PMM Exam Prep Glossary - PM Mentors | PMP, CAPM, PMI … … · Web viewPMM’s Project Management PMP/PMI-PBA/CAPM Exam Prep Glossary ... PMI uses the word . activity. instead

CERTIFICATION EXAM PREP TERMS

PMM’s 1Project Management PMP/PMI-PBA/CAPM Exam Prep Glossary/Definitions

5 Whys. Can be used with Cause-And-Effect Diagram. Diplomatically ask “why” the problem is occurring 5 times to analyze/understand what the root cause of the problem might be.

Acceptance (Formalized Acceptance). Approving (accepting) work performed as it satisfies acceptance criteria as per business and/or customer requirements. (e.g. “Formalized Acceptance” includes the Quality Control and Validate Scope processes. Project milestones often require “acceptance criteria” to know whether the work is completed as required. Sponsors often accept Project Charters, Project Management Plans, and Lessons Learned documents. Also, the Change Control Board is responsible for accepting, rejecting, or deferring changes. Customers accept the product, whereas the Project Sponsor accepts the project.)

Acceptance Criteria. Performance requirements, essential conditions and other criteria that must be satisfied before the deliverables of the project are accepted. Acceptance criteria/checklists may be documented in WBS Dictionary, the W.A.S, or the Quality Management Plan. Acceptance criteria help ensure quality objectives are met.

Accepted Deliverables. Products, results, or capabilities produced by a project and validated by the customer or project sponsor(s) as meeting their specified acceptance criteria.

Accept Seller Responses. Obtaining quotations, bids, offers, or proposals from sellers.

Acquire Project Team. Obtaining the human resource “staff” needed to execute the project. This process is typically done early in the Executing Process Group. Project Managers often have to “negotiate” with Functional Managers and/or Sellers.

Acquisition. The process of acquiring consultants, or outsourcing work to outside subcontractors. Project Managers should be involved in this process, which also includes obtaining the desirable contract type (i.e. Fixed Price).

Active Listening. The act of listening completely with all senses so as to pick up all of the information that is being communicated. Active listening entails paraphrasing or reciting back what is heard to ensure accurate understanding of what has been stated.

Activity. A component of work performed during the course of the project. For the exam, PMI uses the word activity instead of task. Schedule Network Diagrams (i.e. PDM) often include milestones, activities, and arrows to show sequence/dependencies. NOTE: Activities have duration, whereas milestones do not.

Activity Attributes. Relates to the characteristics of an activity. Includes, but not limited to, code of accounts, logical relationships, leads and lags, resource requirements, constraints, assumptions, etc.

Activity Cost Estimates. Quantitative estimates of the estimated costs for the resources required to complete the required activities. Can utilize historical information (e.g. Organizational Process Assets), analogous, bottom-up, and/or three-point estimates (i.e. Optimistic, Most Likely, Pessimistic).

Activity Cost Estimate Supporting Detail. Additional details supporting the schedule activity cost estimate.

Activity Duration. The time in work periods between the start and finish of a schedule activity. (e.g. 5 days)

Activity Duration Estimates. Quantitative assessments of the most likely number of work periods which will be needed to complete an activity. Can utilize three-point estimating (i.e. Optimistic, Most Likely, Pessimistic).

Activity Identifier/name. A short text identifier or number assigned to schedule activities to identify them uniquely within a schedule network diagram.

Activity List. A list of activities that shows the activity description, activity identifier, and a sufficiently detailed description of the scope of work, so that the project team members can understand what work needs to be performed. Along with a milestone list, the activity list is a key input for developing a project schedule network diagram. (Also see Precedence Diagramming Method (PDM.))

Activity Resource Requirements. Identification and description of the types and quantities of resources (e.g. people, things, money) required for each activity in the work package. Staff may be acquired through the Acquire Project Team (HR process) or vendors (Procure Sellers).

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Actual Cost (AC). Total costs actually incurred and recorded in accomplishing work performed during a given time period for a schedule activity or work breakdown structure component. Actual cost can sometimes be direct labor hours alone, direct costsalone, or all costs including indirect costs. Used in Earned Value Management (EVM) calculations. (e.g. CPI = EV / AC)

Acquire Project Team. Getting the necessary human resources assigned to and working on the project. This is process is performed early in Executing.

Actual Duration. The time in calendar units between the actual start date of the schedule activity and either the data date of the project schedule if the schedule activity is in progress or the actual finish date if the schedule activity is complete.

Adaptive Life Cycle. For the exam, this could relate to change-driven, iterative, incremental, evolutionary, backlog, and user stories. Often, these lifecycles are used for shorter projects, and require frequent stakeholder involvement, as changes are the norm, not the exception. Often relates to Agile/Scrum.

Additional quality planning tools. Some additional Quality planning tools include brainstorming, affinity diagrams, force field analysis, nominal group techniques, matrix diagrams, and prioritization matrices. Also see the seven basic quality tools. For the exam, many tool/technique-related questions relate to the Quality Knowledge Area.

Administrative Closure. Generating, gathering, and disseminating information to formalize project completion, or the completion of a project lifecycle phase. Often performed at the end of a phase and typically including Lessons Learned meetings/reports.

Administrative Closure Procedure. The procedure that includes all the activities, interactions, roles and responsibilities needed in executing the administrative closure (i.e. Close Project or Phase) procedure for the project; includes product verification, contract closeout, integrated activities to collect all project records, analysis of project success or failure (i.e. performance), gather lessons learned, project acceptance, archive project information for future use, and releasing the resources.

Advertising. Expanding the list of potential suppliers (e.g. newspapers/professional journals). Many government entities mandate public advertising when procuring sellers.

Affinity Diagram. A group creativity technique that allows large numbers of ideas to be classified into groups for review and analysis.

Agent. Contract term and condition. An authorized representative of each party of the agreement.

Agile: Framework based on the Agile Software Development manifesto. A collection of stories, iterations, or releases. Typically refers to iterative/incremental lifecycles. Change-driven, higher risk than predictive/waterfall lifecycles.

Allocate requirements. Generating and evaluating options or alternatives. In project management, it is used to evaluate ideas about how to conduct the project; in business analysis, it is used to evaluate solution options.

Alternatives analysis. Many schedule activities can have alterative methods to accomplish the work (i.e., different size or types of machines, make-or-buy decisions, etc.)

Alternatives Identification. Using techniques such as brainstorming, lateral thinking, etc. to generate different approaches to perform the work of the project.

Analogous Estimating. Top-down method of estimating, used when there is limited amount of information. May also be referred to as Rough Order of Magnitude level of estimating accuracy (i.e. -25% to +75%). Uses the values of the parameters of scope, cost, budget, and duration or measures of scale like size, weight, and complexity from a previous, similar activity as a basis for estimating for a future activity. As a form of expert judgment, it is less costly and less accurate than other estimating techniques. May also indicate the level of commitment management has for the project.

Analysis. The process of breaking down something complex into something that can be more easily understood. For the exam, analysis is a key Tool and Technique for processes. Analysis can be performed directly with people (e.g. qualitative risk analysis), or with computers (e.g. quantitative risk analysis). Also see, decomposition and progressive elaboration.

Analytic: Business needs (problem/opportunity) and other requirements are analyzed, refined, and defined for better understanding/decision-making/problem solving regarding the completing of the desired solution. (Progressive elaboration)

Application Area. A category of projects that have common components significant in such projects, but are not needed or present in all projects. Application areas are usually defined in terms of either the product, (i.e., by similar technologies or production methods) the type of customer, (i.e., internal versus external, government versus commercial) or industry sector (i.e., utilities, automotive, aerospace, information technologies, etc.). Application areas can overlap.

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Approved Change Request. A change request that has been processed through the integrated change control process and approved by the Change Control Board (CCB). Once approved, changes are communicated and implemented during Executing by the appropriate stakeholders. For the exam, “following your change control process,” is strongly recommended.

Applying Leads and Lags. Leads and lags maybe applied and documented to accurately define logical relationships between dependencies. Applying leads and lags relates to the Precedence Diagramming Method (PDM), a project schedule network diagramming method. Starting the successor before the predecessor is done refers to lead time. Inserted waiting time refers to lag time. Typically requires a computer and appropriate software (e.g. MS Project).

Arbitration. A method to resolve disputes that uses private third parties to render a decision on the dispute. Arbitration is paid for by the parties and is used because it is usually faster and cheaper than legal courts. Procurement consideration when a negotiation impasse is reached.

Architecture. A method to describe an organization by mapping its essential characteristics, such as people, locations, processes, applications, data, and technology.

As-Is Process. A depiction of the current state of a process, representing how a process is currently performed in the organization.

Assignment. Contract term and condition. When one party assigns its rights or obligations under a contract to another party.

Assumptions. Factors that, for planning purposes, are considered to be true, real or certain without proof or demonstration, and involve a degree of risk. Assumptions are identified, validated and documented in Initiating and/or in early Planning. Assumptions affect all aspects of project planning and are part of the progressive elaboration of the project.

Assumptions Analysis. A technique that explores (tests) the accuracy of assumptions and identifies risks to the project from inaccuracy, inconsistency, or incompleteness of assumptions. Assumptions are often risks to the project.

Assumptions Log. Contains assumptions related to the project. The log is updated through the project as a result of risk responses. Logs may refer to the information within the Project Management Plan.

Asynchronous Interview. An interview in which the participants are not engaged in the interview at the same time. Asynchronous interviews can be conducted through email or van be prerecorded by the interviewer and provided to the interviewee at a later time.

Authority. The authority to apply/allocate project resources, expend funds, make decisions, or give approvals. May also refer to RACI RAMs that illustrate authority levels. Authority levels often come from the Project Sponsor and/or senior management. For the exam, the Project Manager is assigned authority for the project when the Project Sponsor approves/signs the Project Charter.

Backlog. A listing of product requirements, written as stories, and prioritized by the organization to manage/organize project work. This topic may relate to iterative project lifecycles for smaller/informal projects (e.g. Agile).

Backlog management. Used in adaptive/Agile environments, the backlog represents the prioritized list of work that will be performed in the next iteration/sprint. The Product Owner is responsible for the backlog.

Backward Pass. Performed by working backwards through the schedule network logic from the project’s end date to the project’s start date. May be used to determine float/slack of activities, project end dates, or impact to subsequent projects. To determine slack/float of an activity: Late Finish – Early Finish. 0 or less float means the activity is on the critical path, or late, respectively. Also see Precedence Diagramming Method (PDM).

Bar Chart. A graphic display (typically generated by “project management software”) of project schedule-related aspects of the WBS components, durations and perhaps, calendar information. For the exam, this is useful for providing a quick look at the project’s progress. NOTE: May take the form of a Histogram, Gantt chart, or Pareto Chart.

Baseline. The approved time-phased plan (for a project, a work breakdown structure component, a work package or a schedule activity), plus or minus approved project scope, cost, schedule, and technical changes. Generally refers to the current, approved baseline, but may refer to the original or some other baseline. Usually used with a modifier (e.g. cost baseline, schedule baseline, scope baseline, performance measurement baseline, technical baseline, etc.). Baseline information for scope, schedule, and cost often includes the information included in each of the “management plans” associated with each of the respective knowledge areas.

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Basis of Estimates. A clear and complete understanding of how the cost estimates were derived. This information might include adaptation procedures, assumptions, constraints, range estimates and how much confidence can be put in the actual estimate.

Benchmarking. Comparing actual or planned project practices to those of other projects (either internal or external) to generate ideas for improvement and to provide a standard by which to measure performance. For the exam, benchmarking tools/techniques are listed for both the Scope and Quality Knowledge Areas.

Benefit Cost Ration (BCR). Ratio of expected benefits to costs-both expressed in monetary terms.

Bidder Conferences. Conferences and pre-bid conferences are meetings with prospective sellers prior to preparation of a proposal used to ensure that all prospective sellers have a clear common understanding of the procurement (i.e. technical and /or contract requirements). All potential sellers must remain on equal standing during the process. NOTE: “Assume” you will be selecting sellers at bidder conferences. For the exam, make sure you attend bidders conferences and that all bidders have equal opportunities.

Bonds. Contract term and condition. Often used as “insurance” for seller’s performance. This protects the buyer from claims of non-payment by the seller.

Bottom-Up Estimating. Method of estimating a specific component of work. Work packages have been decomposed to understand more details about the scope of the work. The people doing the work create the estimates. The accuracy level of estimates is enhanced by the size and complexity of the smaller scopes of work at the lower levels. For the exam, bottom-up estimating is more time-consuming, but considered more accurate than analogous estimates. Three-point estimates can also refer to bottom-up estimating.

Brainstorming. A general data gathering and creativity technique that can be used to identify risks, ideas, or solutions to issues by using a group of team members or subject-matter experts. Typically, a brainstorming session is structured so that each participant’s ideas are recorded for later analysis.

Breach/Default. Contract term and condition. Occurs when an obligation of the contract is not met. The response to a breach always begins with the issuance of a letter (Letter of Default) informing the other party of the breach, in an effort to protect the relationship. For the exam, project managers should strive to resolve conflicts and issues first, not simply terminate the seller.

Budget. The approved estimate for the project or any work breakdown structure component or any schedule activity. See also estimate. Also see BAC below.

Budget at Completion (BAC). The sum of all the budgets established for the work to be performed on a project or a work breakdown structure component or a schedule activity. The total planned expense for the project, as approved by the Project Sponsor, and included in the Project Management plan.

Budget Forecasts. Either a calculated Estimate at Completion (EAC) or bottom-up EAC figure. This should be documented and communicated to the stakeholders. Forecasting may also include Estimate to Completion (ETC). Essentially, EAC = AC + ETC. The Control Costs process includes all the forecast formulas. For the exam, see the PMM Exam Reference Sheet for the key forecast formulas.

Burndown. A visual chart depicting the number of backlog items remaining at any point in time in a project. Burndown charts are used on projects using an adaptive life cycle.

Business activity diagram. Shows the flow of business activities using UML notation. May use vertical swim lanes (aka: UML activity diagram).

Business Analysis. The set of activities performed to identify business needs; recommend relevant solutions; and elicit, document, and manage requirements.

Business Analysis Approach. A description of how the business analysis process will be conducted for the project or program. The business analysis approach is documented in the business analysis plan.

Business Analysis Center of Excellence. An organizational structure created whereby business analysts are managed centrally or are provided mentorship centrally for the purpose of improving the business analysis discipline across the organization. Also called Center of Business Analysis Practice.

Business Analysis Documentation. The set of business analysis information produced as an output of the business analysis work conducted on a program or project. Such output may be comprised of business analysis deliverables, business analysis work products, or a combination thereof.

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Business Analysis Plan. A subplan of the project management plan that defines the business analysis approach, including the tasks that will be performed, the deliverables that will be produced, the roles required to carry our the process, and process decisions regarding how requirement-related decisions will be made; how requirement priorities will be set; how changes to requirements will be proposed, approved, and managed; how requirements will be validated, verified, monitored, and traced; and how business analysis communication will be preformed.

Business Analysis Planning. The domain of business analysis that involves planning all of the business analysis activities and reaching the necessary process decisions required for running an effective business analysis process for a program or project.

Business Architecture. A collection of the business functions, organizational structures, locations, and processes of an organization, including documents and depictions of those elements.

Business Case. Documented after analyzing the Business Need. Illustrates why the project a viable venture. The business case is an input to the Develop Project Charter process in the Initiating Process Group. Customer satisfaction is also important, however, it is very important the business requirements are kept (see below).

Business Need. The impetus for a change in an organization, based on an existing problem or opportunity. The business need provides the rationale for initiating a project or program.

Business Objectives Model. A business analysis model that relates the business problems, business objectives, and top-level features. This model encompasses the justification for a project.

Business Requirements. Requirements analyzed, prioritized, and documented as they relate to the needs for the performing organization. Also see business need, and documented in the business case. Benefit analysis (e.g. with the help of the Business Analyst) tracks business requirements through project, and even after the project has been completed.

Business (Inherent) Risk. A risk that has a chance for “profit or loss.” (i.e. Threat or opportunity) For example, going into business you have a chance to succeed, or go bankrupt.

Business Rule. Constraints about how the organization wants to operate. These constraints are usually enforced by data and/or processes and are under the jurisdiction of the business.

Business Rules Analysis. A process for evaluating, designing, and implementing the rules that govern the organization, its processes, and its data.

Business Rules Catalog. A business analysis model that details all of the business rules and their related attributes.

Business Value. The net quantifiable benefit derived from a business endeavor. The benefit may be tangible, intangible, or both.

Buyer. The acquirer of products, services, or results for an organization. For procurement questions on the exam, this refers to you, the Project Manager. The “seller” refers to the contractor/vendor.

Buyer-Conducted Performance Review. Structured review of seller’s actual vs. planned contractual performance. May include quality audits, buyer inspections, earned value analysis, etc.

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 quarter years, months, shifts, or even in minutes. Contrast with duration (work periods).

Capability. The ability to add value or achieve objectives in an organization through a function, process, service, or other proficiency.

Capability Framework. A collection of an organization’s capabilities, organized into manageable pieces, similar to a business architecture.

Capability Table. A table that displays the capabilities needed to solve a problem or sieve an opportunity. This tool can show the relationship between a situation, its root causes, and the capabilities needed to address the situation.

Cause-and-Effect Diagram. Also called, Ishikawa or fishbone diagrams, this brainstorming tool shows how various factors (causes) might be linked to potential problems or effects. This is one of the key seven basic quality tools, but may also be used for risk management.

Center of Business Analysis Practice. See Business Analysis Center of Excellence.

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Change Control. Identifying, documenting, approving or rejecting, and controlling changes to the project baselines. Used to control changes to documentation, requirements, deliverables, and/or baselines. In predictive lifecycles, change control is more formal (a formal Change Control Board (CCB) reviews, approves or rejects recommended changes.) Automated and/or manual tools may be utilized.

Change Control Board (CCB). A formally constituted group of stakeholders responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project, with all decisions and recommendations being recorded. Typically includes the Project Sponsor(s), senior management, and perhaps the customer.

Change Control Meetings. Meetings of the Change Control Board to review, accept, or reject proposed change requests based on severity levels or impact to the project. This is a Tool/Technique for the Perform Integrated Change Control process.

Change Control Process / System. Often a subset of the Configuration Management System in most application areas. It is a system of formal written procedures that define how project documentation and deliverables will be controlled, changed, approved or rejected. For the exam, the Project Manager should strive to prevent unnecessary changes, but when changes are necessary, following a formal, approved, change control process is paramount.

Change Control Tools. Manual or automated tools used to assist with change and/or configuration management. At a minimum, the tools should support the activities of the change control board (CCB).

Change Log. Changes that occur during the project are documented in this project document—often in the Scope and/or Integration sections of the Project Management Plan. Changes should be communicated to the project team and other stakeholders as appropriate. Even changes that have been rejected should be recorded in the change log.

Change Management Plan. The plan that defines the process for managing change on the project.

Change Requests. Formal requests to expand or reduce the project scope, modify policies, processes, plans or procedures, modify costs or budgets, or revise schedules. Sources of change could come from: external event, error or omission in defining the scope of the product/project, value added change, implementing contingency or workaround plans to respond to a risk. Change requests are formally approved or rejected through the change control process and implemented only upon approval. Change requests are ALWAYS process outputs until they become an input for the Perform Integrated Change Control process.

Changes. To cause a difference, alter, substitute, convert or replace with something other than the originally designed or recommended action, product, person or thing. Changes will typically affect forms used, scope, schedules, budgets, quality, etc. Also see “change requests.”

Charter. See Project Charter.

Checklist. Items are listed together for ease to compare (e.g. list created during Risk Identification for analysis and response at a later time), or to ensure the actions associated with them are managed appropriately and not forgotten. Checklists are outputs of the Plan Quality Management process, but may also be documented in WBS Dictionaries and/or Work Authorization Systems (W.A.S.)

Checklist Analysis. A checklist developed based on historical information and knowledge. (e.g. the lowest level of the Risk Breakdown structure [RBS] can be used as a risk checklist.)

Checksheets. Sometimes referred to as “tally sheets.” Used for collecting useful data (for potential quality problems). This information may then be modeled in Pareto charts, histograms, bar charts, etc. Checksheets are one of the 7 basic quality tools.

Claim. Contract term and condition. A request, demand, or assertion of rights by a seller against a buyer, or vice versa, for consideration, compensation, or payment under the terms of a legally binding contract, such as a disputed charge.

Claims Administration. Document, monitor, process and manage changes (contested, requested, etc.), disputes, appeals, and claims between buyer and seller. Done throughout the contract life cycle, usually according to contract terms and conditions.

Class diagram. Includes the concepts of the business (Classes, nouns, entities), their characteristics, and their behaviors. Used in object-oriented analysis and design.

Closed Contracts. The person or organization responsible for contract administration provides the seller with formal written notice that the contract has been completed. Requirements for formal contract closure are usually defined in the terms of the contract. Relates to the Close Procurements process during the Closing Process Group.

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Close-Ended Questions. A question that calls for a response from a limited list of answer choices. Types of closed-ended questions are forced choice, limited choice, and confirmation.

Closing Processes. Those processes performed to finalize all activities across all Project Management Process Groups for formally close the project or phase. For the exam, the two closing processes include Close Project or Phase, and Close Procurements. For the exam, many of the Closing-related questions are sequence related.

Close Procurements. The process of completing each project procurement. Incorporated as part of the Close Project or Phase process during Closing. Contracts are typically completed as expected, or terminated early.

Close Project or Phase. The process of finalizing all activities across all of the project process groups to formally close the project or phase. (Sometimes referred to as “Administrative Closure,” it incorporates the Close Procurements process.)

Code of Accounts. Any numbering system used to uniquely identify each component of the work breakdown structure (WBS). For the exam, do not confuse with “chart of accounts.”

Colocation. Locating project team members in close, physical, proximity to one another to improve communication, working relationships, and productivity. For the exam, this may also relate to the “tight matrix.” For the exam, do not confuse the “tight matrix,” with the Weak, Balanced, Strong, and Composite matrix organizational structures.

Communication Management Plan. A document as part of the Project Management Plan that describes: communication needs and expectations for the project, how and in what format information will be communicated, when and where each communication will be made, and who is responsible for providing each type of communication. For the exam, all project-related communication should be gathered, distributed, and stored as per the communications management plan.

Communication Methods. Utilizing methods identified in the Communications Management Plan to appropriately communicate with each project stakeholder. Basically, communication is verbal (which can include body language), or written. Three examples of communication methods include: ‘Interactive Communication’ (face to face, meetings, video, phone calls), ‘Push’ (letters, faxes, emails, voice mail, etc.), and ‘Pull’ (Intranet, web sites, e-learning, etc.) Face to face is considered to be the best form of communication.

Communication Models. How ideas or information is sent and received between two parties, defined as the sender and the receiver. The model has included the following components: Encode, Message, Medium, Noise and Decode. To translate thoughts or ideas into a language that is understood by others is called “Encode.” The “Message” is the output of encoding. The method used to convey the message is called the “Medium.” Anything that interferes with the transmission and understanding of the message is often referred to as “communication blockers/noise.” To translate the message back into meaningful thoughts or ideas is to “Decode.” For the exam, ensure you know the components of the communications model.

Communications Requirements Analysis. Analysis of the sum of the information requirements of the project stakeholders related to: project organization and stakeholder responsibility relationships, disciplines, departments, specialties, logistics (how many people and where), and external information (i.e. communications with media). For the exam, typically high-level information is provided to high-level managers. Detailed information should be distributed to stakeholders actually doing the work.

Communications Skills. Not the same as Project Management Communications, but is the art of communications encompassing sender/receiver models, choice of media depending on the situation, writing style, presentation techniques, and meeting management techniques. Skill areas include: Written and oral; listening and speaking; internal and external; formal and informal; vertical and horizontal. Para lingual cues relate to the pitch and/or tone of a person’s voice. 55% of communications is body language.

Communications Technology. Technologies/methods used to transfer information back and forth among project stakeholders. Factors include: immediacy of information; availability of technology; compatibility with current staff (i.e. would they need training?); project environment (virtual or not); length of the project (i.e. obsolescence of technology before the end of the project). Typically analyzed during the Plan Communications Management process.

Conduct Procurements. The process of obtaining seller responses, selecting a seller and awarding a contract. Typically done early during the Executing Process Group. For the exam, “objectivity” is the key to selecting sellers.

Confidentiality. Usually pertaining to information of private, proprietary, or secret matters that must not be made known to or shared with third parties. May relate to non-disclosure for contract terms and conditions.

Configuration Management. A collection of formal documented processes, templates, and documentation used to apply governance to changes to the product, service, result, or subcomponent being developed.

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Configuration Management System. A subset of the overall Project Management System. It is a collection of formal documented procedures used to apply technical and administrative direction and surveillance to: identify and document the functional and physical characteristics of a product, result, service, or component; control any changes to such characteristics; record and report each change and its implementation status; and support the audit of the products, results, or components to verify conformance to requirements. In most application areas, the configuration management system includes the change control system. A Business Analyst (BA) may closely monitor the configuration management system.

Conflict Management. The use of project management practices, ground rules, interpersonal skills, role definition and communications for dealing with conflict. Project team members are initially responsible for resolving their own conflicts. If conflict escalates, the project manager should help facilitate a satisfactory resolution. Also addresses the sources of conflict, such as schedules, priorities, resources, etc. Five conflict management types may be mentioned on the exam: Problem solving (best), compromising, smoothing, avoiding, forcing (worst). This is part of the Project Manager’s responsibility to “manage” the project team, thus conflict. For the exam, conflict must be managed in a timely manner, and can even be beneficial.

Conformance. Delivering results that fall within the limits that define acceptable variation for a quality requirement. Going beyond conformance, could relate to “gold plating.”

Consensus builiding. : Facilitating the group to analyze a situation, and then generally agree on a specific topic. (Promotes buy-in.)

Constraint. Anything the limits the project team’s options. A constraint refers to the state, quality, or sense of being restricted to a given course of action or inaction--an applicable restriction or limitation, either internal or external to the project, which will affect the performance of the project or a process. For example, a schedule constraint is any limitation or restraint placed on the project schedule that affects when a schedule activity can be scheduled and is usually in the form of fixed imposed dates. A cost constraint is any limitation or restraint placed on the project budget such as funds available over time. A project resource constraint is any limitation or restraint placed on resource usage, such as what resource skills or disciplines are available and the amount of a given resource available during a specified time frame. Contrast with risk.

Context Diagram. A visual depiction of the product scope showing a business system (process, equipment, computer system, etc.) and how people and other systems (actors) interact with it.

Contextual Question. A question that can only be answered as it references the subject at hand; namely, the problem domain or the proposed solutions.

Context-Free Questions. A question that can be asked in any situation.

Contingency planning. Part of risk response planning. Contingency plans/strategies are determined in advance to respond to specific risks and may also include extra contingency reserve amounts added to the schedule and/or the budget.

Contingency Reserve. The amount of funds, budget, or time needed above the estimate to reduce the risk of overruns of project objectives to a level acceptable to the organization. Also called a “reserves” or a “contingency allowance.” Contrast with Management (contingency) reserve.

Contingent Response Strategies. Risk responses designed to respond to pre-identified risks under certain predefined conditions. It is believed that there will be sufficient warning to implement the plan (i.e. triggers such as, missing intermediate milestones). Often these strategies require additional time and money added to the definitive schedule/budget. As a result of “reserve analysis,” additional duration may be added to the schedule, and additional money to the budget. Also see risk response strategies for threats and opportunities.

Contract. A contract is a mutually binding agreement issued by the buyer, that obligates the seller to provide the specified product or service or result and obligates the buyer to pay for it. It may include special provisions/terms and conditions. The components for a legal contract include an offer, acceptance, consideration (e.g. currency), legal capacity, and legal purpose.

Contract Administration. Managing the contract and the relationship between the buyer and seller. For the exam, Project Managers should be very involved in the selection of the vendor and the type of contract; however, Contract Administrators can be very helpful for day-to-day contract administration. Also see Control Procurements.

Contract Change Control System. Defines the process by which the contract may be modified (includes approval levels, dispute resolution procedures, etc.). It is integrated with the integrated change control system.

Contract Closure. The process of completing and settling the contract, including resolution of any open items and closing each contract. Contracts are typically closed as expected, or terminated early. Essentially, the Close Contracts process for the exam.

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Contract Closure Procedure. Methodology developed and actions performed to deal with any issues related to contract terms and conditions to formally close all contracts associated with the completed project.

Contract Documentation. Used to perform the contract closure process. Includes: the contract, product description, requested/approved changes, deliverables, acceptance criteria, invoices, payment records, supporting schedules, seller’s performance reports, etc. For the exam, contracts should be in writing to be legally binding. Also see contract.

Contract File. Complete set of indexed records to be included with project files. This information may be stored in the “Records Management System.”

Contract Management Plan. The document that describes how a specific contract will be administered and can include items such as required documentation delivery and performance requirements. Each contract management plan is listed in the Procurement Management Plan, a subsidiary plan to the Project Management Plan.

Contract Negotiation. Clarification and mutual agreement on the structure/requirements of the contract prior to the signing of the contract. All aspects (i.e. laws, technical, business, price, authorities, responsibilities, contract financing) should be incorporated. The seller may use tactics to try to force the buyer to yield to pressure to make a decision they may regret later.

Contract Statement of Work (SOW). A narrative description of products, services, or results to be supplied under contract. For the exam, the more comprehensive the SOW, the better probability you will get a Fixed Price (FP) contract with the seller.

Contract Types. The three “main” types of contracts include: 1. Fixed price (lump-sum): Least risk to buyer, fixed total price. (well–defined SOW).2. Cost-reimbursable (variable): Involves payment to seller(s) for actual costs plus a fee for seller’s “profit.” (vague SOW)3. Time and materials (variable and fixed): Hybrid of fixed price and cost-reimbursable. Cost-type arrangements are “open-ended.”

Control Account (CA). A management control point where scope, budget (resource plans), actual cost, and schedule are integrated and compared to earned value for performance measurement. Control accounts are placed at selected management points of the WBS above the work package level. Each Control Account can include one or more work packages, but work packages can be associated with only one Control Account. Used as a basis of planning when associated work packages have not yet been planned (scope not well defined or understood). Control accounts (and planning packages) are sometimes documented in the Project Charter. For the exam, relate this to funding limit reconciliation.

Control Chart. Used in project management to show how a process behaves over time, to determine whether a process is in control.

Control Costs. The process of monitoring the status of the project to update the project budget and managing changes to the cost baseline. Most of the EVM and forecasting formulas are included in the Control Costs process. Formulas: EV – AC = CV & AC / CV = CPI.

Control Limits (i.e. Upper and Lower). The area composed of three standard deviations on either side of the centerline, or mean, of a normal distribution of data plotted on a control chart that reflects the expected variation in the data. For the exam, this typically relates to a quality control chart.

Control Procurements. The process of managing procurement relationships, monitoring contract performance, and making changes and corrections, as needed. Performed during Monitoring and Controlling.

Control Quality. Monitoring specific project results to verify relevant quality standards and identify ways to eliminate causes of unsatisfactory performance. May utilize the 7 basic quality tools. Typically relates to monitoring and controlling the quality of the product (e.g. inspections, quality control charts).

Control Schedule. The process of monitoring the status of the project to update project progress and managing changes to the schedule baseline. Formulas: EV – PV = SV. EV / PV = SPI.

Control Scope. The process of monitoring the status of the project and the product scope and managing changes to the scope baseline.

Control Stakeholder Engagement. Monitoring overall project stakeholder relationships and adjusting strategies and plans for engaging stakeholders. For the exam, this closely relates to stakeholder communication.

Corrective Action. Recommended action as a result of a QA/QC measurement or some Monitoring and Controlling Process and implemented during Executing to bring future performance of the project in line with the Project Management Plan.

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Cost Aggregation. Aggregating (i.e. adding) the estimated costs of individual schedule activities or work packages to establish a total cost baseline for measuring project performance.

Cost Baseline. The approved time-phased plan plus or minus approved project scope, cost, schedule, and technical changes. Baselines can be established for project, WBS component, a work package, or a schedule activity.

Cost-Benefit Analysis. Cost-Benefit analysis is a comparative approach and typically done during project selection. Benefits must outweigh the costs to produce project deliverables. This relates to “value,” and is often performed during Initiating. Part of this decision is to consider the tradeoffs.

Cost Change Control System. Defined procedures integrated with the Integrated Change Control Process describing how the cost baseline maybe modified.

Cost-Effectiveness Feasibility. The high-level economic feasibility of a potential project or program, taking into account both financial benefits and costs.

Cost Management Plan. Describes how the project costs will be planned, structured, and controlled over the project lifecycle.

Cost Performance Baseline. The authorized time-phased Budget at Completion (BAC) used to measure, monitor, and control cost performance on the project. Essentially, this information is recorded in the Cost Management Plan, and usually refers to the “definitive budget.”

Cost Performance Index (CPI). Measures the efficiency of cost on a project. It is the ratio of Earned Value (EV) to Actual Costs (AC). The formula is: CPI = EV / AC. If the CPI is less than 1, you are over budget; if the CPI is 1, you are on budget; if the CPI is greater that 1; it means you are under budget. (e,g. If CPI is .8, it means you are only getting a return of 80 cents on the dollar.) Also see Earned Value Management. Contrast with SPI.

Cost Plus Fixed Fee (CPFF). A cost reimbursable contract type where the buyer reimburses the seller for the seller’s costs as agreed to in the contract plus an agreed upon fixed fee.

Cost Plus Award / Incentive Fee (CPIF). This is a cost reimbursable type contract where the seller earns additional profits by meeting a pre-defined performance target in addition to any agreed upon costs according to the contract. Award fees are a fixed amount, whereas an incentive fee is set up to pay a variable amount, usually based on early completion. If agreed upon, award and incentive monies must be incorporated into the final, definitive budget. Earned Value Management may also be used to measure vendor performance. For the exam, ensure that award incentive fees have been added into your definitive budget.

Cost of Quality (COQ). Determining the preventative and failure costs incurred to ensure quality. Prevention and appraisal costs (i.e. cost of conformance) include costs for quality planning, quality control (QC), and quality assurance to ensure compliance to requirements (i.e. training, QC systems, etc.). Failure costs (i.e. cost of non-conformance) include costs to rework products, components, or processes that are non-compliant, costs of warranty work and waste, and loss of reputation. For the exam, prevention costs (cost of conformance) may need to be added into your definitive budget.

Cost Reimbursable Contract. A type of contract involving reimbursement by the buyer to the seller for the seller’s actual costs, plus a fee typically representing seller’s profit. Costs are usually classified as direct costs or indirect costs. Sometimes there are additional fees, incentive clauses, or bonuses involved depending on the type of cost reimbursable contract. These contract types typically provide more risk to the buyer, and are more common when the SOW is vague. For the exam, cost reimbursable contracts are considered more risky than fixed price contracts.

Cost Variance. An Earned Value Management formula to measure (in dollars) the cost performance on a project and a part of Earned Value Management. The formula is CV = EV - AC. A CV of 0 means you are on budget; less than 0 means you are over budget, and greater than 0 means you are under budget. Contrast with Schedule Variance.

Crashing. Schedule duration compression technique related to adding resources to the project in which cost and schedule tradeoffs are analyzed to determine how to obtain the correct amount of compression for the least incremental cost. Crashing often increases cost, but is less risky that “fast-tracking” (i.e. performing activities concurrently).

Create WBS (Work Breakdown Structure). This scope management process takes the project deliverables and breaks them down to smaller components, which are more easily managed. This process occurs after developing the Project Scope Statement, and produces the “Scope Baseline.”

Criteria. A standard of judgment or criticism; a rule or principle for evaluating or testing something. Also see acceptance criteria.

Critical Activity. Any schedule activity on the critical path in a project schedule network diagram. Most commonly determined by using the critical path method. Although some activities are “critical,” in the dictionary sense, without being on the critical

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path, this meaning is seldom used in the project context. Activities on the critical path have float/slack of 0 (or less). Also see critical path.

Critical Chain Method. A schedule network analysis technique used to modify the project schedule to account for limited resources and/or time limits. Mixes probabilistic and deterministic approaches to schedule network analysis.

Critical Path. Generally, but not always, the sequence of schedule activities that determines the duration of the project. The critical path is the longest path through the project schedule network diagrams well as shortest timeframe in which the project can be completed. However, a critical path can end, as an example, on a schedule milestone that is in the middle of the project schedule and that has a finish-no-later than imposed date schedule constraint. A project with more than one critical path increases the risk. For the exam, this relates to a key benefit for developing project schedule network diagrams.

Critical Path Method (CPM). A Schedule Network analysis technique used to determine the amount of scheduling flexibility (or the amount of float) on the various logical network paths in the project schedule network, and to calculate the minimum total project duration. Early Start and Early Finish dates are calculated using a Forward Pass and a specified start date. Late Start and Late Finish dates are used to calculate activity free float/slack by performing a backward pass.

CRUD matrix. Create, Read, Update, Delete matrix used in data analysis to make sure that every data element is supported by processes that perform the activities.

Data analysis. For determining, analyzing, understanding, and communicating the data requirements and relationships necessary for completing the solution.

Data Conversion. Reformatting existing business information for use in a new solution (part of transition requirements).

Data Dictionary. A business analysis model that catalogs the attributes of specific data objects. High-level data shown in tabular format to illustrate/define how business needs link to more detailed requirements

Data Flow Diagram. A business analysis model that combines processes, systems, and data to show how data flows through a solution.

Data Gathering and Representation Techniques. Techniques used include: Interviewing (to quantify the probability and impact), probability distribution (Beta and Triangular), and expert judgment (Subject Matter Experts to validate data and techniques).

Data Modeling. Diagrams used to show relationships between data and processes. E.g. Entity Relationship Diagrams (ERDs), Peter Chen, 1976. Can include description of the data, characteristics for the entity (i.e. person/place/thing), attributes (facts relating to entity), relationships (connections between entities), metadata (degrees of relationships), etc.

Day in the Life Testing (DITL). A semiformal activity, conducted by someone with in-depth business knowledge. The results obtained from DITL testing enable validation or evaluation of whether or not a product or service or solution provides the functionality for a typical day of usage by a role that interacts with the solution.

Decision-Making. Facilitating groups to analyze, understand, evaluate, and agree upon a specific course of action. Better decisions are made when intelligence has been adequately analyzed, and evaluated.

Decision Table. An Analysis model that uses a tabular format to display complex business rules by representing decision points in the upper rows and outcomes in the bottom rows with the purpose of providing all combinations of choices.

Decision Tree/Expected Monetary Value Analysis. A quantitative risk analysis technique, which consists of a diagram that describes a decision under consideration and the implications of choosing one or another of the available alternatives. It is used when some future scenarios or outcomes of actions are uncertain. It incorporates probabilities and the costs or rewards of each logical path of events and future decisions and uses expected monetary value analysis to help the organization identify the relative values of alternate actions. Essentially, expected monetary value calculations are used to help make decisions. For the exam, ensure the two branches of the “uncertain outcome” add to 100%.

Decomposition. A planning technique (during the Create WBS, and Define Activities planning processes) that subdivides the project scope and project deliverables into smaller, more manageable components, until the project work associated with accomplishing the project scope and providing the deliverables is defined in sufficient detail to support executing, monitoring and controlling the work. For the exam, this may also be called deconstruction, and relate to progressive elaboration.

Decomposition Diagram. See decomposition model.

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Decomposition Model. A model that is used to divide and subdivide a high-level concept into lower-level concepts, for example, dividing the project scope and project deliverables into smaller, more manageable parts for the purpose of analysis. Also known as decomposition diagram.

Defect. An imperfection or deficiency in a project component where that component does not meet its requirements or specifications and needs to be either repaired or replaced. Checksheets and Pareto diagrams may be used to collect and prioritize defect-related information, respectively. Preventive and corrective action may be required to analyze/repair defects.

Defect Repair. Formally documented identification of a defect in a project component with a recommendation to either repair the defect, or completely replace the component.

Defect Repair Review. Action taken during Quality Control to ensure that product defects are repaired and brought into compliance with requirements or specifications.

Define Activities. Identifying the specific activities that must be performed in order to produce the various project deliverables. This process yields a list of milestones, a list of activities, and a list of activity attributes (characteristics).

Define Scope. The process of developing a detailed project scope statement, which is often used as the basis for future project decisions. This project scope statement should be developed prior to creating a WBS.

Deliverable Acceptance. To complete the “formalized acceptance” of deliverables, deliverables are “verified” during the Quality Control process and “validated” during the Validate Scope process.

Deliverables. Any unique and verifiable product, result, or capability, to perform a service that must be produced to complete a process, phase, or project. Often used more narrowly in reference to an external deliverable, which is a deliverable that is subject to approval by the project sponsor or customer. Also see deliverable acceptance.

Delphi Technique. An information gathering technique used as a way to reach a consensus of experts on a subject. Experts on the subject participate in this technique anonymously through the use of blind surveys. For the exam, this may be mentioned as a technique used during the Initiating Process Group to reduce bias and encourage more participation during the project selection analysis.

Dependency. Another name for “logical relationships” in a project schedule network diagram. The four types of logical dependency relationships are: Finish-to-Start; Finish-to-Finish; Start-to-Start; and Start-to-Finish. The four dependency types are: Mandatory (hard logic), Discretional (preferential- soft logic), internal, and external. For the exam, this relates to the Sequence Activity process using the Precedence Diagramming Method (PDM). (e.g. One activity may require other activities being underway, or completed.)

Dependency Analysis. An elicitation technique that analyzes existing documentation and identifies information relevant to the requirements.

Dependency Determination. The exam may reference four types of dependencies defining the sequence among activities: Mandatory, or inherent in the nature of the work being done and unchangeable (hard logic), Discretionary, based upon knowledge of best practices in some application area and more flexible (preferential or soft logic), Internal, often involving dependency relationships within the organization (prototypes), and External, involving a relationship between project activities and non-project activities (usually unwelcome). Design of Experiments. Quality tool; a statistical method that helps identify which factors might influence specific variables. Usually applies to the product, by looking for the most desirable characteristics. Typically uses a computer to compare project management tradeoffs (e.g. senior engineers cost more, but may be able to get the job done faster).

Desk Checking. Creator of deliverable checks/reviews their own work.

Determine Budget (Baseline). The process of aggregating (adding) the estimated costs of individual activities or work packages to establish the cost baseline. May require funding limit reconciliation if aggregated costs exceed funding limits documented in the Project Charter. The baseline typically relates to the Budget a Completion (BAC).

Determine Resource Cost Rates. Rates such as staff cost per hours, material cost per foot, etc. May be gathered from commercial databases, quotes or estimated by the team. Part of the Estimate Costs process.

Develop Project Charter. The process of developing a formal document that formally authorizes a project or phase and documenting initial requirements that satisfies the stakeholders’ need and expectations. The Project Charter provides a high-level vision statement for what the project will entail, and why it should be done. The Project Sponsor(s) approves/authorizes the Project Charter.

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Develop Project Management Plan. The process of documenting the actions necessary to define, prepare, integrate, and coordinate all subsidiary plans into a project management plan. The Project Management Plan includes information on how to execute, monitor, control, and close the project. Takes into consideration all Knowledge Areas. The Project Sponsor(s) approves the Project Management Plan.

Develop Project Team. A process performed during the Executing Process Group, for improving the competencies (i.e. training), and interaction of team members to enhance project performance. “Team training” is considered a “direct cost” included in the project’s budget. For the exam, this could relate to training the team to incorporate six sigma, ISO, Agile, etc.

Diagramming Techniques. Cause-and-effect diagrams, system flow charts and influence diagrams (i.e. graphical representations of a problem showing causal influences, time of events, and other relationships among variables and outcomes), Precedence Diagramming Method (PDM), and other various network diagramming techniques. For the exam, diagrams and/or modeling can help graphically illustrate/simplify complex concepts.

Direct and Manage Project Work. The process of executing the work defined in the project management plan to achieve the project’s requirements defined in the Project Management Plan. This may also include approved change requests, or other considerations found during the Monitoring and Controlling Process Group.

Display action response model. A way to describe the desired behaviors of the components on a wireframe or screen mockup.

Distribute Information. Making needed information available to project stakeholders in a timely manner. Typically relates to the “Manage Communications” process. Information should be distributed as per the Communications Management Plan.

Document Analysis. Studying existing documentation (i.e. Lessons Learned/Organizational Process Assets), for relevant intelligence.

Document Management. Relates to how you will manage and control updates and changes to documentation, deliverables, or baselines. Automated and/or manual tools may be used. (Also relates to change control.)

Document Management System (DMS). Procedures and tools used to store, track, version, and archive documents.

Documentation Reviews. Structured reviews (e.g. of the project management plan), and assumptions; both high level, as well as at a detailed level. Although this may refer to “as-is” information, it may provide information appropriate to the project quickly. Also see organizational process assets.

Domains: For the PMI-PBA, there are 5 Domains: 1 Needs Assessment, 2 Planning, 3 Analysis, 4 Traceability & Monitoring, & 5. Evaluation.

Duration. The total number of work periods (not including holidays or other non-working periods) required to complete a scheduled activity or work breakdown structure component. Usually expressed as workdays or workweeks. Sometimes incorrectly equated with elapsed time. Contrast with effort and calendar dates.

Early Finish Date (EF). In the critical path method (CPM), the earliest possible point in time on which the uncompleted portions of a schedule activity (or the project) can finish, based on the schedule network logic, the data date, and any schedule constraints. Early finish dates can change as the project progresses and as changes are made to the Project Management Plan.

Early Start Date (ES). In the critical path method (CPM), the earliest possible point in time on which the uncompleted portions of a schedule activity (or the project) can start, based on the schedule network logic, the data date, and any schedule constraints. Early start dates can change as the project progresses and as changes are made to the Project Management Plan.

Earned Value (EV). The value of completed work expressed in terms of the approved budget assigned to that work for a schedule activity or work breakdown structure component. Also see Earned Value Management.

Earned Value Management (EVM). A management methodology for integrating scope, schedule, resources, and for objectively measuring project performance and progress. Performance is measured by determining the budgeted cost of work performed (i.e., earned value) and comparing it to the actual cost of work performed (i.e., actual cost). Progress is measured by comparing the earned value to the planned value. Sometimes referred to as Earned Value Analysis (EVA). SV = EV-PV, CV = EV-AC, SPI = EV/PV, CPI = EV/AC.

Economic Value Added (EVA). A nonconventional accounting procedure that measures an operation’s “real” profitability. (After tax profit minus the total annual cost of capital.) For the exam, EVA may be listed as a project selection technique during Initiating. NOTE: DO not confuse with Earned Value Analysis (EVA).

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Ecosystem Map. A business analysis model that shows the systems involved in a project and how they interrelate with each other.

Effort. The number of labor units required to complete a schedule activity or work breakdown structure component. Usually expressed as staff hours, staff days, or staff weeks. Contrast with duration.

Elaboration (progressive). Developing more details or more clarity within requirements or models.

Elicitation. Stakeholder/group/individual facilitation to “elicit/draw-out,” requirements, assumptions, constraints, etc. Existing documentation (e.g. Organizational Process Assets), may also be used for source documentation.

Elicitation Plan. An informal device used by a business analyst to prepare for the elicitation work.

Elicit Requirements. The process that documents and defines the stakeholders’ needs, required to meet the project objectives. For the exam, having all the appropriate stakeholders is key to collecting/eliciting requirements. NOTE: “Elicit” refers to “drawing out” the requirements, not just “collecting” them.

Elicitation Session. A session or activity conducted for the purpose of obtaining information from participants. In business analysis, elicitation sessions are conducted in order to obtain the information needed to define the requirements.

Emotional Intelligence (EI). Sometimes called emotional quotient (EQ). EI is the ability to recognize our own as well as other people’s emotions, to discriminate between different feelings, and to use this information to guide thinking/behavior. Having a high EI is considered to be good for leadership, mental health, and better job performance.

Enhance. A risk response strategy used with positive risks (opportunities) to increase the probability of the opportunity. It is done by identifying and enhancing the key drivers for positive impact on the project objectives.

Enterprise Architecture. A collection of the business and technology components needed to operate an enterprise. The business architecture is usually a subset of the enterprise architecture and is extended with the applications, information, and supporting technology to form a complete blueprint of an organization.

Enterprise Environmental Factors. KEY PROCESS INPUT. Any or all external environmental factors and internal organizational environmental factors that surround or influence the project’s success. These factors are from any or all of the enterprises involved in the project, and include organizational culture and structure, infrastructure, existing resources, work conditions, access to commercial databases, market conditions, etc. When developing the Project Charter any and all of the organization’s environmental factors and systems that surround and influence the project’s success should be considered.

Entity Relationship Diagram. A business analysis model that shows the business data objects involved in a project and the relationships between those objects, including he cardinality of those relationships.

Estimate. A quantitative assessment of the likely amount or outcome. Usually applied to project costs, resources, effort, and durations and is usually preceded by a modifier (i.e., preliminary, conceptual, feasibility, analogous, rough order-of-magnitude (-25% to +75%), definitive (-5% to +10%), bottom-up, three-point, parametric, etc.). It should always include some indication of accuracy (e.g., ± x percent). For the exam, estimates typically relate to resources, schedule, and cost.

Estimate Activity Duration. The process of estimating the number of work periods that will be needed to complete individual scheduled activities. NOTE: Duration is determined before determining calendar dates.

Estimate Activity Resources. The process of estimating the types and quantities of resources required to perform each scheduled activity. Resources often include people, things, money, etc. Also provides an input to the Plan Human Resource Management process.

Estimate At Completion (EAC). The expected total cost of a schedule activity, a work breakdown structure component, or the project when the defined scope of work will be completed. EAC is equal to the actual cost (AC) plus the estimate to complete (ETC) for all of the remaining work. EAC = AC plus ETC. The EAC may be calculated based on performance to date or estimated by the project team based on other factors, in which case it is often referred to as the latest revised estimate. See also earned value technique and estimate to complete.

Estimate Costs. The process of developing an approximation of the monetary resources needed to complete project activities. Estimating can be analogous, bottom-up, or from parametric/published estimating data. NOTE: Typically, Rough Order of Magnitude (ROM) estimating is done during Initiating, whereas Definitive Estimating is typically performed (e.g. Schedule and Budget), during Planning.

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Estimate to Complete (ETC). Used in cost forecasting. The expected cost needed to complete all the remaining work for a schedule activity, work breakdown structure component, or the project. See also earned value management, and estimate at completion (EAC).

Estimation. Used to estimate cost and/or effort to complete a task/activity, or project (solution). Estimation is typically performed during Planning.

Estimation Poker. Agile comparative “User Story effort” estimating technique. May vote for “T-shirt sizes (S, M, L), or use the Fibonacci sequence (i.e. cards with: 0, 1, 2, 3, 5, 8, 13, 20). Helps groups come to a consensus estimate for the size/effort of the User story.

Ethnocentrism. The tendency to view the traits, ways, ideas, and values observed in other cultures as invariably inferior and less natural or logical than those of one's own group. For the exam, this may relate to Organizational Process Maturity Model (OPM3), which ranks organizations based on their process maturity capabilities.

Evaluation. Facilitation to evaluate the project, process, team, solution, etc. effectiveness.

Evaluation Criteria. In procurement, objective evaluation criteria is often developed and used to score and rate proposals from sellers. The criteria can be subjective or objective. Should be included in bid documents to give the seller a better understanding of the buyer’s needs.

Event. Something that occurs; an occurrence; an outcome. Often, a key milestone may reflect a key goal or objective.

Execute. Directing, managing, performing, and accomplishing the project work, providing the deliverables, and providing work performance information.

Executing Processes. Those processes performed to complete the work defined in the project management plan to accomplish the project’s objectives defined in the project scope statement.

Expert Judgment. Judgment provided based upon expertise in an application area, Knowledge Area, discipline, industry, etc., as appropriate for the activity being performed. Such expertise may be provided by any group or person with specialized education, knowledge, skill, experience, or training.

Expectancy Theory. (Victor Vroom motivation theory) The worker is motivated to perform their duties because they expect a “desired reward” when they successfully complete the task. Link the workers performance to the reward. The type of reward expected may change over time. Motivation theories are applied during the Executing Process Group.

Expected Monetary Value Analysis (EMV) / Decision Tree Analysis. A statistical technique that calculates the average outcome when the future includes scenarios that may or may not happen. A common use of this technique is within decision tree analysis. Modeling and simulation are recommended for cost and schedule risk analysis because it is more powerful and less subject to misapplication that expected monetary value analysis. The two, uncertain outcomes should add to 100% to perform the calculations. For the exam, choose the potential decision that has the highest EMV.

Expert Judgment. KEY TOOL/TECHNIQUE. Provided by groups or individuals with specialized knowledge or training in an application/knowledge area, discipline, or industry. Such experts could come from other units from within the performing organization, consultants, stakeholders, customers, professional and technical associations, industry groups, etc. Often relates to processing information with people and/or computers, to produce desired outputs/results.

Exploit. A strategy used dealing with positive risks or opportunities. It is used to ensure that the opportunity is realized (i.e. add more talented resources to reduce completion time).

Exploratory Testing. An unscripted, free-form validation or evaluation activity conducted by someone with in-depth business or testing knowledge to validate the product and discover product errors.

Facilitated Workshops. Workshops are well-focused groups that bring together essential stakeholders from a cross section of functional groups to help define product requirements. They are interactive and in most cases driven to impartiality by a group facilitator. There are different methods of facilitated workshops depending on industry application. For example, JAD (Joint Application Development) in the software field and QFD (Quality Function Deployment) in manufacturing. Often used to “collect/elicit” requirements. For the exam, facilitation is an important skillset Project Managers should have.

Fast Tracking. A duration compression technique. Doing multiple activities concurrently to compress the duration of the project schedule without changing the project scope. Can result in increased risk, rework, and requires more attention to communication. Also relates to project schedule network diagrams.

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Feasibility Analysis. A study that produces a potential recommendation to address business needs. It examines feasibility using one or more of the following variables: operational, technology/system, cost-effectiveness, and timeliness of the potential solution.

Feature. A set of related requirements typically described as a short phrase.

Feature Model. A business analysis model that shows the first, second, and third level of features involved in a project.

Fee. Represents profit as a component of compensation to a seller. NOTE: The fee is not listed in a fixed price (FP) type of contract.

Final Product, Service, or Result. “The product of the project.” Formal acceptance and handover of the final product, service or result, to the customer including receipt of a formal statement that the terms of the contract have been met, that the project was authorized to produce.

Finish-to-Finish (FF). The logical relationship where completion of work of the successor activity cannot finish until the completion of work of the predecessor activity.

Finish-to-Start (FS). The logical relationship where initiation of work of the successor activity depends upon the completion of work of the predecessor activity. Also see logical relationship.

Firm Fixed Price (FFP) Contract. A type of fixed price contract where the buyer pays the seller a set amount (as defined by the contract), regardless of the seller’s costs.

Fishbone Diagram. A version of a cause-and-effect diagram that depicts a problem and its root causes in a visual manner. It uses a fish image, listing the problem at the head, with causes and subcauses of the problem represented as bones of the fish. See also cause-and-effect diagram.

Five Whys. A technique for conducting root cause analysis suggesting anyone trying to understand a problem to ask why it is occurring up to five times to thoroughly understand its causes.

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 the seller meets defined performance criteria. For the exam, award and incentive fees “synchronize the objectives of the buyer and the seller,” and must be included in the Definitive Budget.

Fixed Price or Lump Sum Contract. A type of contract involving 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. The simplest form of a fixed price contract is a purchase order. NOTE: The fee is not listed in a fixed price (FP) type of contract.

Float. Also called slack. For the exam, three types cited are: Free float: Amount of time an activity can be delayed without affecting the early start of the following activity (Free float = Late Finish – Early Finish). Total float: Amount of time and activity can be delayed without delaying a milestone, or the project’s completion date. Project float: Amount of time a project can be delayed without delaying the externally imposed completion date or subsequent projects. NOTE: Activities with float/slack are NOT on the critical path.

Flowcharts. Any graphical representation of a process that shows how various elements of a system interrelate. Flowchart diagrams can help the project team anticipate where and what quality problems might occur. One of the seven, basic quality tools.

Focus Groups. A focus group is a form of qualitative research whereby a group of people (e.g. customers) are asked about their attitude towards a product, service, concept, advertisement, idea, or packaging. Questions are asked in an interactive group setting where participants are free to talk with other group members.

Force field analysis. Analyzing the expected pressures for and against a change or new idea.

Force Majeure. Contract term and condition. A situation that is referred to as an act of God (e.g. fire, storm, hurricane, earthquake, etc.). Typically, it is an allowable excuse for either party not meeting contract requirements. It is usually resolved through the seller being given an extension of time on the contract.

Forecasts. Relates to estimates calculated in advance. For the exam, it may include Estimate to Completion (ETC), Estimate at Completion (EAC), and/or To Complete Performance Index (TCPI). The formulas are listed on the PMM Exam Reference Sheet, and are further described in the Control Costs process.

Forecasted Completion. Estimate how much the project will cost at completion (EAC), how much will it cost to complete (ETC), or using the “To Complete Performance Index” (TCPI).

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Forecasting. Estimates or predictions of conditions and events in the project’s future based on information and knowledge available at the time of the forecast. Forecasts are based on past work performance information and expected future performance and how this could impact the project’s estimate at completion or estimate to completion.

Formal Acceptance Documentation. Documents providing the formal confirmation that the product, service or result of the project has been accepted by the project sponsor and/or customer.

Forward Pass. The calculation of the early start and early finish dates for the uncompleted portions of all network activities. (Early start + Duration = Early Finish.) A forward pass will yield the duration of the project. A forward pass is done prior to doing a Backward Pass.

Functional Manager. Someone with management authority (e.g. department manager) over an organizational unit within a functional organization. The manager of any group that actually makes a product or performs a service. Sometimes called a line manager. For the exam, situations may have project managers negotiating with functional managers for resources.

Functional Organization. A hierarchical organization where each employee has one clear superior, staff are grouped by areas of specialization, and managed by a person with expertise in that area. For the exam, functional organizations work well for operations, but not for projects.

Functional Requirements. Requirements that describe the behaviors of a product.

Funding Limit Reconciliation. Expenditures are periodically compared and reconciled with funding limits set by the customer or the performing organization (i.e. resource leveling maybe used to smooth large variations). This technique is often done when determining the budget during the Planning Process Group. After estimates have been added (aggregated), funding limit reconciliation may result in continuing as planned, closing the project, requesting additional monies for the project, and/or cutting scope or quality. Also see control account and planning package.

Gap Analysis. A technique for understanding the gap between current capabilities and needed capabilities. Filling the gap is what comprises a solution recommendation.

General Management Skills. Soft skills often include: Leading, communicating, facilitating, negotiating, mentoring, coaching, problem solving, conflict resolution, influencing the organization, etc.

Given-when-then. “Given <a particular context>, When <some action is carried out>, Then <some observable result(s) occur>”

Goal model. Tool to analyze goals, problems, objectives, success metrics and high level features.(business objective model)

Grooming the Backlog. A process used on agile projects where the product team works with the product owner to gain more depth about the user stories in the backlog list. A groomed backlog is an input for sprint planning meetings, which are used to determine which user stories to cover in the next iteration.

Ground Rules. A list of acceptable and unacceptable behaviors adopted by a Project Management Staff to improve working relationships, effectiveness, and communication. Team ground rules should be determined by the project team.

Group Creativity Techniques. Examples would be brainstorming, nominal group voting techniques, Delphi technique, idea/mind mapping for consolidation, and affinity diagrams for sorting ideas into groups for further analysis. For the exam, link the words “brainstorming,” and “creativity.”

Group Decision Making Techniques. The process of assessing multiple options with an expected outcome resulting in future actions resolution. Unanimity, Majority, Plurality (i.e. highest %, but not a majority), and Dictatorship are examples. Hammock Activity. Often refers to a subset/fragnet of a complete project schedule network diagram (e.g. one objective of the entire project or phase. Usually relates to the Precedence Diagramming Method (PDM).

Happy Path. See normal flow.

Hierarchy of Needs Theory. (Abraham Maslow motivation theory) 5 levels cited, from top to bottom: Physiological, Safety, Social, Esteem, and Self Actualization. This theory states that the needs of each level must be fulfilled before the person can go on to fulfilling the needs of the next level. Motivation theories are applied during the Executing Process Group.

High-Fidelity Prototyping. A method of prototyping that creates a functioning representation of the final finished product to the user. High-fidelity prototyping is performed using a programming language or a pseudo language of the product to be demonstrated.

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High, Medium, Low. Group facilitation technique where priority is determined as either high, medium, or low. (Could also use Very High, and Very Low.)

Histogram. Bar chart showing distribution of variables, the characteristics of a problem, and relative frequency of occurrence to help identify the cause of problems in a process by the shape and width of the distribution. May be used to illustrate resource leveling. Histograms are typically generated with project management software.

Historical information. Documents and data on prior projects including project files, records, correspondence, closed contracts, and closed projects. For the exam, this often refers to “organizational process assets,” and “lessons learned.” Parametric and analogous estimates rely on parameters based on known historical information. Analogous and parametric models are likely to be more accurate when the historical information they are based on is true and correct, when the parameters used for the estimates are provable, and when the models can work for both any size project (i.e. they are scalable).

Human Resource Management Plan. The human resource management plan documents project roles and responsibilities (e.g. RACI RAM), project organization charts, and includes or sometimes is a subsidiary of the staffing management that includes the timetable for staff acquisition, assignment, reward/recognition, and release.

Hygiene Theory. (Frederick Herzberg motivation theory) Includes Hygiene Factors: (minimum requirements for workers): Administrative policies, working conditions, salary, personal life, peers, superior, subordinate relationships, status, and security. Motivating Agents (provide increased incentive for the workers): Recognition, work content, responsibility, and professional growth, are typical motivating agents. Motivation theories are applied during the Executing Process Group.

Identify Risks. The process of determining which risks may affect the project and documenting their characteristics. Risks have probability impact, and urgency (timing) considerations. Risks can be identified at any time, but comprehensive risk identification is mainly done during planning.

Identify Stakeholders. The process of identifying all the people or organizations impacted by the project, and documenting relevant information regarding their interests, involvement and impact on the project. This process often begins in Initiating. Stakeholder identification can include determining stakeholder influence, impact (positive or negative), interest level, involvement, and interdependency.

Impact Analysis. A technique for evaluating a change in relation to how it will affect other requirements, the product, the program, and the project.

Imposed Date. A date for an activity or stated milestone, which is fixed. Usually within the confines of “start no earlier than” or start no later than.” Can relate to an “external/internal mandatory” dependency. This may also relate to critical chain where externally imposed calendar dates are set, and the amount of work that can be done, between milestone dates is determined based on limited resources.

Incremental Life Cycle. Relates to determining scope early, and modifying schedule and cost routinely over the course of the project. Functionality is incrementally added over time. Contrast with iterative and predictive lifecycles.

Incentives. Benefits the seller receives for aligning with the buyer’s objectives of time, cost, quality, risk and performance (referred to as synchronization). Award and incentive fees “synchronize the objectives” of the buyer and the seller.

Indemnification (liability). Contract term and condition. Used to protect against or keep free from, loss or damage. Should specify which party is liable for personal injury, damage and accidents.

Independent Contractor/Seller. Relates to when the seller is not an employee of the buyer’s organization (as stated in the contract).

Independent Estimates. Estimates provided by the procuring organization. A sanity check should include a cost estimate. For the exam, this may occur during the Conduct Procurements process, and often occurs early in Executing.

Independent Estimates. Using an impartial third party to conduct estimates can sometimes help understand if the scope was properly understood internally. NOTE: Project managers are responsible for “sanity checking,” all estimates.

Influence Diagram. A graphical representation of situations showing causal influences, time ordering of events, and other relationships among variables and outcomes. For the exam, these may relate to cause-and-effect diagrams, and often relate to risk management.

Information Distribution Tools. May include project meetings, hard copies, e-mails, databases, websites, portals, software, faxes, e-mails, and voice mails. Often described in the Communications Management Plan.

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Information Gathering Techniques. Brainstorming possible risks, interviewing, root cause identification, Delphi technique, Strength, Weakness, Opportunity and Threat (SWOT) analysis. Often relates to collecting/eliciting requirements.

Information Presentation Tools. Software packages used to make presentations. Includes, table reporting, spreadsheet analysis, graphic capabilities, etc. Project management software can be used as a tool for modeling information.

Information Retrieval Systems. May include manual filing systems, electronic databases, project management software, and repositories for project related information. For the exam, this may relate to the Project Management Information System (PMIS), or Organizational Process Assets. (For example, “SharePoint.”)

Information Technology. Used to increase the effectiveness and efficiency of the contract administration process (i.e. automated records management system and/or electronic data exchange between buyer and seller, etc.). May also refer to technology required for effective communication (e.g. for virtual teams). Initiating Processes. Those processes performed to define a new project of phase of an existing project by obtaining authorization to start the project or phase. The two “featured” processes are Develop Project Charter, and Identify Stakeholders. For the exam, look for planning-related words that relate to “high-level,” initial, analogous, etc.

Input. Any item required by a process in order for that process to progress. Inputs could be outputs from previous processes. For the exam, key inputs are Organizational Process Assets, and Enterprise Environmental Factors.

Inspection. Measuring, examining, verifying and testing. Undertaken to determine whether an activity, component, product, result or service conforms to specified requirements. (Reviews, Audits, Product Reviews, Walk-Through, Peer Reviews, etc.) For the exam, this often relates to the Quality Control, and Validate Scope processes, but can also relate to procurement and/or risks. Controlling procurements can also utilize inspection. For the exam, inspection is not a way to ensure quality.

Integrated Change Control. The process of reviewing all change requests, approving changes and controlling changes to deliverables and organizational process assets. For the exam, always strive to follow the change control process. The Change Control Board (CCB), approves, rejects, or defers change requests.

Integration testing. Quality assurance work to ensure solution components work together as designed.

Intellectual property. Legal ownership rights such as patents, trademarks, copyrights, processes, etc. It is used in connection with or developed as part of the contract, along with certain warranties to use certain intellectual properties in performance of the contract. For the exam, this may relate to non-disclosure clauses needed in contracts, or not considering a seller to keep proprietary information confidential to the organization.

Interface analysis. Elicitation and analysis technique for understanding and designing interactions between people, processes, systems, or equipment.

Internal Rate of Return (IRR). The projected annual yield of a project investment, incorporating both initial and ongoing costs into an estimated percentage growth rate a given project is expected to have.

Internet Search. Researching using the Internet, which may be required to find more qualified sellers.

Interoperability. Used to understand/analyze how applications exchange data, workflow, processes, etc

Interpersonal Skills. Often called “soft skills.” Empathize, anticipate the needs of, acknowledge the concerns of, communicate, facilitate, inspire, resolve conflict, negotiate, etc. For the exam, this may also relate to “leadership skills.”

Interviews. Used to gather information. Formal/structured, and Informal/unstructured. For the exam, this technique is often used to collect/elicit requirements.

Interrelationship Diagram. A special type of cause-and-effect diagram that depicts related causes and effects for a given situation. Interrelationship diagrams help to uncover the most significant causes and effects involved in a situation. See also cause-and-effect diagram.

Invitation for Bid (IFB). Sometimes this term may relate to “Request for Proposal” (RFP). However, in some environments it may have a more narrow or slightly different meaning. For the exam, and IFB typically requires a comprehensive SOW.

Invoicing. Billing, charges or fees for an itemized list of goods sold or services rendered by the seller to the buyer. This is typically more labor intensive for “cost plus” types of contracts. (NOTE: Fixed price contracts generally require less invoicing than cost reimbursable contracts.)

Ishikawa Diagrams. See fishbone diagram and cause-and-effect diagram.

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Issue. A point or matter in question or in dispute, or a point or matter that is not settled and is under discussion or over which there are opposing views or disagreements. When a risk actually occurs, it becomes and issue.

Issue Log. A written log, documenting the person responsible for resolving specific issues. Helps the team monitor issues until resolved.Issue-Problem Tracking. System for tracking, managing, and resolving issues, defects, problems, risks, conflicts, concerns, etc.

Iterative Lifecycle. Relates to determining scope early, and modifying schedule and cost routinely over the course of the project. The product is developed through a series of iterations (repeated cycles). Contrast with incremental and predictive lifecycles. Also see Plan-Do-Check-Act (PDCA).

Job Analysis. A technique used to identify job requirements and the competencies needed to perform effectively in a specific job.

Joint analysis. Technique used when creating job descriptions to clearly outline the activities to be performed and the skills needed to perform them well.

Joint Application Development or Design (JAD). Elicitation technique used to bring a group of stakeholders to consensus about a requirement or design (Facilitated workshop).

Just In Time (JIT). Suppliers deliver goods only when they are needed. Relates to LEAN. For the exam, just in time “forces” quality because extra materials are not readily available.

Kaizen. Relates to making small improvements in products and/or processes to reduce costs, and ensure consistency or performance of products or services.

Kanban. A method for managing knowledge work with an emphasis (JIT), and LEAN. Work is pulled from a que. May also relate to visual process management.

Kanban Board. A tool used within the continuous improvement method of Kanban to visually depict workflow and capacity and assist team members in seeing the work that is planned, in process or completed. The Kanban board is a variation of the orginal Kanban cards.

Kano Model Map. Describes what’s necessary to impact customer satisfaction. Quality (H-L) & Satisfaction (H-L) is plotted. (i.e. Explores what they expect, what is normal, what excites/delights, or what disgusts them.)

Key Performance Indicators (KPIs). A type of performance measurement used to evaluate the success of the project. (E.g. zero defects, meets business requirements, customer satisfaction.)

Key Stakeholders. A stakeholder who is identified as having a significant stake in the project or program and who holds key responsibilities such as approving requirements or approving changes to product scope.

Kickoff Meetings. “Kickoff Meetings” should be held after the Project Management Plan has been approved. (“Project Kickoff Meetings” may be held after the Project Charter has been approved.) The appropriate stakeholders should be invited to the meetings. Kickoff meetings are beneficial for project team communication, helping ensure a common understanding, team-building, and clarification of roles and responsibilities prior to execution of the project. For the exam, the kickoff meeting signals the beginning of Executing, and transition from the project management staff, to the project team.

Knowledge Areas. A knowledge area represents a complete set of concepts, terms, and activities that make up a professional field, project management field, or area of specialization. Currently, Knowledge Areas include: Integration, Scope, Time, Cost, Quality, Human Resources, Communications, Risk, Procurement, & Stakeholders.)

Lag Time. Inserted waiting time (e.g. waiting for concrete to cure). A modification of a logical relationship that directs a delay in the successor activity. Having lag time on the critical path is generally not desirable. Contrast with lead time.

Late Finish Date (LF). In the critical path method (CPM), the latest possible point in time that a schedule activity may be completed based upon the schedule network logic, the project completion date, and any constraints assigned to the schedule activities without violating a schedule constraint or delaying the project completion date. The late finish dates are determined during the backward pass calculation of the project schedule network.

Late Start Date (LS). In the critical path method (CPM), the latest possible point in time that a schedule activity may begin based upon the schedule network logic, the project completion date, and any constraints assigned to the schedule activities

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without violating a schedule constraint or delaying the project completion date. The late start dates are determined during the backward pass calculation of the project schedule network.

Lead. A modification of a logical relationship that allows an acceleration of the successor activity. Starting the successor activity before the predecessor is complete. Contrast with lag time.

LEAN. A systematic method for the elimination of waste within a manufacturing system. Focuses on what “adds value” by reducing everything else. For the exam, it typically relates to quality, Just in Time, and perhaps Kanban.

Lessons Learned. The learning gained from the process of performing the project. Lessons learned may be identified at any point, but should be performed at key phase gates/stage exits/milestones. Also considered a project record, to be included as an “organizational process asset” in the project management information system (PMIS). For the exam, lessons learned may refer to a meeting, or the information learned and/or documented.

Lessons Learned Knowledge Base. What went well? What could been done differently? The causes of the variances, the reasoning behind the corrective action chosen, and other types of lessons learned should be documented so that they become part of the historical database for this project and other projects of the performing organization. The database is also the basis of knowledge management. For the exam, this relates to organizational process assets and a project management information system (PMIS).

Letter of Intent. A procurement document stating that the buyer intends to hire the seller. It is not considered a contract, and is usually not legally binding.

Level of Effort (LOE). Used to measure work performance (e.g. EVM) over the passage of time, not by the delivery of end products.

Liquidated Damages. Contract term and condition. Estimated damages for specific defaults (usually from a default by the seller). Remedies for default should be specifically stated in the contract.

Log. A document used to record and describe or denote selected items identified during execution of a process or activity. Usually used with a modifier, such as issue, quality control, action, or defect. Change control log, risk log, issue log, and defect log are sometimes cited on the exam.

Logical Relationship. A dependency between two project schedule activities, or between a project schedule activity and a schedule milestone. See also precedence relationship. The four possible types of logical relationships are: Finish-to-Start (FS); Finish-to-Finish (FF); Start-to-Start (SS); and Start-to-Finish (SF).

Low-Fidelity Prototype. A method of prototyping that provides fixed sketches, diagrams, and notes to provide a visual representation of what a screen will look like. Static prototypes do not demonstrate the operation of the system to the user.

Make-or-Buy Analysis. A general management technique used to determine whether to produce a product or service in house or procure from outside the performing organization. Decision factors often include organizational capability, availability, proprietary issues, cost, or loss of control. Used for make-or-buy decisions.

Make-or-Buy Decisions. The documented decisions of what project products, services, or results will be either be acquired outside of the project organization or will be developed by the project team. Seller capability/availability, proprietary information, cost, and loss of control may all be taken into consideration in the analysis.

Manage Project Team. The process of tracking team member performance, providing feedback, resolving conflict/issues, and coordinating changes to enhance project performance. For the exam, this could also relate to manage conflict resolution. Manage Stakeholder Engagement. Communicating and working with stakeholders to meet their expectations. For the exam, this often refers to communicating with stakeholders.

Management Skills. Talents inherently required of managers; including, but not limited to, organizational, time management, presentation, negotiation, facilitation, communication, writing skills, etc.

Management (Contingency) Reserves. Monies withheld for management control purposes, and unforeseen work within the scope of the project.

Management Requirements. Requirements established by senior management for each project to accomplish meeting attendance, approval of staff, etc. For the exam, this may be referred to as “Business Requirements.”

Marginal Analysis. Relates to optimal quality being reached at the point where incremental revenue from improvement equals the incremental cost to secure it.

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Material Breach. Relates to contract terms and conditions. A breach so large that it may not be possible to complete the work under the contract. Matrix Organization. Any organizational structure in which the project manager shares responsibility with the functional managers for assigning priorities and for directing and allocating resources for the work of persons assigned to the project. (May refer to Weak Matrix (lower project coordination authority), Balanced Matrix, Strong Matrix, or Composite Matrix (higher project coordination authority). This may also relate to “project-based organizations (PBOs),” whose major focus is on project-based activities. For the exam, these organizations have resources that can work on multiple projects simultaneously.

McClelland’s Theory. (David McClelland motivation theory) According to McClelland’s theory, worker needs can be “shaped/acquired” over time. McClelland used the Thematic Appreciation Test (TAT) to assess the individual needs of people. The test uses pictures that the subject responds to develop “their own spontaneous story” which provides insight as to the needs they aspire to. 1) Achievement: “They have the need to achieve.” High achievers should be given challenging projects, but reachable goals. They have a need to achieve, but it must be perceived as being possible (i.e. approximately 50% likelihood). Money can be an effective form of feedback, but not as important as a motivator. 2) Affiliation: People that have a high need for affiliation perform best in cooperative environments. The tend to conform more to the norms of the group and “go with the flow.” 3) Power: Categorized as either personal power or institutional power. Both have a need to direct others, however, those who need institutional power are more effective in the organization than those who have the need for personal power.

Measure. The quantity of some element at a point in time or during a specific time duration, such as the number of work months spent on a project during a specific time period, the number of defects uncovered, or the number of customers responding to a survey stating that they were extremely satisfied.

Measurement. Used to analyze/measure the performance of the solution during the project lifecycle, as well as after the project is complete

Mean Time To Repair (MTTR). Estimate of how long it takes to perform the repair (e.g. of a defect).

Methodology. A system of practices, techniques, procedures, and rules used by those who work in a discipline. Having a “lifecycle methodology” is sometimes mentioned on the exam, and is considered to be a “cure for ad-hoc project management.”

Metric. A set of quantifiable measures used to evaluate a solution or business.

Milestone. A significant point or event in the project, with no duration. A scheduled event often used to measure progress. Milestones often relate to the Project Scope Statement. For the exam, milestones may also designate checkpoints to perform lessons learned, audits, scope validation, etc.

Milestone Chart. Primarily used as a status report for high-level management/stakeholders to depict only the milestones in a project schedule. Milestone charts may be generated by project management software.

Milestone List. This is a list of significant events in the project and indicates whether the milestone is optional or mandatory- possibly because it is a contract stipulation. A list of milestones and activities are required to develop a project schedule network diagram. Activities are performed to achieve milestones.

Mitigate. A risk strategy used in dealing with negative risks, or threats. Utilized in seeking to reduce (lower) the probability and or consequence of an adverse risk event to an acceptable threshold. When probability cannot be reduced, a back up could be built to address the impact. Mitigate can be as simple as just communicating with the appropriate stakeholder.

Model. A visual representation of information, both abstract and specific, which operates under a set of guidelines in order to efficiently arrange and convey a lot of information in an efficient manner.

Modeling and Simulations. Techniques used to iterate the project cost, project schedule or project risk using input values selected at random from probability distributions (i.e. Monte Carlo Analysis). For the exam, this typically requires a computer.

Modeling Language. A set of models and their syntax. Examples include Requirements Modeling Language (RML), Unified Modeling Language (UML), Business Process Modeling Notation (BPMN), and System Modeling Language (SysML).

Monitor and Control Project Work. The process of tracking, reviewing, regulating the progress to meet the performance objectives defined in the project management plan. This may include reviewing earned value management and other technical performance information.

Monitor and Control Risk. Monitoring residual risks, identifying new risks, executing risk reduction plans and evaluating their effectiveness throughout the project life cycle. Performed during Monitoring and Controlling.

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Monitoring. The process of collecting project performance data, producing performance measures, and reporting and disseminating performance information.

Monitoring and Controlling Processes. A collection of monitoring processes performed to measure and monitor each knowledge area so corrective action can be taken when necessary to control the execution of the phase or project.

Monte Carlo Analysis. A technique that computes, or iterates, the project cost or project schedule many times using input values selected at random from probability distributions of possible costs or durations, to calculate a distribution of possible total project cost or completion dates. (Requires a computer.) This technique often relates to quantitative risk analysis, but may also be used during Initiating to help with project selection (i.e. constrained optimization method).

MoSCoW. A technique used for establishing requirement priorities. In this technique, the participants divide the requirements into four categories of must haves, should haves, could haves, and won’t haves.

Multivoting Process. A technique used to facilitate decision making among a group of stakeholders. Participants are provided with a limited number of votes and are asked to apply those votes to a list of possible options. The option with the most votes is determined to be the most favorable option. Multivoting processes can be used to prioritize requirements, determine the most favorable solution, or to identify the most favorable response to a problem.

Narrative. A story. In business analysis, narratives are written when developing personas.

Near-Critical Path Activity. A schedule activity that has low total float. (NOTE: Critical path activities have 0 or less float/slack.) The concept of near critical is equally applicable to a schedule activity or schedule network path. The limit below which total float/slack is considered near critical is subject to expert judgment and varies from project to project. For example, if the critical path shows that the project will take 300 days, paths that have 290 days could be considered the “near critical path.”

Needs Assessment. The domain of business analysis concerned with understanding business goals and objectives, issues, and opportunities, and recommending proposals to address them.

Negotiation. A strategy of conferring with parties of shared or opposite interests with the goal of reaching an agreement or compromise. Talks with project managers, functional managers, sellers, or other stakeholders to achieve a mutual (win-win) result. Negotiate on the merits and joint problem solving is referred to on the exam for effective negotiations. (“Be tough on the problem, easy on the person.”) “Getting to Yes,” (Fisher and Ury) is the book that exam questions are derived from.

Net Present Value (NPV). The future value of expected project benefits expressed in the value those benefits have at the time of investment. NPV takes into account current and future costs and benefits, inflation, and the yield that could be obtained through investing in financial instruments as opposed to a project or program.

Net Promoter Scope. Tool for measuring customer loyalty. (e.g. “On a scale from 1-10, how likely are you to recommend our product.”)

Network Logic. The collection of schedule activity dependencies that makes up a project schedule network diagram (i.e. Precedence Diagramming Method (PDM).)

Network Templates. Standardized networks and sub-networks (fragnets/hammocks) can expedite the preparation of networks of schedule activities. Often relates to project management software (e.g. MS Project).

Networking. Developing relationships with persons who may be able to help in reaching objectives.

Node. One of the defining points of a schedule network; a junction point joined to some or all of the other dependency lines. The Precedence Diagramming Method (PDM), has also been referred to as “Activity on Node (AON).”

Nominal Group Technique. Brainstorming with a smaller group, followed by a voting process to rank the most effective ideas for further brainstorming and/or prioritization. Link with word “creativity.”

Nonfunctional Requirements. Requirements that express properties that the product is required to have, including interface, environment, and quality attribute properties.

Normal Flow. Within the context of use case analysis, the normal flow is the set of steps that are followed through the use case scenario when everything goes as planned or expected.

Notice. Contract term and condition. Relates to certain correspondence sent to contractors regarding specific issues. It is typically detailed in the contract. On the exam, this may relate to a letter of default, as it is not advisable to abruptly terminate a seller without notice.

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Object Diagram. UML diagram which shows the structure of a system at a point in time.

Objective. Something toward which work is to be directed, a strategic position to be attained, or a purpose to be achieved, a result to be obtained, a product to be produced, or a service to be performed. Completing objectives helps achieve goals.

Observations. A direct way to view how individuals work in their environment and how they carry out tasks or perform processes. Sometimes called “job shadowing.”

One-Time/Single-Point Estimating. Uses only one (e.g. most likely) estimate. May increases likelihood of padding, inaccuracy, and uncertainty. Contrast with three-point estimating.

Open-Ended Question. A question that allows the responder to answer in any way desired.

Operational Feasibility. The extent to which a proposed solution meets operational needs and requirements related to a specific situation. It also includes factors such as sustainability, maintainability, supportability, and reliability.

Opinion analysis. Participants analyze various options to better evaluate the benefits, risks, causes, effects, and select the option that yields the greatest value to the project. (May relate to multi-criteria decisions analysis / rating sheets.)

Opportunity. A condition or situation favorable to the project, a positive set of circumstances, a positive set of events, a risk that will have a positive impact on project objectives, or a possibility for positive changes. Response strategies for opportunities include Exploit, Share, Enhance, Accept.

Opportunity Analysis. A study of the major facets of a potential opportunity to determine the viability of successfully launching a new product of service.

Opportunity Cost. The loss of value that could be realized in other actions or alternatives, if the current action is pursued.

Organizational Breakdown Structure (OBS). A hierarchically organized depiction of the project organization arranged so as to relate the work packages to the performing organizational units. Typically, shown in the Human Resource Management Plan.

Organizational Chart. A model that depicts the reporting structure within an organization or within a part of an organization. In business analysis, organizational charts can be used to help identify stakeholders who are involved in a project and to understand the reporting structures that exist among those identified

Organizational Chart and Position Description. A method for depicting interrelationships among a group of persons working together toward a common objective. Formats include hierarchical, matrix, etc. Helps ensure that each work package has been assigned an owner.

Organizational Goals. Broad-based translations of corporate goals into expressions that are actionable and measurable. Goals are typically longer in scope than objectives.

Organizational Modeling. A type of modeling that visually depicts the organizational structure and elements of an organization.

Organizational Objectives. Accomplishments that an organization wants to achieve to help enable goals. These are specific and tend to be of shorter duration than goals, often one year or less.

Organizational Process Assets. KEY PROCESS INPUT. Any or all process related assets, from any or all of the organizations involved in the project that are or can be used to influence the project’s success. These process assets include formal and informal plans, policies, procedures, and guidelines. Organizational process assets also include the organization’s knowledge bases such as lessons learned and historical information. Help overcome ignorance faster. For the exam, organizational process assets can include people and/or computer (knowledge) databases.

Organizational Readiness. Relates to whether the organization is effectively prepared to accept/utilize the new solution. (May relate to organizational change management. E.g. Requiring the organization to become ISO-complaint.)

Organizational Structure. An Enterprise Environmental Factor that can affect how resources are allocated and how a project is conducted. They are typically categorized as Functional, Matrix, and Projectized. Matrix organizations are further broken down to Weak, Balanced, Strong, and Composite. For the exam, the following lists the organizational structures in the order of “project management authority:” Functional (lowest), Weak Matrix, Balanced Matrix, Strong Matrix, Composite Matrix, and Projectized (highest). (NOTE: “Tight matrix” merely refers to colocation.) The organizational structure relates to enterprise environmental factors, and should be considered as part of the organization’s commitment towards project management, levels of authority, allocating resources, communication, employee performance assessment, etc.

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Organizational Theory. Substantial body of literature related to how organizations should be structured. Also see Organizational Structure above.

Output. A result of a process, or service generated by a process. Processes produce outputs. Understanding process sequence is important because outputs may be inputs to subsequent processes. Each PMI process has Inputs, Tools/Techniques, and Outputs. For the exam, updates are always process outputs. With the exception of the Perform Integrated Change Control process, “change requests” are always process outputs as well.

Outputs From Planning Processes. Key input to the Develop Project Management Plan process. (Subsidiary “management” plans become inputs to the Project Management Plan.)

Pair-Matching. A step performed when constructing a weighted ranking matrix. It involves taking each option under analysis and comparing it one by one to all the other options listed.

Parametric Estimating. Uses a mathematical model based on relationship between historical data and other variables (e.g. lines of code in software or square footage in construction) to calculate estimates for activity characteristics (parameters) such as scope, cost, budget and duration. Regression analysis (scatter diagram) and Learning Curve are two examples.

Pareto Chart. A type of histogram (vertical bar chart), ordered by frequency of occurrence, that shows how many results were generated by each identified cause. Pareto charts can help the appropriate stakeholders focus on the vital few. For the exam, Pareto charts may also relate to the 80/20 rule (e.g. 80% of the defects, come from 20% of the causes.)

Parkinson’s Law. “Work expands so as to fill the time (and perhaps, money) available for its completion.” May be a consideration for stakeholders padding their estimates. For the exam, Parkinson’s Law is something to avoid, perhaps by adopting three-point estimates to reduce “padding/buffering.”

Participant. One who participates in a group activity, such as focus groups or facilitated workshops.

Path / Point of Convergence. The merging or joining of parallel schedule network paths into the same node in a project schedule network diagram. Path convergence is characterized by a schedule activity with more than one predecessor activity. For the exam, this may also relate to “sensitive” (e.g. quantitative risk analysis) areas within the project schedule network diagram.

Payback Period (PBP). The time needed to recover a project investment, usually in months or years

Payments. Monetary disbursements transferred from the buyer to seller for services or products produced by seller as agreed upon in the contract. For the exam, be aware of payment management questions (i.e. if the seller distributes inaccurate invoices the buyer could only stop payment on the disputed amounts, after notification to the seller of the dispute).

Payment Schedules and Requests. Assumes that the project is using an external payment system. If it were internal, it would be “payment.” More administration is required for cost reimbursable type contracts.

Payment Systems. Accounts payable system to pay the seller. (Review, approve, and pay.) For the exam, you may see situations where you have a contract administrator working on your project team to help with seller payments. NOTE: Cost-reimbursable contracts typically require more administration for payment systems.

Peer Review. Human-based testing; the act of reviewing someone else’s work to find inconsistencies, errors, and quality improvements.

Percent Complete. An estimate, expressed as a percent, of the amount of work that has been completed on an activity or work breakdown structure component. When percent complete information is not easy to determine, project managers may apply the 50/50, 20/80, or 0/100 percent complete “heuristics / rule of thumb.”

Perform Integrated Change Control. The process of reviewing all change requests, approving changes, and managing changes to the deliverables, organizational process assets, project documents, and project management plan (i.e. Follow your change control process). Also see Change Control Board (CCB). For the exam, this is the only process that has “change requests” as a process input.

Perform Qualitative Risk Analysis. The process of prioritizing risks (subjectively. e.g. on a scale for 1-10) for further analysis or action by assessing and combining their probability of occurrence and impact on project objectives. For the exam, this may also refer to a P-I matrix to illustrate threats and opportunities. Contrast with quantitative risk analysis.

Perform Quality Assurance. Applying planned, systematic, quality activities (such as audits, peer reviews, etc.) to ensure that the project will employ all processes to satisfy all relevant quality standards. Often audits standards/processes. For the exam,

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look for “implementing/following standards,” “auditing processes,” and making process improvements. NOTE: Quality Control typically inspects/verifies the product.

Perform Quantitative Risk Analysis. Numerically analyzing and measuring the probability and impact of identified risks on project objectives. Ranks risk based on the expected monetary value (EMV). For the exam, this typically requires a computer—also look for words such as “modeling,” and “simulation.” Also see Perform Qualitative Risk Analysis and Decision Tree/Expected Monetary Value Analysis. Contrast with qualitative risk analysis.

Performance Information Gathering and Compilation. Information gathered and compiled from electronic databases, project management software, manual filing systems, etc. Typically performed during Monitoring and Controlling.

Performance Measurements. The performance measurement baseline integrates scope, schedule, cost, and quality parameters of a project. Project execution is compared and deviations are measured for management control. The calculated variances are documented and communicated to stakeholders. For the exam, Earned Value Analysis (EVA) is considered to be the key performance measurement, and typically require project management software (e.g. MS Project).

Performance Measurement Baseline. An approved integrated scope-schedule-cost plan for the project work against which the project execution is compared to measure and manage performance. Technical and quality parameters may also be included. Used for Earned Value Management (EVM), and Forecasting measurements. Essentially, this information should be included in the Project Management Plan.

Performance Reports. Documents and presentations that provide organized and summarized work performance information, earned value management parameters and calculations, and analyses of project work progress and status. Common formats for performance reports include bar charts, S-curves, histograms, tables, and project schedule network diagram showing current schedule status. Performance reports can also be used for personnel assessment.

Performance Reviews. This often refers to a structured review of the seller’s progress to perform or deliver the agreed-upon goods or services for quality, cost and schedule as agreed upon in the contract. For the exam, project managers may provide information to functional managers for team/staff performance reviews.

Persona. An archetype user representing a set of similar end users described with their goals, motivations, and representative personal characteristics.

PEST, PESTLE. Group of techniques used to investigate aspects of the global business environment, including political, economic, socio-cultural, technological, legal, environmental (PESTLE).

Phase. See project phase.

Plan Communications Management. Developing an appropriate approach and plan for project communications based on stakeholder information needs and requirements, and organizational assets. Determining the information and communications needs of the project stakeholders; who they are, what is their level of interest and influence on the project, who needs what information, when will they need it, and how it will be given to them. Produces a communications management plan. Also consider the “communications model” for the exam.

Plan Cost Management. Establishes the policies, procedures, and documentation for planning, managing, expending, and controlling project costs. Produces a cost management plan/cost baseline. Contrast with procurement management.

Plan-Do-Check-Act (PDCA). For the exam, relate this to Total Quality Management, quality improvement, Edwards Deming, iterative/incremental/adaptive lifecycles, Agile, and possibly rolling wave/progressive elaboration.

Plan Human Resource Management. Identifying and documenting project roles, responsibilities, required skills, reporting relationships, and creating a staffing management plan. For the exam, also consider organizational charts, and the RACI RAM. Produces a Human Resources Management Plan.

Plan Procurement Management. Documenting project procurement decisions, specifying the approach, and identifying potential sellers. Includes make-or-buy analysis, procurement documentation, and objective source selection criteria. For the exam, the project manager should be involved in both vendor and contract-related decisions. For the exam, contrast with cost management. Produces the Procurement Management Plan.

Plan Quality Management. Identifying which quality standards are relevant to the project and determining how to satisfy them. For the exam, ensure you know quality tools/techniques (e.g. Seven basic quality tools). This process yields quality metrics, quality checklists, and the continuous process improvement plan. Produces the Quality Management Plan.

Plan Risk Management. The process of defining how to conduct risk management activities for a project. The key component of the risk management plan is the risk register. Produces a Risk Management Plan.

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Plan Risk Responses. The process of developing options and actions to enhance opportunities and to reduce threats to project objectives. Often this includes time and money that must be added to the schedule and budget. For threats; Avoid, Transfer, Mitigate, Accept. For Opportunities; Exploit, Share, Enhance, Accept. Residual and secondary risks may also need to be considered.

Plan Schedule Management. Establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule. Includes analyzing schedule activity sequences, schedule activity durations, resource requirements, and schedule constraints to create the project schedule. Produces a Schedule Management Plan/schedule baseline.

Plan Scope Management. Creating a scope management plan that documents how the project scope will be defined, validates, and controlled. For the exam, understanding scope is key. Produces a scope management plan/scope baseline.

Plan Stakeholder Management. Identifying the people, groups, or organizations that could impact or be impacted by a decision, activity, or outcome of the project; and analyzing and documenting relevant information regarding their interests, involvement, interdependencies, and potential impact on project success. Stakeholders provide scope-related information.

Planned Value (PV). The authorized budget assigned to the scheduled work to be accomplished for a schedule activity or work breakdown structure component. (SV = EV – PV) (SPI = EV / PV)

Planning Meeting and Analysis. Meetings conducted for the purpose of evaluating risks to the project and developing a Risk Management Plan. Teams should develop their own ground rules. Virtual team meetings are typically more difficult than face-to-face meetings (e.g. communication-related risks/issues).

Planning Package. WBS component below the control account with known work content but without detailed schedule activities. May be documented in the Project Charter. For the exam, this may also be related to funding limit reconciliation when determining the budget. Also see Control Account.

Planning Processes. Those processes performed to define and mature the project scope, develop the project management plan, and identify and schedule the project activities* that occur within the project. NOTE: For the exam, the subsidiary plans (management plans) are inputs to the Project Management Plan.

Point of Total Absorption. Contract term and conditions. A pricing (cost) strategy: Long-term costs = absorption cost. For long-term pricing, cost may be defined as absorption cost (e.g. direct materials, direct labor, variable manufacturing overhead, and fixed manufacturing overhead). Stresses that all elements of production must be recovered in the selling price. Data should be readily available because the absorption cost is used for valuing inventory on the balance sheet.

Point of Total Assumption. Contract term and condition. The point at which the share ratio ceases to operate and $1 of added costs results in $1 of decreased payment to the contractor. Formula: (ceiling price - target price)/share of overrun) + target cost

Policy. A structured pattern of actions adopted by an organization such that the organization’s policy can be explained as a set of basic principles that govern the organization’s conduct.

Portfolio. Relates to program management. A collection of projects or programs and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives. The projects or programs of the portfolio may not necessarily be interdependent or directly related. Also see portfolio management.

Portfolio Management. The centralized management of one of more portfolios, which includes identifying, prioritizing, authorizing, managing and controlling projects, programs and other related work to achieve specific strategic business objectives. Relates to program management, and the Program Management Office (PMO).

Pre-assignment (resources). Sometimes, project staff may be pre-assigned if the project is the result of a competitive proposal and specific staffs were promised on the project. Pre-assignments are also done if, it is an internal project and staff assignments were defined within the Project Charter. For the exam, this often relates to the Acquire Project Team process.

Precedence Diagramming Method (PDM). Popular project schedule network diagramming method in which schedule activities are represented by boxes (or nodes), and linked by one or more logical relationships to show the sequence of the activities to be performed. Used to sequence activities to determine/manage the critical path.

Predecessor Activity. The schedule activity that determines when the logical successor activity can begin or end. (Relates to the Sequence Activities process in Planning.)

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Predictive Lifecycle. Scope, schedule, and cost are determined early in the lifecycle. Typically used for more formal, longer, and more comprehensive projects. Considered to better minimize risk. Contrast with iterative and incremental lifecycles.

Prioritization. Used to facilitate, determine, understand, qualify, and document the priority, rank, desirability, of various options.

Prioritized List of Quantified Risks. List of those risks that pose the greatest threat to the project. May use a computer and software tool such as “Crystal Ball.” Risks are prioritized based on their Probability and Impact. Also see Perform Quantitative Risk Analysis.

Probabilistic Analysis of the Project. Forecasting potential project schedule and cost results, listing the possible completion dates or project duration and costs, with confidence levels. For the exam, this topic may relate to a “Constrained Optimization Method” (computer) project selection technique that may be used during Initiating.

Probability and Impact Matrix. Risk priority methodology used to rank risks by combining two dimensions of risk; its probability of occurrence, and its impact if it does occur. Performed as part of Qualitative Risk Analysis. (Scales often include Very High, High, Medium, Low, and Very Low, and may be modeled using red, yellow, green colors.) For the exam, it may refer to both project threats and opportunities.

Probability of Achieving Time and Cost Objectives. Probability of achieving the project objectives under the current plan and with current knowledge. This may be determined by Monte Carlo analysis during quantitative risk analysis.

Problem. An internal or external environment of an organization that is causing detriment to the organization, for example, lost revenue, dissatisfied customers, delays in launching new products, or noncompliance with government regulations.

Problem Domain. The area or context surrounding the problem that is currently under analysis.

Problem Solving & Opportunity Identification. Used to determine the underlying cause(s) of problems to understand/determine the best way to remedy, or to determine the most effective way to pursue opportunities that add value to the organization.

Procedure. An established method of accomplishing a consistent performance or result. A procedure typically can be described as the sequence of steps that will be used to execute a process.

Process. A systematic series of activities directed towards causing an end result such that one or more inputs will be acted upon to create one or more outputs. Process Analysis. Identifies needed improvements from an organizational and technical standpoint (I.e. root cause analysis). Used to take preventive actions for similar problems.

Process Decision Program Charts (PDPC). Used to illustrate goals and the steps required to achieve the goals.

Process Flow. A business analysis model that visually shows the steps taken in a process by a human user as it interacts with an implementation. A set of steps taken by a system can be shown in a similar model, a system flow.

Process Improvement Plan. A “sub-plan” of the Quality Management Plan that increases customer value by identifying/addressing waste. (I.e. process metrics, process configuration, process boundaries, etc.). Often this plan is “audited” during the Quality Assurance process.

Process modeling. Analysis diagrams and techniques for better understanding a process (flowcharts, workflow, SIPOC, process maps.)

Process models. Visually illustrating the way the organization operates, including who does what and collaboration points. (e.g. Process Map, Swim Lanes, Activity Diagrams, are helpful analysis tools.)

Process Worker. The stakeholder who physically works with or within the business process that is under analysis or the user who works specifically with a system that is part of the business process. Not all process workers are users.

Procurement Audits. Structured review of the procurement process from plan purchases and acquisitions process through contract administration. Used to identify successes and failures that warrant investigation/recognition/reporting, etc. Procurement audits are typically performed during Monitoring and Controlling, and may be required prior to paying the seller.

Procurement Documents. [Input/Output/Project Documents] Used for seeking proposals from prospective sellers; (RFP – Request for Proposal), (RFQ – Request for Quote), (IFB Invitation for Bid), “Bid” and “Quotation”, etc. Procurement documents such as contracts should include a SOW (Statement of Work), and should be sufficient enough to get the job done.

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Procurement Negotiations (Tactics). Negotiations help buyers and sellers come to agreed-upon terms and conditions for contracts. Having objective source selection criteria is important when selecting sellers. For the exam, sellers may use tactics to get the buyer yield to pressure (e.g. Deadline, good guy/bad guy, missing man, & fait accompli).

Procurement Management Plan. Describes how the procurement process will be managed from developing procurement documentation through contract closure.Descriptions can include:

1. Type of contract to be used2. If independent estimates will be needed as evaluation criteria, then, who will prepare them and when.3. What actions the procurement department/Project Management Staff will take.4. Information on standardized procurement documentation.5. How multiple providers will be managed?6. How procurement will be coordinated with other projects, etc. Informal or formal, highly detailed or broadly framed,

based on the needs of the project.

Procurement Statements of Work (SOW). Each procurement has it’s own statement of work which is developed from the project scope baseline. The scope for that contract is given in enough detail to let prospective sellers understand whether they can provide the goods and/or services to comply with the contract’s requirements. For the exam, the more comprehensive the SOW, the more likely the buyer will be able to negotiate a fixed price contract.

Product. An artifact that is produced, is quantifiable, and can be either an end item in itself or a component item. Additional words for products are materiel and goods. For the exam, this may be referred to as the “product of the project.” The customer formally approves the product during Closing.

Product Analysis. Techniques for translating project objectives into tangible requirements and deliverables, such as systems engineering, value analysis, product breakdown analysis, quality functionality and deployment. Product analysis may relate to developing the Project Scope Statement, by reviewing the Project Charter.

Product Backlog. See backlog.

Product Lifecycle. A collection of generally sequential, non-overlapping product phases whose name and number are determined by the manufacturing and control needs of the organization. The last product life cycle phase for a product is generally the product’s retirement. Generally, a project life cycle is contained within one or more product life cycles.

Product Scope. The features and functions that define a product, service or result. For the exam, it is sometimes referred to as the “Product of the Project.”

Product Stakeholder. A business stakeholder affected by a problem or opportunity, or impacted by or interested in the solution.

Program. A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Programs usually include elements of related work outside of the scope of the discrete projects in the program. Also see portfolio and portfolio management.

Program Evaluation and Review Technique (PERT). A technique for estimating that applies a weighted average of optimistic (O), most likely (M), and pessimistic (P) estimates when there is uncertainty with the individual activity estimates. The PERT formula is: O + 4M + P / 6

Program Management. The centralized coordinated management of a program to arrive at the program’s targeted benefits and purposes. May relate to the Project Management Office (PMO). Also see program, portfolio, and portfolio management.

Progress Reporting. Project progress report includes current schedule status (such as start and finish dates) and the remaining durations for unfinished schedule activities (i.e. Bar or Gantt charts). Reports could be electronic or paper-based, or even verbal.

Progressive Elaboration. Continuously improving and detailing a plan as more detailed and specific information and more accurate estimates become available as the project progresses, and thereby producing more accurate and complete plans that result from the successive iterations of the planning process. Typically, uncertainty is higher at the beginning of the project, and progressive elaboration refines/defines over the course of the project.

Project. A temporary endeavor undertaken to create a unique product, service, or result. (NOT repeatable work/operations.)

Project Calendar. A calendar with established activity dates that shows working and idle dates. Updated to reflect any approved changes. Contrast with duration.

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Project Charter. A high-level document issued by the project initiator or sponsor that formally authorizes the existence of a project, and provides the Project Manager with the authority to apply organizational resources to project activities. This is a key process input when developing a Project Management Plan. Project Charters are approved by the project sponsor(s).

Project/Phase Closure Documents. Documents formalizing the procedures for transferring both the incomplete and completed deliverables of both a completed or cancelled project to others (e.g. the operations group). A key document is “Lessons Learned.” Also see administrative closure, and administrative closure procedure.

Project Communications Management. A subset of project management that includes the processes required to ensure proper collection, analysis, dissemination, and storage of project-related information. May also relate to “Engaging Stakeholders.” Includes the Plan Communications Management, Manage Communications, and Control Communications processes.

Project Cost Management. Includes the processes involved in planning, estimating, budgeting, financing, funding, managing, and controlling costs, so that the project can be completed within the approved budget. Provides a baseline for monitoring and controlling costs.

Project Documents. Project documents are used to assist the Project Manager, but are often not included in the Project Management Plan.

Project Document Updates. Project documents that are affected at the outcome of a process need to be updated. This is a standard ITTO output, and could relate to any number of project documents affected by any change in the project. NOTE: For the exam, “updates” are always outputs.

Project Files. Documents and records generated from project activities. (e.g. Risk Registers, baselines, project calendars, etc.) Often, project files are stored in Project Management Information System (PMIS).

Project Funding Requirements. Total and periodic (i.e. annual or quarterly) project funding requirements are derived from the cost baseline. For the exam, this may reflect the result of the funding limit reconciliation. Adjusted for cost overruns or early progress. This is an output of the Determine Budget process in the Planning Process Group.

Project Governance. Aligning project objectives with the strategy of the organizations, the Project Sponsor, and the Project Manager. This may include enlisting the appropriate stakeholders for appropriate project-related activities.

Project Human Resource Management. Includes the processes that organize, manage sand lead the project team. For the exam, this often relates to “staff.” Includes the Plan Human Resources, Acquire Project Team, Develop Project Team, and Manage Project Team processes.

Project Integration Management. Includes the processes and activities needed to identify, define, combine, unify and coordinate the various processes and project management activities within the Project Management Process Groups. Processes include; of Develop Project Charter, Develop Project Management Plan, Direct and Manage Project Execution, Monitor and Control Project Work, Perform Integrated Change Control, and Close Project or Phase. Project managers are responsible for project integration. For the exam, Project Managers should focus on project integration/coordination.

Project Lifecycle. 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. A life cycle can be documented with a methodology. Contrast with project management lifecycle that incorporates Process Groups—not phases.

Project Management. The application of knowledge, skills, tools, and techniques to project activities in order to meet project requirements. (Essentially, it entails gathering, analyzing, and reporting project-related “intelligence.”)

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 that apply and advance it. The complete project management body of knowledge includes proven, traditional practices that are widely applied and innovative practices that are emerging in the profession. The body of knowledge includes both published and unpublished material. The PMBOK is constantly evolving, but does not provide specific information on how to execute projects.

Project Management Estimating Software. Computerized spreadsheets, simulation, and statistical tools used to help estimate costs. For the exam, “project management software” may be used for both the Time and Cost Knowledge Areas.

Project Management Information System. A repository of tools, techniques, processes, methodologies, procedures to gather, integrate, refine, facilitate, and disseminate the outputs of the Project Management processes. Outputs could include for example, Project Charter, Project Management Plan, etc. A PMIS could comprise both automated (e.g. SharePoint) and manual systems.

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Project Management Knowledge Area. An identified area of project management defined by its knowledge requirements and described in terms of its component processes, practices, inputs, outputs, tools, and techniques. Currently includes Integration, Scope, Time, Cost, Quality, Human Resources, Communications, Risk, Procurement, and Stakeholder management. Considering and integrating all Project Management Knowledge Areas helps ensure things don’t fall through the cracks on your project.

Project Management Methodology. A project management methodology defines a set of Project Management Process groups, their related processes and the related control functions that are consolidated and combined into a functioning unified whole. This could be a formal mature process or an informal technique that aids a Project Manager/Project Management Staff in effectively developing a Project Management Plan.

Project (Program) Management Office (PMO). An organizational body or entity assigned various responsibilities related to the centralized and coordinated management of those projects under its domain. The responsibilities of a PMO can range from providing project management support functions to actually being responsible for the direct management of a project. See also program management office. Typically, the more complex the organization’s projects are, the greater the need for a PMO. Also see Organizational Process Maturity Model Methodology (OPM3).

Project Management Plan. A formal, approved document that is used to manage project executing, monitoring and controlling. It also defines what the project is and what it is not. It comprises of one or more subsidiary management plans and other planning documents. “Subsidiary” plans within Project Management Plan often include plans for managing all of the Knowledge Areas. For the exam, the Project Management Plan is typically approved by the Project Sponsor(s).

Project Management Process Groups. A logical grouping of project management inputs, tools/techniques, and outputs. Includes Initiating, Planning, Executing, Monitoring and Controlling, and Closing. They are not phases, but “groups of processes.” For the exam, it’s important to understand the questions and determine which Process Group, and then which Knowledge Areas.

Project Management Processes. 47 processes are cited in the PMBOK to be performed on any given project. A process is an action that brings about a result. These processes are divided into five Process Groups, Initiating, Planning, Executing, Monitoring and Controlling, and Closing. The five Process Groups have interdependencies and must be performed sequentially, regardless of the application area or specific project life cycle. These Project Management Processes are unique to Project Management. For the exam, having a solid understanding of the Inputs, tools/techniques, and outputs (ITTOs) can help you identify the process, which is key to understanding sequence.

Project Management Software. Software designed to aid in project planning, controlling, scheduling, cost estimating, etc. (e.g., MS Project). For the exam, this is a tool/technique used for the Time and Cost Knowledge Areas, including providing calculation support for Earned Value Analysis (EVA) performance measurements. For the exam, project management software is cited as a key tool for both Time and Cost management.

Project Management System. The aggregation of the processes, tools, techniques, methodologies, resources, and procedures to manage a project. May also relate to project integration management.

Project Manager (PM). The person assigned by the performing organization to achieve the project objectives. Have the primary responsibility for the success (or failure) of the project. Project managers should focus on project integration.

Project Organization Chart. A chart that shows project team members, and how they relate to each other in a hierarchical relationship. A project organization chart may be illustrated within the Human Resources (Staffing) Management Plan.

Project Performance Appraisals / Reviews. Formal or informal appraisals to provide feedback, provide further training, and/or deal with unresolved issues. Project managers may provide this information to functional managers for employee performance appraisals. For the exam, this may relate to meetings held to review performance reports in conjunction with performance-reporting techniques (i.e. variance analysis, trend analysis, etc.)

Project Phase. A collection of logically related project activities, usually culminating in the completion of a major deliverable. Project phases (also called phases) are mainly completed sequentially, but can overlap in some project situations. For the exam, this typically relate to the “project lifecycle,” NOT the “project management lifecycle.” Phases can be subdivided into sub phases and then subcomponents. This hierarchy, if the project or portions of the project are divided into phases, is often illustrated in the work breakdown structure (WBS). The end of project phases may require lessons learned, audits, scope validation, approvals, etc. Also see “project lifecycle.”

Project Procurement Management. A subset of project management that includes the processes to purchase or acquire the products, services, or results needed from outside the project team to perform the work. It consists of Plan Procurement Management, Conduct Procurements, Control Procurements, and Close Procurements processes. Project Managers should be involved in the process of seller/contract decisions. For the exam, contrast with Cost Management.

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Project Quality Management. Includes the processes and activities of the performing organization that determine quality policies, standards, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken. It consists of Quality Planning (determine quality standards), Perform Quality Assurance (implement quality standards), and Perform Quality Control (inspect/verify product).

Project Risk Management. Includes the processes concerned with conducting risk management planning, identification, analysis, response planning, and monitoring and controlling on a project. Risks should be prioritized based on probability and impact, and listed in the risk register. Includes the Plan Risk Management, Identify Risks, Perform Qualitative Risk Analysis, Perform Quantitative Risk Analysis, Plan Risk Responses, and Control Risks processes.

Project Schedule. The planned calendar dates for performing schedule activities and the planned dates for meeting schedule milestones. Also relates to the schedule baseline. Often developed and tracked using project management software.

Project Schedule Network Diagram. A schematic display of project activities and their dependencies (logical relationships). Helps illustrate the sequence of activities, and determine the critical path. Can be produced manually or with “project management software.” May include full project details or summary activities. Also see Precedence Diagramming Method (PDM). For the exam, these diagrams are beneficial for showing interdependencies. See Precedence Diagramming Method (PDM).

Project Scope. All of the work and only the work required to deliver a product, service or result with specified, agreed upon features and functions. Relates more to the processes to produce the product. Contrast with “product” scope.

Project Scope Management. Includes the processes required to ensure that all the work required, and only the work required to complete the project successfully. Includes the Plan Scope Management, Collect Requirements, Define Scope, Create WBS, Control Scope, and Validate Scope processes.

Project Scope Statement. The narrative description of the project scope, including major deliverables, project objectives, project assumptions, project constraints, and a statement of work, that provides a documented basis for making future project decisions and for confirming or developing a common understanding of project scope among the stakeholders. Sometimes referred to as the “scope of work” (SOW).

Project Sponsor. The person or group that provides the financial resources, in cash or in kind, for the project. Approves the Project Charter, the Project Management Plan, Lessons Learned, and perhaps key product approvals. Helps determine the risk tolerance levels.

Project Staff Assignments. The appropriate people are assigned to work on the project. Also see pre-assignment.

Project Stakeholder Management. Includes the processes required to identify people, groups, or organizations that could impact, or be impacted by the project, to analyze stakeholder expectations and their impact on the project, and to develop appropriate management strategies for effectively engaging stakeholders to project decisions and execution. Includes the Identify Stakeholders, Plan Stakeholder Management, Engage Stakeholders, and Control Stakeholder Engagement processes.

Project Statement of Work (SOW). A narrative description of products, services, or results to be supplied. For internal projects, the project initiator or sponsor provides the SOW based on business needs, product, or service requirements. For external projects, the SOW can be received from the customer as part of a Bid Document, for example, Request for Proposal (RFP), Request for Quote (RFQ), or as part of a contract. May be an input for developing the Project Charter.

Project Status Meetings. Status meetings are team meetings designed to review the any status related to the project including risk goals, objectives, and contingencies. Project Team. A set of individuals who support the project manager in performing the work of the project to achieve its objectives.

Project Team Directory. A project document that provides team information including names, what activities they are performing, and contact information. Typically documented within the Project Human Resources Plan/Staffing Plan.

Project Team Lifecycle (i.e. Tuckman’s stages of group development). Includes the following phases: Forming, Storming (conflict), Norming, Performing, and when complete (Adjourning/Mourning). The project manager manages conflict (storming phase), when productivity is typically lower.

Project Time Management. Includes the processes required to manage a timely completion of the project. NOTE: Unfortunately, the Knowledge Area is called “Project Time Management,” not “Project Schedule Management.” It consists of Define Activities, Sequence Activities, Estimate Activity Resources, Estimate Activity Durations, Develop Schedule and Control Schedule.

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Projectized Organization. Any organizational structure in which the Project Manager has the highest authority to assign priorities, apply resources, and direct the work of individuals assigned to the project. However, internal stakeholders do not have a “home” when the project is complete, and there is no allocation of resources between projects. This may also relate to “project-based organizations (PBOs),” whose major focus is on project-based activities.

Proposals. Seller prepared documents that describe the seller’s ability and willingness to provide the requested product or service. Considered formal and legally binding. Maybe supplemented with an oral presentation.

Proposal Evaluation Techniques. Combination of evaluation criteria, weighting system, expert judgment, inputs from multiple reviewers, etc. Used to rate and score proposals. May use both subjective and objective components.

Proprietary Quality Management Methodologies. These can include any number of Quality Management Methodologies. For example, Lean Six Sigma, CMMI, OPM3, etc.

Prototypes. Getting feedback from an early working model. These may be nonfunctional (e.g. using Post-Its to illustrate), or functional (an actual working model that may evolve into the finished product.).

Published Estimating Data. Refers to commercially available data on labor, different industries, geographical locations, etc.

Pure Risk. A risk that only has the chance for loss. For example, weather-related threats. Purchasing insurance may help transfer some pure risks.

Purpose Alignment Model. For analyzing/aligning business decisions, processes, and feature designs around a purpose. Axis is Mission Critical, and Market Differentiating. Includes quadrants for Partner, Differentiating, Who Cares, & Parity/equivalent.)

Qualified Sellers List. Qualifications have been determined and verified in advance. Names are put on a pre-qualified list. Only qualified sellers on the list receive procurement documents. Only those on the list submit proposals and quotations.

Quality. The degree to which a set of inherent characteristics fulfills requirements. Conformance to requirements, specifications, and fitness for use. Relates to the correctness of the work.

Quality Audits. Structured review of other quality management activities to improve performance of this project or other projects within the organization. Can be scheduled or random, internal or facilitated by external vendors. For the exam, this is often done during Quality Assurance during Executing.

Quality Checklist. Structured tool, usually item-specific, used to verify that a set of required steps has been performed. Once completed, becomes part of the project’s records.

Quality Checksheets. One of the seven, basic quality tools. Used to gather information that can be graphically illustrated in charts (e.g. Histograms, Pareto charts).

Quality Control Charts. Refers to a graphic display of data results, over time, of a process. The process should be adjusted only if the item being measured is out of control. Control charts are one of the seven, basic quality tools, and often appear on the exam. For the exam, the mean, specification limits, control limits, the rule of seven, and assignable cause, are the key components in a quality control chart.

Quality Control Measurements. The documented results of activities related to quality control in a format agreed upon and specified during Quality Planning. Quality Control testing and measurement results are fed back to Quality Assurance to re-evaluate and analyze the quality standards and processes of the performing organization.

Quality Grade / Quality Level. A rank used to distinguish items that have the same functional use, but do not share the same requirements for quality. (e.g. Something may never break, but may not have the grade needed for a specific application.) A product can be a high quality level (no major defects), but a low quality grade (few features).

Quality Management. For measuring the quality of work deliverables/products.

Quality Management Plan. Describes how the team will implement its Quality Policy (ISO 9000, “Project Quality System”). The organizational structure, responsibilities, procedures, processes and resources needed to implement quality management. Provides input to the overall project plan, and must address quality control, quality assurance, and quality improvement for the project. (Could be formal or informal, highly detailed or broadly framed, based on the requirements of the project.)

Quality Metrics. An operational definition that describes in very specific terms, what something is and how the quality control process measures it. These are determined during the Plan Quality Management process.

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Quality Policy. Performing the organization’s intended direction regarding quality standards. It is typically endorsed by senior management within the performing organization. The Project Management Staff may need to develop a quality policy for the project if one is unavailable.

Quantitative Risk Analysis and Modeling Techniques. Commonly used techniques for quantitative risk analysis includes: Sensitivity analysis, decision tree analysis, modeling and simulation (e.g. Monte Carlo), and expected monetary value analysis (i.e. decision tree).

Questionnaires and Surveys. Written sets of questions to engender informative responses from respondents. For the exam, these may be used to collect/elicit requirements from a large number of stakeholders.

RACI. A RAM that uses Responsible, Accountable, Consult and Inform to define involvement within the matrix. Also see Responsibility Assignment Matrix (RAM).

RACI Model. A common type of responsibility assignment matrix that uses responsible, accountable, consult, and inform statuses to define the involvement of stakeholders in project activities.

Recognition and Rewards. Used to promote and reinforce desired behavior. These should not only focus on the team, but individuals. For the exam, this may relate to the motivation theories.

Records Management System. Used by the project manager to manage contract documents and correspondence. Relates to a Project Management Information System (PMIS), but for contract-related information.

Regression testing. Re-testing a unit, sub system or system which has already been tested and then changed to make sure the change did not negatively impact the existing functionality.

Regulation. A requirement imposed by a governmental body. These requirements can establish product, process, or service characteristics, including applicable administrative provisions that have government-mandated compliance.

Re-planning. Approved change requests to the project scope can cause modifications to the WBS, WBS dictionary, etc. This, in turn, can cause updates to the Project Management Plan.

Report Performance. The process of collecting and distributing performance-related information. This includes status reporting, progress measurement, and forecasting. For the exam, if applicable, ensure you report “bad news” too.

Report Table. A business analysis model that documents in a tabular format all of the requirements necessary to develop a single report.

Reporting Systems. A standard tool for capturing, storing and distributing information to stakeholders about the project’s cost, progress, and performance. These may be as simple as a spreadsheet or a graph or they may be more complex, such as customized vendor packages designed for specific project management application areas. For the exam, these relate to instructions for disseminating all project information as typically documented in the Communications Management Plan.

Request for Information (RFI). A type of procurement document whereby the buyer requests a potential seller to provide various pieces of information related to a product or service or seller capability.

Request for Proposal (RFP). A type of procurement document used to request proposals from prospective sellers of products or services. In some application areas, it may have a narrower or more specific meaning.

Request for Quotation (RFQ). A type of procurement document used to request price quotations from prospective sellers of common or standard products or services. Sometimes used in place of request for proposal and in some application areas, it may have a narrower or more specific meaning.

Requirement. A condition or capability that must be met or possessed by a system, product, service, result, or component to satisfy a contract, standard, specification, or other formally imposed document. Requirements should also be prioritized (e.g. must have, should have, could have, and won’t have. i.e. MoSCoW). Requirements include the quantified and documented needs, wants, and expectations of the sponsor, customer, and other stakeholders.

Requirements Analysis. The process of examining, breaking down, and synthesizing information to further understand it, complete it, and improve it.

Requirements Attribute. A property of a requirement used to store descriptive information about the requirement, such as last change date, author, source, etc.

Requirements Change Process. The process that defines how changes to requirements will be handled across the project.

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Requirements Documentation. Describes how individual requirements meet the business requirements/need/case for the project. Often includes how requirements are identified, prioritized, managed, etc. Output for the Collect Requirements process in Planning.

Requirements Elicitation. The activity of drawing out information from stakeholders and other sources for the purpose of further understanding the needs of the business, to address a problem or opportunity and the stakeholder’s preferences and conditions for the solution that will address those needs.

Requirements Elicitation and Analysis. The domain of business analysis concerned with the iterative work to plan, prepare, and conduct the elicitation of information from stakeholders and to analyze, model, and document the results of that work with the objective of defining a set of requirements in sufficient detail to enable the purchase or build of the preferred solution or refinement of processes to achieve the business objective.

Requirements Life Cycle. The flow or life of a requirement throughout a project or program. The requirements life cycle is managed by assigning an attribute or qualifier onto the requirement to depict the requirement state at a specified point in time.

Requirements Management Plan. Documents how requirements will be analyzed, documented, and managed through the full course of the project. Often includes how to prioritize requirements. Output for the Plan Scope Management process.

Requirements State. An attribute of a requirement that identifies where the requirement falls within the requirements life cycle, for example, in-process, approved, deferred, or rejected.

Requirements Traceability Matrix (RTM). A table that links requirements to their origin and traces them through the project lifecycle from beginning to end. Some of the items that may be traced through the project are business need, opportunities, project goals, and various project and product requirements. If a Business Analyst is assigned to your team, they may help develop and maintain a requirements traceability matrix.

Requirements Validation. The process of ensuring that the product satisfies its intended use and anticipated value, ensuring the correct product is delivered.

Requirements Verification. The process of reviewing requirements and models to ensure they meet quality standards. Verification is performed to ensure that requirements are constructed properly and that models conform to the proper use of modeling notation.

Reserve. A provision in the project management plan to mitigate cost and/or schedule risk. Usually described as either management reserves or contingency reserves to describe which type(s) of risk are to be mitigated.

Reserve Analysis. Analysis undertaken to determine the additional amount to be added to duration, or budget for the project (i.e. contingency reserve.) Used to address risk, and typically listed in the risk register. Determined during the Determine Risk Response process. For the exam, these should be considered before submitting your Project Management Plan to the Project Sponsor for approval.

Residual Risk. A risk that remains after risk responses have been implemented.

Responder. Any participant or person from whom information is gathered by means of elicitation.

Resolved Issues. Issue log will document stakeholder requirements, issues and concerns that have been identified and resolved (i.e. customers agree to a follow-on contract).

Resource. Skilled human resources (specific disciplines either individually or in crews or teams), equipment, services, supplies, commodities, material, budgets, or funding. “Resources” are authorized by the Project Sponsor when they approve the Project Charter, but resources are acquired after the Project Management Plan has been approved.

Resource Availability. Relates to information regarding the potential availability of resources (such as, people, equipment and materials). Resource availability is used to estimate the resource types. Resource “capability” should be considered BEFORE resource availability.

Resource Breakdown Structure (RBS). This is a variation of the Responsibility Assignment Matrix (RAM) or Linear Resource Chart (LRC); generally used when assigning work components to individuals and the material resources they need. It is a hierarchical representation of resources by category and type. Resources often include, people, things, money.

Resource Calendar. Relates to a composite resource calendar that typically defines resource availability periods and resource-specific holidays. Also see resource availability.

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Resource Leveling. A schedule network analysis technique in which scheduling decisions are driven by limited resources. It enables the Project Manager to level out peaks and valleys of resources. Sometimes called the resource-based method of network analysis. Also see, histogram.

Responsibility Assignment Matrix (RAM) & RACI. A structure that relates the project organizational breakdown structure to the work breakdown structure to help ensure that each component of the project’s scope of work is assigned to a responsible person/team. Often listed in the Human Resources Management Plan. To further illustrate roles for the project team, Responsible, Accountable, Consult, and Inform (RACI), letters may be used in the RAM.

Result. An output from performing project management processes and activities. Results often include outcomes (e.g., integrated systems, revised process, restructured organization, tests, trained personnel, etc.) and documents (e.g., policies, plans, studies, procedures, specifications, reports, etc.). Contrast with product and service. Also see “deliverable.”

Retainage. Contract terms and conditions. A specified amount of money (typically agreed upon in the contract), usually in the range of 5-10%, withheld from each payment until the final work is completed.

Retrospective. A type of meeting in which participants explore their work and outcomes in order to improve both process and product. Retrospectives can occur on a regular basis (e.g., end of iteration or release), at the completion of a milestone, or after a special event (e.g., organizational change, accident).

Return on investment (ROI). Projected percent return of an investment calculated by taking projected average of all net benefits and dividing them by the initial cost. Typically based on a minimum ROI required (hurdle rate).

Rework. Action taken to bring a defective or nonconforming component into compliance with requirements or specifications. Also relates the cost of quality (COQ) (e.g. Cost of nonconformance).

RFP, RF!, RFI. Request for proposal, request for quotation, request for information documents used to get information about possible solutions from vendors, supplier, or sellers.

Risk. An uncertain event or condition that, if it occurs, has a positive or negative effect on a project’s objectives. See also risk category and risk breakdown structure. Risks have between a 1% to 99% probability of occurrence.

Risk Audits. Risk auditors and/or other stakeholders examine and document the effectiveness of the risk strategies taken. These are typically performed within the Risk Control process during Monitoring and Controlling.

Risk Analysis. This process of examining a program, project, or process for risk. Risks are analyzed/prioritized based on probability, impact, and timing. (Threats are negative, opportunities are positive risks.) Responses for threats are: avoid, transfer, mitigate, accept. Responses for opportunities are: exploit, enhance, share, accept.

Risk Categorization. Grouping risks by sources and common root causes can lead to effective risk response (i.e. using a Risk Breakdown Structure as well as technical, environmental and organizational sources of risk.) May include prioritization, and be graphically illustrated in a risk breakdown structure (RBS).

Risk Data Quality Assessment. Data associated with a risk needs accurate and unbiased examination of the extent of understanding of the risk, data available about the risk, quality of data, reliability, and integrity of the data.

Risk Event Probability. An estimate of the probability that a given risk event will occur (i.e. 1% to 99%). Risks are prioritized based on probability and impact, and are documented in the risk register.

Risk Event Value. An estimate of the gain or loss (impact) that will be incurred if the risk event does occur (expressed as consequences, impact or amount at stake). Commonly used with decision tree analysis. Also see Expected Monetary Value (EMV).

Risk Identification. The process of determining which risks might affect the project and documenting their characteristics. Although risks can be identified anytime, however, comprehensive risk identification should be done later during the Planning Process Group.

Risk Management Plan. A “subsidiary plan” of the Project Management Plan. It describes how risk management will be structured and performed. Includes: Methodology (approaches, tools, etc.), roles and responsibilities, budgeting, timing (frequency), reporting formats (risk register), risk categories (RBS), definitions of risk probability and impact (during qualitative analysis), probability and impact matrix, tracking (how everything will be recorded for current and future projects), and stakeholders’ risk thresholds. Also see risk register.

Risk Management Planning. The process of deciding how to approach and plan for anything that could impact the project positively or negatively by planning for risk management activities, and strategies for a project.

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Risk Probability and Impact Assessment. The likelihood and consequences applied to specific risk events. Risk probabilities and impacts are rated according to definitions in the Risk Management Plan. Used to prioritize threats and opportunities.

Risk of Loss (Threat). Allocates the risk between the parties in a contract should goods or services be lost or destroyed during the performance of a contract. On the exam, this may be referred to as a “pure risk.”

Risk Reassessment. Regularly scheduled to identify new risks, reassessment of risks; maybe necessary to perform additional response planning to control risk. Typically performed within the Control Risks process, during Risk Monitoring and Control.

Risk Register. A key component of the Project Risk Management Plan containing the results of the qualitative risk analysis, quantitative risk analysis, and risk response planning. Details all identified risks, their probability of occurrence, impact, owners, proposed responses, causes, current status, etc.

Risk Related Contract Decisions. Contracts showing responsibilities for specific identified risks (i.e. insurance). This relates to “transferring” threats and/or, “sharing” opportunities.

Risk Response Strategies (for threats and opportunities):

Threats (negative risks): Acceptance. A threat or opportunity risk response planning techniques that indicates that the project team has decided not to change the project management plan to deal with a risk, or is unable to identify any other suitable response strategy. Avoidance. One of four risk response planning techniques for threats that creates changes to the project management plan that are meant to either eliminate the risk or to protect the project objectives from its impact. Generally, risk avoidance involves relaxing the time, cost, scope, or quality objectives.Mitigate. One of four risk response planning techniques for threats that lowers the probability and/or impact of the threat.Transfer. One of four risk response planning techniques for threats that make another party responsible for the risk. NOTE: There may be residual and secondary risks associated with transferring risks.

Opportunities (positive risks):Acceptance. A threat or opportunity risk response planning techniques that indicates that the project team has decided not to change the project management plan to deal with a risk, or is unable to identify any other suitable response strategy. Enhance. One of four risk response planning techniques for opportunities that increases the probability and/or impact. Strengthen the cause of the opportunity.Exploit. One of four risk response planning techniques for opportunities that eliminates the uncertainty associated with the opportunity – ensure the opportunity will occur.Share. One of four risk response planning techniques for opportunities that allocates ownership to a third party who is best able to capture the opportunity (e.g. joint ventures)

Risk Tolerance. The degree, amount, or volume of risk that an organization or individual will withstand.

Risk Urgency Assessment. Prioritizing risks based on urgency/timing of required response. Factors could include: risk triggers, risk rating, etc.

Role. A defined function to be performed by a project team member, such as testing, filing, inspecting, or coding.

Roles and Responsibilities. Project roles: who does what? Who decides what? Who has what capabilities? These can be defined as hierarchical charts, matrix type charts or text-based documents.

Rolling Wave Planning. A form of progressive elaboration (incremental) planning. During the early stages of planning if information is less well defined then the work in the near term is planned in detail at the lowest level of the WBS. All future work is planned at a high level of the WBS. For the exam, this typically relates to progressive elaboration, and/or project scope planning, and perhaps, the iterative lifecycle.

Root Cause Analysis (Diagrams). One of the seven basic quality tools. An analytical technique used to determine the basic underlying reason that causes a variance or a defect or a risk. A root cause may underlie more than one variance, defect, or risk. For the exam, this may relate to fishbone/Ishikawa diagrams.

Run Chart. Used to show trends and variations over time. Trend analysis is used to monitor technical performance (i.e., how many errors or defects? How many remaining uncorrected defects? ) Also used in cost and schedule performance (i.e. how many activities per period were completed with significant variances?). Also see scatter diagrams, which is more commonly cited on the exam.

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S-Curve. Graphic display of cumulative costs, labor hours, percentage of work, or other quantities, plotted against time. S-curves are used to depict planned value, earned value, and actual cost of project work. The name is derived 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. Also a term for the cumulative likelihood. For the exam, this may relate to constrained optimization and/or quantitative risk analysis computerized tools.

Scatter Diagram. One of the seven basic quality tools. Shows the pattern of relationship between two variables (i.e. X / Y. Regression analysis).

Scenario. A case of usage of a solution often manifested as a concrete example of a use case or user story or several functional requirements specified in the sequence in which they occur.

Schedule. See project schedule.

Schedule Activity. A discrete scheduled component of work performed during the course of a project. A schedule activity normally has an estimated duration, an estimated cost, and estimated resource requirements. Schedule activities are connected to other schedule activities or schedule milestones with logical relationships and are decomposed from work packages. (NOTE: Milestones do NOT have duration.) Also see activity.

Schedule Baseline. Specific version of the project schedule accepted and approved by the Project Management Staff to be used as the baseline. It includes the baseline start and finish dates. For the exam, this includes information documented within the Schedule Management Plan. Output of the Develop Schedule process, during Planning.

Schedule Change Control System. A part of the integrated change control process, it defines the procedures needed to change project schedule and includes tracking systems, forms, and approval levels necessary. All change control systems should be integrated as a change to one component could impact others.

Schedule Compression. Shortening the project schedule duration without reducing the project scope. Two methods are commonly employed: Crashing (adding more resources), fast-tracking (doing tasks in parallel) learning curve (“practice makes perfect”), and cutting scope/quality (based on priorities), are all forms of schedule compression. Sometimes this is called duration compression.

Schedule Control. The process of controlling changes to the project schedule. Should be integrated with other change control processes.

Schedule Data. Includes the project schedule milestones, schedule activities, activity attributes, and documentation of all identified assumptions and constraints. Output of the Develop Schedule process, during Planning.

Schedule Management Plan. A “subsidiary” plan within the project management plan, this establishes a baseline and defines how changes to the schedule will be managed (formally or informally, highly detailed or broadly framed).

Schedule Model. Combination of manual methods and computer software used to perform network analysis to generate a project schedule. Supporting data includes milestone, activities, activity attributes, and all identified assumptions and constraints. Output of the Develop Schedule process, during Planning.

Schedule Network Analysis. Used to identify Early Start and Late Start dates as well as Early Finish and Late Finish dates for the uncompleted portions of project schedule activities. Also see project schedule network diagrams, and precedence diagramming method (PDM).

Schedule Network Templates. Standardized templates for use in expediting project activities into a workable network diagram.

Schedule Performance Index (SPI). A measure of schedule efficiency on a project. It is the ratio of earned value (EV) to planned value (PV). The formula is: SPI = EV / PV. If the SPI is less than 1, you are over budget; if the SPI is 1, you are on schedule; if the SPI is greater that 1, it means you are ahead of schedule. (If SPI is .8, it means you are only progressing at 80% of rate originally planned.) Also see earned value management.

Schedule Variance (SV). A measure of schedule performance on a project. It is the algebraic difference between the earned value (EV) and the planned value (PV). SV = EV minus PV. See also earned value management (EVM).

Scheduled Start Date. The point in time that work was scheduled to start on a schedule activity. The scheduled start date is normally within the range of dates delimited by the early start date and the late start date. It may reflect resource leveling of scarce resources. Sometimes called planned start date.

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Scheduled Finish Date. The point in time that work was scheduled to finish on a schedule activity. The scheduled finish date is normally within the range of dates delimited by the early finish date and the late finish date. It may reflect resource leveling of scarce resources. Sometimes called planned finish date.

Scheduling. Used to develop and track project project-related schedule information. Typically, automated tools (e.g. Microsoft Project Software). Activities are properly sequenced to produce desired milestones/deliverables/project objectives/etc.

Scheduling Tool. A software package used to help facilitate and automate the scheduling process. MS Project would be an example.

Scope. The sum of the products, services, and results to be provided as a project. Generally, scope should always be understood before proceeding on the project. Relates to all the work, and only the work.

Scope Baseline. The approved project scope statement and its associated detailed WBS and the WBS dictionary. It provides the basis for monitoring and controlling performance. Also relates to the information documented within the Scope Management Plan.

Scope Change. Any change to the project scope. A scope change almost always requires an adjustment to the project cost or schedule. For the exam, always follow your change control process.

Scope Control. The process of controlling changes to the project scope . This formal process must be integrated with other control processes (i.e. schedule, cost, quality, etc.). Changes, if applicable, must comply with contractual obligations. Uncontrolled changes to scope are often referred to as scope creep.

Scope Creep. Adding features and functionality (i.e. scope/quality) without addressing the effects on time, costs, and resources, or without customer approval. Often has an adverse impact to schedule, cost, quality, risk, etc.

Scope Management Plan. A subsidiary plan reflecting how requirements will be analyzed, documented, and managed throughout the project. For the exam, consider the phrase “all the work, and only the work.” Also see scope baseline.

Scope Model. A type of model that identifies the boundaries of the project, program, product, and/or system under analysis. A context diagram is one example of a scope model.

Screening Systems. Establishing minimum requirements for one or more of the seller evaluation criteria. Screening and weighting systems should be determined during Planning, but are used to Conduct Procurements. For the exam, this should be applied equitably, and may be included as source selection criteria. Also see weighting systems.

Scrum. A type of adaptive life cycle where a product is built in small incremental portions and each cycle of development builds upon the last version of the product.

Secondary Risk. A risk that arises as a direct result of implementing a risk response. Also see residual risk.

Select Sellers. Sellers whose reputation, goods or services were judged satisfactory enough to award a contract. This is performed as part of the Conduct Procurements process, during Executing. For the exam, look for phrases such as “fair and reasonable,” and “objective.”

Seller. A provider or supplier of products, services, or results to an organization. For the exam, this can also relate to “vendor,” or “contractor.”

Seller Performance Evaluation Documentation. Evaluation prepared by the buyer to rate seller’s performance. It is used to make decisions regarding continuation, termination or rehiring of the seller. Also see award and incentive fees. For the exam, objectivity is key when evaluating sellers.

Seller Rating Systems. Used in addition to other evaluation criteria and screening/weighting systems to select sellers. Usually based on past performance, contractual compliance, and quality ratings.

Sellers Lists. Lists with information on prospective and previously qualified sellers, possibly including relevant past experience and other characteristics of the prospective sellers. This may relate to single source.

Sensitivity Analysis. Quantitative risk analysis technique to determine which risks have the most potential impact on the project. Examines the extent to which the uncertainty of each project element affects the objective being examined when all other uncertainties are held at their baseline values.

Service level agreements. (SLA). A formal agreement providing details on the nature, quality, scope, etc. of the product/service/result to be provided.

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Sequence Activities. The process of identifying and documenting dependencies interactivity between schedule activities -typically in a project schedule network diagram. Sequencing occurs before estimating resources/duration, and determining calendar dates. Also see project schedule network diagram and Precedence Diagramming Method (PDM).

Sequence diagram. UML diagram to show software components and their interactions by showing messages sent between them.

Seven Basic Quality Tools. Seven quality tools recognized by quality management gurus to solve most quality problems and attributed to Kaoru Ishikawa for their importance and recognition. They are: Cause-and-effect diagrams (fishbone/Ishikawa), flowcharts, control charts, checksheets, histograms, Pareto charts, and scatter diagrams. (Also see Plan Quality Management section.) For the exam, ensure you know your quality tools and techniques well.

Simulation. A simulation uses a project model that translates the uncertainties specified at a detailed level into their potential impact on objectives that are expressed at the level of the total project. Project modeling/simulations use computer models and estimates of risk, usually expressed as a probability distribution of possible costs or durations at a detailed work level, and are typically performed using Monte Carlo analysis.

Situation. A condition which may be an internal problem or external opportunity that forms the basis of a business need and might result in a project or program to address the condition.

Situation Statement. An objective statement of a problem or opportunity that includes the statement itself, the situation’s effect on the organization, and the ultimate impact.

Situational Management (Leadership) II. (Hersey Blanchard motivation theory) The effectiveness of the leader depends on how their leadership style interrelates with the follower, and thus the situation. Motivation theories are applied within the Manage Project Team process, during the Executing.

Six-phased decision model (Problem Solving Process). Provides a formal, and consistent methodology for addressing issues and recommending workarounds/corrective actions. This may relate to creating a workarounds.

Six Sigma. A defined set to techniques and tools (i.e. steps) for quality process improvement. (e.g. reduce schedule, reduce cost, increase customer satisfaction.) May also relate to 99% defect free.

Slack. See float.

SMART Goals. Goals that are well-written to meet the quality criteria of being specific, measurable, achievable, relevant, and time-bounded.

Software Requirements Specification. A type of requirements documentation that includes the functional and nonfunctional requirements of a software system.

Solution Evaluation. The domain of business analysis concerned with the activities to validate a solution that is about to be or that has already been implemented.

Solution Requirement. A requirement that describes the features, functions, and characteristics of a product, service, or result that will meet the business and stakeholder requirements. Solution requirements are further grouped into functional and nonfunctional requirements.

Source Selection Criteria. The project selection criteria for choosing from among potential contractors or vendors. These may include variables like need, cost, technical capabilities, risk, lifecycle costs, production capabilities, timelines, past performance, proprietary rights, etc. For the exam, strive for “fair and reasonable,” and “objective” source selection criteria.

Specification Limits. The area, on either side of the centerline (i.e. mean), of data plotted on a quality control chart that meets the customer’s requirements for a product or service. This area may be greater than, or less than the area defined by the control limits. Illustrated with a solid line, higher and lower than the control limits. Also see control limits.

Sponsor. A person or group who provides resources and support for the project, program, or portfolio and is accountable for enabling success.

Staffing Management Plan. Describes when and how the human resource needs of a project will be met. See Human Resource Management Plan.

Stakeholder. Persons and organizations such as customers, sponsors, performing organization and the public, that are actively involved in the project, or whose interests may be positively or negatively impacted by execution or completion of the project.

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They may also exert influence over the project and its deliverables. For the exam, consider Influence, Impact, Interest, Involvement, and interdependencies for identifying stakeholders.

Stakeholder Analysis: Systematically gathering and analyzing quantitative and qualitative information to determine whose interests must be taken into account throughout the project. During Initiating, stakeholders are then documented in the stakeholder register. Also see, stakeholder.

Stakeholder Characteristics. The qualities and attributes of a stakeholder, which together determine aspects of how the stakeholder behaves.

Stakeholder Identification. The process of determining the stakeholder impacted by a business problem or opportunity.

Stakeholder Groups. A collection of stakeholders who have similar likes, interests, and stakeholder characteristics. Stakeholder groups are used by project managers and business analysts to manage large groups of stakeholders.

Stakeholder Management Strategy. This defines how to increase stakeholder support, and minimize potential negative impact from stakeholders throughout the full length of the project.

Stakeholder Map. A technique used to visually analyze stakeholders and their relationship to each other and to the problem or opportunity under analysis.

Stakeholder Register. Identifies the interest in the project or impact on quality various stakeholders represent. Incorporated in the Project Charter. It is also used to help identify stakeholder requirements to help create/update the Stakeholder Requirements Plan.

Stakeholder Requirements. The project document that reports the requirements of the stakeholders as identified by Stakeholder Identification. Should align with the “business requirements.”

Standard. A document established by consensus and approved by a recognized body. It provides for common and repeated use, rules, guidelines or characteristics, for activities or their results. Standards are NOT mandatory regulations. Their goal is to achieve the optimum degree of order, in a given context. For the exam, “standard” often relates to quality standards (e.g. ISO, IEEE, Six Sigma, Agile, CMMI, etc.).

Start-to-Finish (SF). The logical relationship where completion of the successor scheduled activity is dependent upon the initiation of the predecessor schedule activity. See also logical relationship.

Start-to-Start (SS). The logical relationship where initiation of the work of the successor scheduled activity depends upon the initiation of the work of the predecessor schedule activity. See also logical relationship.

State Diagram. A business analysis model that visually shows how an object moves between different states. This model helps to show the life cycle of an object in a solution.

State Table. A business analysis model that shows all of the possible states of an object and all of the valid transitions. This model helps to enumerate all possible states and possible transitions.

Statement of Work (SOW). A narrative description of product, services, or results to be supplied. An input to the Develop Project Charter process. Also see Project Statement of Work.

Statistical Sampling. Choosing part of a population of interest for inspection. May be performed when it is not feasible to inspect all product scope. Must be random to reflect statistical significance. Relates to quality control inspections.

Status Meetings. Periodic status meetings to review project status.

Status Review Meeting. Meeting to review and assess project status and or progress.

Storyboarding. Prototyping technique that shows navigation through a series of screens, web pages, or other user interfaces.

Story Map. Arrangement of user stories, usually built with lightweight tools like sticky notes, to show realease plans, priorities, and dependencies between stories.

Strategies for Negative Risks or Threats. Strategies that address negative risks, or threats that may negatively affect project objectives. The four strategies to respond to threats are; Avoid, Transfer, Mitigate, and Accept.

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Strategies for Positive Risk or Opportunities. Strategies that address positive risks, or opportunities, that may have potentially positive impacts on project objectives. The four strategies to respond to opportunities are; Exploit, Share, Enhance, and Accept.

Strategies for Both Threats and Opportunities. Strategies to deal with threats and/or opportunities (See above).

SWOT Analysis. SWOT stands for Strengths, Weaknesses, Opportunities, and Threats. This information gathering technique examines the project from the perspective of each project’s strengths, weaknesses, opportunities, and threats to increase the breadth of the risks considered by risk management. For the exam, this might be mentioned as a tool for identifying risks.

Subject Matter Expert (SME). A person who is considered an expert in a particular subject area. In business analysis, SMEs are often involved in providing the requirements for their area of expertise.

Subnetwork. A subdivision (fragment) of a project schedule network diagram, usually representing a subproject or a work package. Often used to illustrate or study some potential or proposed schedule condition, such as changes in preferential schedule logic or project scope. For the exam, this may refer to a “hammock.”

Subproject. A smaller portion of the overall project created when a project is subdivided into more manageable components or pieces. Subprojects are usually represented in the work breakdown structure. A subproject can be referred to as a project, managed as a project, and acquired from a seller. Subprojects may also relate to composite matrix organization type.

Successor Activity. The schedule activity that follows a predecessor activity, as determined by their logical relationship. Also see project schedule network diagrams, and precedence diagramming method (PDM).

Summary Activity. A group of related schedule activities aggregated at some summary level, and displayed/reported as a single activity at that summary level. Also see project schedule network diagrams, hammock, and precedence diagramming method (PDM).

Surveys/Questionnaire. May be used to elicit information quickly (possibly anonymously) from a large group of stakeholders. Questions may be close-ended (Y/N), or open-ended (free form responses for qualitative info.

SWOT Analysis. Analysis of strengths, weaknesses, opportunities, and threats of an organization, project, or opinion.

Synchronous Interview. An interview conducted where the interviewer and interviewee are involved in the interview at the same time. Synchronous meetings can occur face to face, over the phone, or through web conferencing, etc.; the two parties are not required to be in person with one another, but both need to be active in the interview at the same time.

System. An integrated set of regularly interacting or interdependent components created to accomplish a defined objective, with defined and maintained relationships among its components, and the whole producing or operating better than the simple sum of its components. Systems may be either physically process based or management process based, or more commonly a combination of both. Systems for project management are composed of project management processes, techniques, methodologies, and tools operated by the project management staff/project team.

System Feasibility. See technology feasibility.

System Interface Table. A business analysis model that documents the requirements for the connections between each interfacing system involved in a project, including how they are connected and what information flows between them.

System testing. Software testing technique that involves testing the solution or system as a whole. Verification testing looking at how well the overall system meets the requirements.

Systems thinking. Understanding how people, processes, and systems interact with each other.

Task. A term for work whose meaning and placement within a structured plan for project work varies by the application area, industry, and brand of project management software. For the PMP exam, “activity” is the term used instead of task. See activity.

Team-Building Activities. Undertakings of management and individuals to improve team performance, involving staff in key decisions, building trust, establishing good working relationships (i.e. developing WBS, professional virtual training for remote teams, etc.) Often more difficult with virtual teams.

Team Performance Assessment. Formal or informal evaluation of the project team’s effectiveness. Often supplied be the project manager during Executing.

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Teaming Agreements. An agreement arrived at by two or more parties or entities to create a joint venture, partnership, or other arrangement. Buyer and seller roles are defined by the agreement and are terminated when the business opportunity ends.

Technique. A defined systematic procedure employed by a human resource to perform an activity that produces a product or result or delivers a service, and that may employ one or more tools.

Technical Performance Measurement. Identifying variances from the Project Management Plans schedule of technical achievement. (e.g. Quality control chart)

Technology Feasibility. An analysis to determine how well a proposed solution can be delivered to meet the organization’s needed time frame.

Templates. Partially complete document in a predefined format used to collect, organize and present information and data. Usually gathered from standard industry publications or based on documents from previous projects. Reduces time and effort and increases consistency of results. Often, organizations have “generic” templates to collect project-related information.

Termination. Stopping the work (or contract) before its planned completion. Typically, the buyer exercises contract termination, but it should not take place until all affected parties have been notified.

Termination Clause. Contract term and condition. Often documented in the contract in case the buyer must terminate the seller based on certain conditions. For the exam, always strive to NOT terminate the seller (i.e. send a letter of default first).

Test. Similar to validation testing, but here used to review/determine the level of quality.

Theory X and Y. (Douglas McGregor motivation theory) Theory X: The worker is lazy and needs constant supervision and/or punishment to motivate them to work. Theory Y: The worker is self-motivated and willing to perform their duties.

Theory Z. (William Ouchi motivation theory) The participative management style that relates to lifetime employment, that workers are motivated by a sense of commitment, opportunity, and advancement (e.g. moving up through the ranks of the company). Theory Z is considered superior to Theory Y—see above.)

Threat. A condition or situation unfavorable to the project, a negative set of circumstances, a negative set of events, a risk that will have a negative impact on project objectives, or a possibility for negative changes. Response strategies for threats include Avoid, Transfer, Mitigate, Accept.

Three-Point Estimates. An analytical technique that uses three cost or duration estimates to represent the optimistic, most likely, and pessimistic scenarios. Three point estimates improve the accuracy of estimates. Three point estimates are also called triangular estimates, or Beta/PERT estimates. The formula for triangular estimates is; O + M + P / 3. The formula for PERT is; O + 4M + P / 6.

Time and Material (T&M) Contract. A type of contract that is a hybrid contractual arrangement containing aspects of both cost-reimbursable and fixed-price contracts. Time and material contracts resemble cost-reimbursable type arrangements in that they have no definitive end, because the full value of the arrangement is not defined at the time of the award. Thus, time and material contracts can grow in contract value as if they were cost-reimbursable-type arrangements. Conversely, time and material arrangements can also resemble fixed-price arrangements. For example, the buyer and seller preset the unit rates, when both parties agree on the rates for the category of senior engineers.

Time is of the Essence. Contract term and condition. A phrase used to notify the seller that time is extremely important and that any delay may be considered a material breach. In these situations, delivery is strictly binding.

Time-Scaled Schedule Network Diagram. Any project schedule network diagram drawn in such a way that the positioning and length of the schedule activity represents its duration. Essentially, it is a bar chart that includes schedule network logic.

To-Be Process. A proposed revision to an existing process that can provide an improvement for an organization over how activities are currently performed, or a revision to a new process when adding products or services.

To-Complete-Performance-Index (TCPI). The calculated projection of cost performance that must be achieved on the remaining work to meet a specified management goal, such as budget at completion (BAC) or the estimate at completion (EAC). It is the ratio of “remaining work” to the “funds remaining.” Formulas include: BAC – EV / BAC – AC and BAC – EV / EAC – AC. Less than 1 is good.

Tool. Something tangible, such as a template or software program, used in performing an activity to produce a product or result. (e.g. Project management software)

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Total Quality Management (TQM). A philosophy (common approach) for implementing a quality improvement program within an organization and finding ways to continuously improve processes.

Traceability. Traceability provides the ability to track product requirements from their origin to the deliverables that satisfy them.

Traceability and Monitoring. The domain of business analysis concerned with building and maintaining the traceability matrix to manage requirements and product scope, baselining the product requirements, assessing impacts of proposed requirement changes, and managing the required updates to the requirements and other business analysis deliverables once proposed changes are approved.

Traceability Matrix. See requirements traceability matrix.

Training. Relates to enhancing competencies of the project team. Training may be provided as part of the Develop Project Team process during Executing. For the exam, training can be formal or informal, and “team training” may be considered a direct cost that should be added into your definitive budget during the Planning Process Group.

Transition Requirements. Requirements that are the temporary capabilities, such as data conversion and training requirements, needed to transition from the current as-is state to the future state.

Transfer. A risk response strategy used for addressing threats to shift the consequences of the risk to a third party (i.e. using insurance, and fixed price contract).

Trend Analysis. An analytical technique that uses mathematical models to forecast future outcomes based on historical results. It is a method of determining the variance from a baseline of a budget, cost, schedule, or scope parameter by using prior progress reporting periods’ data and projecting how much that parameter’s variance from baseline might be at some future point in the project if no changes are made in executing the project. May relate to the Control Risk process during Monitoring and Control.

Triggers. Indications that a risk has occurred or is about to occur. Risk triggers may be discovered in the risk identification process and watched in the risk monitoring and control process. Triggers are sometimes called risk symptoms, or early warning signs.

UML: Unified modeling language; a standard maintained by the object management group to ensure consistency in diagramming and modeling in object-oriented analysis design.

Unit testing. Testing a small piece of the solution (sub-program, sub-routine, module) referred to as a unit. Small piece that can be tested independently. Typically the first testing phase since localized problems are easier to fix.

Use Case. An analysis model that describes a flow of actor-system interactions and boundaries for those interactions, including trigger, initiating, and participating actors, and preconditions and post conditions.

User. The person or organization that will use the project’s product or service (e.g. end user). Also see “customer.”

User Acceptance Testing. “Future end-users” perform formal testing to validate functionality, and ensure the solution is ready for final implementation

User Case Diagram. A business analysis model that shows all of the in-scope use cases for a project and which actors have part in those use cases.

User Class. A group of stakeholders who are users of a software system, product, or service and are grouped together due to the similarity in their requirements and use of the product.

User Experience Analyst. Also referred to as user interface analysts; individuals who are responsible for studying user behavior, preferences, and constraints in order to identify user interface and usability requirements for software applications and other products.

User interface flow: Diagram that shows how screens or pages will be connected or navigated.

User Story. A one or two sentence description, written from the viewpoint of the actor describing what function is needed. A user story usually takes the form of “as an <actor>, I want to <function>, so that I can <benefit>.”

Validate Scope. The technique of evaluating a component or product during or at the end of a phase or project to ensure it complies with the specified requirements. For the exam, “validate” should be linked with the Validate Scope process (accepted deliverables). “Verify” should be linked with the Quality Control process. Also see accepted deliverables.

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Validated Changes. Any changed or repaired items are inspected and will either be accepted or rejected before notification of the decision is provided. Rejected items may need to be re-worked.

Validated/Accepted Deliverables. The results of quality control are deliverables that can be verified as correct, and then validated as complete (e.g. Validate Scope). Also see accepted deliverables and validate scope.

Validation. The assurance that a product, service, or system meets the needs of the customer and other identified stakeholders. It often involves acceptance and suitability with external customers. Contrast with verification.

Valuation. Used to determine the potential value of a solution.

Value Engineering. A creative approach used to optimize project life cycle costs, save time, increase profits, improve quality, expand market share, solve problems, and/or use resources more effectively.

Value Stream Mapping: LEAN Management method for analyzing the current state, and designing a future state for a series of events which take the product/service/result from the beginning to the end of the project.

Variance. A quantifiable deviation from a known baseline (e.g. scope, schedule, cost), or expected value. For the exam, this often relates to “planned, versus actual.”

Variance Analysis. Comparing planned scope, schedule, and cost variables with actual scope, schedule, and cost variables and resolving the variances.

Variance and Trend Analysis. Are assumptions still valid? Has the risk changed, or can it be retired? Have Risk management policies been followed? Can contingency reserves be modified? These are some of the goals of variance and trend analysis using reporting information gathered throughout the project.

Velocity. A measure of a team’s productivity rate at which the deliverables are produced, validated, and accepted within a predefined interval. Velocity is a capacity planning approach frequently used to forecast future project work.

Vendor Bid Analysis. Cost estimating technique that assumes what a project should cost based on analysis of the responsive bids from trusted, qualified vendors. For the exam, this may relate to the Estimate Activity Resources process.

Verification. The technique of evaluating the correctness of a component or product at the end of a phase or project to assure or confirm it satisfies the conditions imposed. For the exam, this relates to the Control Quality process.

Version Control. The process of maintaining a history of changes on software or documentation.

Version Control System (VCS). A system that is used to track the history of revisions, often but not always related to software. A subset of configuration management that may be used to track and control the history of revisions from the baseline

Virtual Teams. A group of persons with a shared objective who fulfill their roles with little or no time spent meeting face to face, sometimes separated by great distances. For the exam, virtual teams present additional communications issues related to language, culture, time zones, technology, motivation, etc.

Voting. Preferred ranking/priority is determined by voting (e.g. on ideas, suggestions, recommendations, etc.)

Waivers. Contract term and condition. Statements declaring that rights under the contract may not be waived or modified other than by express agreements of the parties. Project Managers can intentionally or unintentionally give up a right in the contract through conduct, inadvertent failure to enforce or lack of oversight.

Walkthrough/requirements review. Collaborative, working review of a set of requirements to ensure the requirements are stated correctly and are valid.

Warranties. Contract term and condition. A guarantee of quality for the goods or services delivered under the contract, usually restricted to a limited time period.

WBS. See Work Breakdown Structure.

Weighted Criteria. A technique used to help support objective decision-making. It uses a weighted ranking matrix to compare alternatives and their weighted scores in order to evaluate decision options. See also weighted ranking matrix.

Weighted Ranking Matrix. A table used in decision making that combines pair matching of all alternatives with weighted criteria to add objectivity when formulating a decision or recommendation. Each alternative is compared with every other alternative on the basis of weighted criteria, and the resulting scores are added together to determine the preferred choice.

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What-if Scenario Analysis. Analysis of the question, “what if the situation represented by scenario ‘X’ happens?” Most common is Monte Carlo stimulation, where the computer runs several “what-if” scenarios (combinations) to come up with the most accurate estimates. For the exam, this often relates to computerized tools (e.g. MS Project).

Wireframe. Low fidelity prototype used to elicit design preferences and requirements for business functions. Prototyping.

Workaround. A reactive response to a negative risk (threat) that has occurred. Distinguished from contingency plan in that a workaround is not planned in advance of the occurrence or the risk event. The six-phased decision model / problem solving process may be used to facilitate and select and effective workaround solution.

Work Authorization System (WAS). A subsystem of the overall project management system. May take the form of a WBS Dictionary, but used to perform and check the work during Executing and Monitoring and Controlling, respectively. It is a collection of formal documented procedures that defines how project work will be authorized to ensure that the work is done according to the identified documents, tracking system, acceptance criteria, and defined approval levels needed to issue work authorizations. Also see WBS Dictionary.

Work Breakdown Structure (WBS). A deliverable-oriented hierarchical decomposition of the work to be executed by the project team to accomplish the project objectives and create the required deliverables. It organizes and defines the total scope of the project. Each descending level represents an increasingly detailed definition of the project work. The WBS is decomposed into work packages. The deliverable orientation of the hierarchy includes both internal and external deliverables. For the exam, creating a WBS is vital to developing a good project management plan.

Work Breakdown Structure (WBS) Dictionary. Describes and cross-references each component in the WBS. A brief definition of the scope or statement of work, defined deliverables, a list of associated activities and a list of milestones is included for each component. It identifies assigned resources, the responsible organization or person, start and end dates, quality requirements, etc. It facilitates and increases understanding of the effort associated with each WBS component. Sometimes referred to as an “activity description.”

Work Breakdown Structure Template. WBS from previous projects can be saved (usually in the PMIS) and then modified and reused on future projects. Many application areas of performing organizations have standard WBS templates. The PMI Practice Standards for WBS Publication provides industry-specific templates that can be tailored to specific projects. NOTE: The WBS and the WBS Dictionary information may be stored outside the Project Management Plan template.

Work for Hire. Contract term and condition. Specifies that the buyer will own the work provided under the contract.

Workflow management. Tool that allows organizations to automate business processes.

Work Package. A deliverable or project work component at the lowest level of each branch of the work breakdown structure (WBS). The work package is further decomposed into activities and the schedule milestones required to complete the work package deliverable or project work component. For the exam, this may refer to the “lowest level,” depicted in the WBS.Work Performance Data. Information and data routinely collected during Executing is used to determine the status of the project work being performed. Status of deliverables starts and end dates of schedule activities, status of change requests, corrective actions, resource utilization details, etc. are good examples. This is a key input for many of the Monitoring and Control processes. For the exam, “work” can refer to “scope.”

Work Performance Measurements. Planned verses actual results or other measurements defined by the scope of the project to be documented and reported to the stakeholders. For the exam, this would most likely relate to earned value management (EVM).

Work Product. An output produced as a result of some completion of work that is required for a short-term purpose and not required to be monitored and maintained on an ongoing basis.

Workshop. Elicitation technique used when a group of stakeholders share needs and will share the resulting product or process.

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