
quickly.

Records management system: A records management system (RMS) is

a
tool
that
collects,
organizes, and retains organizational assets that need to be preserved in accordance
with
organizational, legal, or governmental retention policies. The project records management
system
is
part of the PMIS, and will likely be a component or subset of the organizational records
management
system.
Referent (power): One of the five bases of power, referent power comes from ones
charisma,
celebrity or hero status, and his or her ability to develop loyalty to him or her from others.
Managers
with referent power often lead by example, and their employees respect and try to
emulate
their
managers behavior.
Regulation: A regulation is a government-imposed requirement, usually backed up
by legal ramifications or other punitive measures for failure to comply.
Requirements documentation: The product scope and project objectives are
broken
down
into
requirements and described in a collection of requirements documentation that's applicable
to
the
project and requirement type. Requirements can be documented and described in a
number
of
different levels (executive, summary, and detailed) and in a variety of methods (textually or
visually).
Requirements management plan: The requirements management plan
describes
how
project
requirements from the customer, stakeholders, and project team will be collected,
organized,
prioritized, tracked, and measured. It is a subsidiary component of the project management
plan.
Requirements traceability matrix: All requirements are logged onto a requirements
traceability matrix. The main purpose of the matrix is to enable every requirement to be
logged and attached to a project objective or to another requirement in a hierarchical

manner.
Reserve analysis: Reserves are time or cost buffers in the project schedule or budget
that help the project respond to uncertainties. Reserve analysis monitors these buffers and
will use, reduce, or eliminate them based on the current situation.
Resource Breakdown Structure (RBS): The resource breakdown structure is
a
graphical,
hierarchical presentation of resources by type. There is no hard and fast rule for its
categorization,
but it's generally better to have the RBS's categorization be in a manner similar to
the
work
breakdown structure.
Resource calendar: This may be one or more calendars that identify when people,
equipment,
and
material are available and for what lengths of time. For example, a resource calendar would
indicate
when supplies were expected to arrive and in what quantity. See also the composite
resource
calendar..
Resource leveling: Resource leveling is a schedule network analysis technique that
aims for a consistent and steady demand for resource types instead of having high demand
periods followed by low demand periods.
Reward (power): One of the five bases of power, reward power refers to the ability to
bestow upon others some form of desired reward, whether its additional pay, bonuses, gifts,
promotions, or wider responsibilities. Reward, along with expert power, is one of the
preferred bases of power because it can be a strong motivator.

Risk Breakdown Structure (RBS): The risk breakdown structure is a graphical,

hierarchical presentation of risk categories.
Risk management plan: The risk management plan is a component of the project
management
plan.
It defines the risk management activities for the project and establishes the risk
methodology,
risk
roles and responsibilities, risk categories, probability and impact scales, risk tolerances,
frequencies
of risk management activities and reporting, and the budget and schedule for risk
management
activities.
Risk register: The risk register is a comprehensive list of all threats and opportunities the
project faces. It also contains supplementary data about each risk, including its impact,
probability, risk response, budget, risk owner, and contingency and fallback plans.
Rolling wave planning: Rolling wave planning is an iterative planning technique in
which planning is done in detail for short-term items, but longer-term items are only
planned for at a high level. As longer-term items get closer, the planning process for them
is then done at a higher detail. In the WBS and activity list, rolling wave planning is shown
through planning components.
Rolling wave planning (RWP): An iterative approach in which items not required
immediately by the project are planned for later as the need for them draws closer.
Run chart: A run chart is a line graph that displays measurements over time. Run
charts are sometimes also referred to as run-sequence plots, and they help to detect trends
or changes in output, performance, or quality.

Scatter diagram: A scatter diagram is a graph that uses Cartesian coordinates to

display values for two variables. By viewing the plotted measurements for both variables, a
relationship, if one exists, can be determined.
Schedule baseline: The schedule baseline is the approved project schedule that will
continue to be updated as any scheduling change requests are approved.
Schedule change control system: The schedule change control system is part of the
project's change control and configuration management systems, which is an element of
Integrated Change Control. The schedule change control system documents how
changes that affect the schedule will be reviewed, documented, communicated, and
approved or declined.
Schedule compression: Schedule compression uses crashing (adding more
resources) or fasttracking (allowing activities to be done in parallel) in order to reduce the
duration of the project.
Schedule management plan: Part of the project management plan, the schedule
management plan details how the project schedule will be managed and controlled.
Schedule data: The schedule data contains supporting information for the project
schedule. It at least
contains the milestones, activities, activity attributes, assumptions, and constraints.
Schedule network analysis: These are any analysis techniques applied to
preliminary schedule
models that result in a final project schedule. Techniques include the critical path method,
critical
chain method, resource leveling, resource smoothing, and schedule compression.

Schedule network templates: Templates for schedule network diagrams can be used
as the basis for
creating project schedule network diagrams. These can be standardized templates or may be
derived
from previous similar projects.
Scope baseline: The scope baseline is the approved project scope statement, WBS,
and WBS dictionary. The baseline incorporates all approved changes.
Scope creep: Scope creep is when the requirements and work on a project expand in an
unmanaged
manner.
Source selection criteria: These are the criteria established during procurement
planning that determine how the bids or proposals from potential sellers will be evaluated.

Stakeholders: Stakeholders is a very broad category of people, and it includes everyone

involved and negatively or positively affected by the project. It can include users,
consumers, departments, groups, managers, organizations, unions, companies, and even
communities.
Stakeholder analysis: Stakeholder analysis uses a variety of techniques to
qualitatively and quantitatively identify the interest, expectations, influences, and needs of
stakeholders.
Stakeholder management strategy: This document describes the approach that
will be taken to maintain or increase the support of stakeholders in the project or to
mitigate the risks or remove the obstacles that negative stakeholders can cause.
Stakeholder register: The stakeholder register identifies all project stakeholders
and contains attributes such as the person's name, title, position, project interest,
expectations, and influence.
Standard: A standard is a practice that is commonly recognized within an industry and
issued by an entity, such as a trade group.
Statistical sampling: Statistical sampling is a broad term that involves choosing random,
representative samples for testing rather than testing each individual deliverable.
SWOT analysis: SWOT analysis is a technique that reviews and analyzes the results of a
group-led
discussion on strengths, weaknesses, opportunities, and threats. Its a tool of the Identify
Risk
process (11.1).

Teaming agreement: Teaming agreements are contracts that establish a joint venture
or similar agreement that offers business advantages for all parties.
Templates, form, standards: Any templates, form, standards, or "boiler-plate"
documents that are
generally available or from past projects can serve to jump start the process, but they
should be
carefully evaluated for relevancy and modified to fit the needs of the project.
Three-point estimates: Three-point estimates provide a weighted average that helps
level out some
of the uncertainty in estimates. Three point estimates use the optimistic, pessimistic, and
most likely
estimates.

Validated deliverables: These are deliverables that have met all the quality
requirements through Perform Quality Control.
Variance analysis: Variance analysis uses appropriate methods to measure the
differences
between
what was planned for and what is actually occurring. It is always important to identify the
root
causes
of variances.
Vendor bid analysis: Vendor bid analysis involves additional techniques to ensure that
the bids and work they represent are accurate, reasonable, and acceptable.
Virtual teams: Virtual teams are composed wholly or partially of members who are
geographically dispersed or otherwise do not share a common work area, office, or work
schedule.

WBS dictionary: The WBS dictionary is a companion, supporting document for the
WBS, and it includes detailed information about the work packages, including account
identifier, responsibilities, statements of work, and contact information.
What-if scenario analysis: A technique for schedule network analysis which applies
simulations to the project schedule to assess the feasibility and agility of the project
schedule under adverse situations. Monte Carlo analysis is a form of what-if scenario
analysis.
Work breakdown structure: The WBS is deliverables-oriented, graphical,
hierarchical representation of the work required to fulfill the project scope statement.
Work performance information: Work performance information is any data that can
be
considered
related to the work which produces the project deliverables. Examples are schedule and
progress

status information, budget and cost status, quality status, estimates to complete, resource
utilization
information, and lessons learned. All of this important information is used by many
processes that
report on or analyze the project's performance against the project management plan.
Work performance measurements: These are performance measurements that are
communicated
to stakeholders, and include items such as planned versus actual performance for the
schedule, cost,
and quality.