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PMBOK Guide 2004

Terminology Flash Cards


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PMBOK Guide 2004 Changes

Activity Duration

The time in calendar units between the start andfinish of a schedule activity.


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Sub-network

A subdivision of a project schedule networkdiagram, usually representing a subproject or awork package.


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Request Seller Responses [Process]

The process of obtaining information, quotations,bids, offers,or proposals, as appropriate.


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Plan Contracting [Process]

The process of documenting the products,services, and results requirements andidentifying potential sellers.


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Program Management Office (PMO)

The centralized management of a particular

program or programs such that corporatebenefit is realized by the sharing of resources,methodologies, tools, and techniques, andrelated high-level project management focus.


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Procedure

A series of steps followed in a regular definitiveorder to accomplish something.


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Decomposition [Technique]

A planning technique that subdivides the projectscope and project deliverables into smaller,more manageable components, until the

project work associated with accomplishing theproject scope and providing the deliverables isdefined in sufficient detail to support executing,monitoring and controlling the work.


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Direct and Manage Project Execution [Process]

The process of executing the work defined in theproject management plan to achieve theprojects requirements as defined in the project

scope statement.


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Develop Project Scope Statement (Preliminary)

[Process]

The process of developing the preliminary projectscope statement which provides a high levelscope narrative.


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Analogous Estimating [Technique]

An estimating technique that uses the values ofparameters, such as scope, cost, budget, andduration or measures of scale.


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Select Sellers [Process]

The process of reviewing offers, choosing fromamong potential sellers, and negotiating awritten contract with a seller.


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Opportunity

A condition or situation favorable to the project, a

positive set of circumstances, a positive set ofevents, a risk that will have a positive impacton project objectives, or a possibility forpositive changes.


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Path Convergence

The merging or joining of parallel schedulenetwork paths into a single node in a projectschedule network diagram.


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Change Control Board (CCB)

A formally constituted group of stakeholdersresponsible for reviewing, evaluating,approving, delaying, or rejecting changes tothe project, with all decisions and

recommendations being recorded.


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Process

A set of interrelated actions and activitiesperformed to achieve a specified set ofproducts, results, or services.


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Configuration Management System [Tool]

A collection of formal documented proceduresused to apply technical and administrativedirection and surveillance to verify project

deliverables conform to requirements. Itincludes the documentation, tracking systems,and defined approval levels necessary forauthorizing and controlling changes.


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Level of Effort (LOE)

Support-type activity that does not readily lenditself to the measurement of discreteaccomplishments.


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Monitoring and Controlling Processes [Process

Group]

Those processes performed to measure andmonitor project execution so that correctiveaction can be taken when necessary to controlthe execution of the phase or project.


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Contingency Reserve [Output/Input]

The amount of funds, budget, or time neededabove the estimate to reduce the risk ofoverruns of project objectives to a levelacceptable to the organization.


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Effort

The number of labor units required to complete aschedule activity or work breakdown structurecomponent.


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Work Performance Information [Output/Input]

Information and data on the status of the project

schedule activities being performed toaccomplish the project work, collected as partof the Direct and Manage Project Executionprocesses.


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Contract Closure [Process]

The process of completing and settling thecontract, including resolution of any open itemsand closing each contract.


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Reserve

A provision in the project management plan tomitigate cost and/or schedule risk.


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Bottom-up Estimating [Technique]

A method of estimating a component of work bydecomposing the work into more detail andaggregating the estimates for the more detailedpieces of work.


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Co-location [Technique]

An organizational placement strategy where theproject team members are physically locatedclose to one another in order to improvecommunication, working relationships, and

productivity.


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Contract Statement of Work (SOW)[Output/Input]

A narrative description of products, services, orresults to be supplied under contract.


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Cost of Quality (COQ) [Technique]

Determining the costs incurred to ensure quality.Prevention and appraisal costs (cost of

conformance) include costs for qualityplanning, control and assurance. Failure costs(cost of non-conformance) include costs torework, costs of warranty work, and loss of

reputation.


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Closing Processes [Process Group]

Those processes performed to formally terminateall activities of a phase or project, and transferthe completed product to others or close acancelled project.


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Bar Chart [Tool]

A graphic display of schedule-related information.Also called a Gantt chart.


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Budget

The approved estimate for the project or anywork breakdown structure component or anyschedule activity.


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Control Account (CA) [Tool]

A management control point where theintegration of scope, budget, actual cost, and

schedule takes place, and where themeasurement of performance will occur.


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Cost-Plus-Fee (CPF)

A type of cost reimbursable contract where thebuyer reimburses the seller for the sellers

allowable costs for performing the contractwork and seller also receives a fee calculatedas an agreed upon percentage of the costs.The fee varies with the actual cost.


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Communication

A process through which information isexchanged among persons using a commonsystem of symbols, signs, or behaviors.


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Crashing [Technique]

A specific type of project schedule compressiontechnique performed by taking action todecrease the total project schedule duration

after analyzing a number of alternatives todetermine how to get the maximum scheduleduration compression for the least additioncost.


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Create Work Breakdown Structure (WBS)[Process]

The process of subdividing the major projectdeliverables and project work into smaller,more manageable components.


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Critical Path Method (CPM) [Technique]

A schedule network analysis technique used to

determine the amount of scheduling flexibilityon various logical network paths in the projectschedule network, and to determine theminimum total project duration.


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Defect Repair

Formally documented identification of a defect ina project component with a recommendation toeither repair the defect or completely replacethe component.


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Flowcharting [Technique]

The depiction in a diagram format of the inputs,process actions, and outputs of one or moreprocesses within a system.


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Develop Project Charter [Process]

The process of developing the project charter.The Project Charter formally authorizes aproject.


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Grade

A category or rank used to distinguish items thathave the same functional use, but do not sharethe same requirements for quality.


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Discipline

A field of work requiring specific knowledge and

that has a set of rules governing work conduct.


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Dummy Activity

A schedule activity of zero duration used to show

a logical relationship in the arrow diagrammingmethod.


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Earned Value (EV)

The value of completed work expressed in terms

of the approved budget assigned to that work .


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Develop Project Team [Process]

The process of improving the competencies and

interaction of team members to enhanceproject performance.


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Critical Chain Method [Technique]

A schedule network analysis technique that

modifies the project schedule to account forlimited resources.


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Design Review [Technique]

A management technique used for evaluating theproposed design of the system or product to

ensure that the system or product meets thecustomer requirements, or to assure that thesystem or product will perform successfully,can be produced, and can be maintained.


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Executing Processes [Process Group]

Those processes performed to complete the

work defined in the project management planto accomplish the project objectives defined inthe project scope statement.


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Monitor and Control Project Work [Process]

The process of monitoring and controlling theprocesses required to initiate, plan, execute,and close a project to meet the performanceobjectives defined in the project managementplan and project scope statement.


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Ground Rules [Tool]

A list of acceptable and unacceptable behaviors

adopted by a project team to improve workingrelationships, effectiveness, andcommunication.


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Manage Stakeholders [Process]

The process of managing communications to

satisfy the requirements of, and resolve issueswith, project stakeholders


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Human Resource Planning [Process]

The process of identifying and documenting

project roles, responsibilities and reportingrelationships, as well as creating the staffingmanagement plan.


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Imposed Date

A fixed date imposed on a schedule activity or

schedule milestone, usually in the form of astart no earlier than or finish no later than

date.


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Develop Project Management Plan [Process]

The process of documenting the actions

necessary to define, prepare, integrate, andcoordinate all subsidiary plans into a projectmanagement plan.


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Methodology

A system of practices, techniques, procedures,

and rules used by those who work in adiscipline.


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Monitor

Collect project performance data with respect toobjectives, produce performance measures,and report and disseminate performanceinformation.


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Near-Critical Activity

A schedule activity that has low total float.


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Project Summary Work Breakdown Structure(PSWBS) [Tool]

A work breakdown structure for the project that isonly developed down to the subproject level ofdetail within some legs of the WBS, and wherethe detail of those subprojects are provided byuse of contract work breakdown structures.


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Materiel

The aggregate of things used by an organization

in any undertaking, such as equipment,apparatus, tools, machinery, gear, material,and supplies.


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Planning Package

A WBS component below the control account

with known work content but without detailedschedule activities.


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Network Path

Any continuous series of schedule activities

connected with logical relationships in a projectschedule network diagram


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Planning Processes [Process Group]

Those processes performed to define and mature

the project scope, develop the projectmanagement plan, and identify and schedulethe project activities.


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Scope Control [Process]

The process of controlling changes to the projectscope.


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Project Management Process Group

A logical grouping of the project managementprocesses described in the PMBOK guide.

The 5 project management process groups areinitiating processes, planning processes,executing processes, monitoring andcontrolling processes, and closing processes.


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Initiating Processes [Process Group]

Those processes performed to authorize and

define the scope of a new phase or project orthat can result in the continuation of haltedproject work.


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Program Management

The centralized coordinated management of aparticular program to achieve the programs

strategic objectives and benefits.


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Portfolio Management [Technique]

The centralized management of one or moreportfolios, which includes identifying,

authorizing, managing, and controlling projects,programs, and other related work, to achievespecific strategic business objectives.


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Schedule Model

A model used in conjunction with manual

methods or project management software toperform schedule network analysis to generatethe project schedule for use in managing theexecution of a project.


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Rolling Wave Planning [Technique]

A form of progressive elaboration planning wherethe work to be accomplished in the near term is

planned in detail at a low level of the workbreakdown structure, while the work far in thefuture is planned at a relatively high level of thework breakdown structure.


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Three-Point Estimate [Technique]

An analytical technique that uses three cost or

duration estimates to represent the optimistic,most likely, and pessimistic scenarios.


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Project Management Process

One of 44 processes, unique to projectmanagement and described in the PMBOKguide.


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Technical Performance Measurement[Technique]

A performance measurement technique thatcompares technical accomplishments during

project execution to the project managementplans schedule of planned technical

achievements.


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Retainage

A portion of a contract payment that is withheld

until contract completion to ensure fullperformance of the contract terms.


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Voice of the Customer [Technique]

A planning technique used to provide products,services, and results that truly reflect customer

requirements by translating those customerrequirements into the appropriate technicalrequirements for each phase of project productdevelopment.


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Earned Value Technique (EVT) [Technique]

A specific technique for measuring theperformance of work for a work breakdown

structure component, control account, orproject. Also referred to as the earning rulesand crediting method.


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Manage Project Team [Process]

The process of tracking team member

performance, providing feedback, resolvingissues, and coordinating changes to enhanceproject performance.


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Failure Mode and Effect Analysis (FMEA)[Technique]

An analytical procedure in which each potential

failure mode in every component of a productis analyzed to determine its effect on thereliability of that component and the reliabilityof the product or system.


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Scope Creep

Adding features and functionality without

addressing the effects on time, costs andresources, or without customer approval.


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Reserve Analysis [Technique]

An analytical technique to determine the

essential features and relationships ofcomponents in the project management plan toestablish a reserve for the schedule duration,budget, estimated cost, or funds for a project.


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Fast Tracking [Technique]

A specific project schedule compression

technique that changes network logic tooverlap phases that would normally be done insequence or to perform schedule activities inparallel.


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Special Cause

A source of variation that is not inherent in the

system, is not predictable, and is intermittent.


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Activity Attributes [Output/Input]

Multiple attributes associated with each schedule

activity that can be included within the activitylist.


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Path Divergence

Extending or generating parallel schedule

network paths from a single node in a projectschedule network diagram.


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Enterprise Environmental Factors [Output/Input]

Any or all external environmental factors and

internal organizational environmental factorsthat surround or influence the projects

success.


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Pareto Chart [Tool]

A histogram, ordered by frequency of occurrence,

that shows how many results were generatedby each identified cause.


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Risk Register [Output/Input]

The document containing the results of the

qualitative risk analysis, quantitative riskanalysis, and risk response planning.


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Control Account Plan (CAP) [Tool]

A plan for all the work and effort to be performedin a control account. Each CAP has a

definitive statement of work, schedule, andtime-phased budget.


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Value Engineering

A creative approach used to optimize project life

cycle costs, save time, increase profits,improve quality, expand market share, solveproblems, and/or use resources moreeffectively.


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Virtual Team

A group of persons with a shared objective who

fulfill their roles with little or no time spentmeeting face to face.


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Exception Report

Document that includes only major variations

from the plan (rather than all variations)


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Workaround [Technique]

A response to a negative risk that has occurred.Distinguished from a contingency plan in that a

workaround is not planned in advance of theoccurrence of the risk event.

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pmbok2004flashcards-090803215824-phpapp01