Project Management Glossary
Many of the words defined here have broader, and in some cases different, dictionary definitions. The definitions use the following conventions:- Term used as part of the definitions that are defined in the glossary, are shown in italics.
- When synonyms are included, no definition is given and the reader is directed to the preferred term (ie., see preferred term).
- Related term that are not synonyms are cross-referenced at the end of the definition (ie., see also related term).
Activity. An element of work performed during the course of a project. An activity normally has an expected duration, an expected cost and expected resource requirements. Activities are often subdivided into tasks.
Activity Definition. Identifying the specific activities that must be performed in order to produce the various project deliverables.
Activity Duration Estimating. Estimating the number of work periods which will be needed to complete individual activities.
Administrative Closure. Generating, gathering, and disseminating information to formalise project completion.
APT. APT Methodology is a product purchased by CAIS to assist in the project management of application development and support. The supplier is APT Systems.
Bar Chart. A graphic display of schedule-related information. In the typical bar chart activities or other project elements are listed down the left side of the chart, dates are shown across the top and activity durations are shown as date-placed horizontal bars. Also called a Gantt chart.
Baseline. The original plan (for a project, a work package, or an activity), plus or minus approved changes. Usually used with a modifier (eg., cost baseline, schedule baseline, performance measurement baseline).
Chart of Accounts. Any numbering system used to monitor project costs by category (eg., labour, supplies, materials). The project chart of accounts is usually based upon the corporate chart of accounts. See also code of accounts.
Checkpoint. A predefined time in a project, usually upon completion of a phase, where a management decision is made as to the future direction of the project. Eg, after the feasibility study report has been issued, management need to decide whether or not to proceed with the project and which option to use.
Closing. Refer to Project Closure.
Closure. Refer to Project Closure.
Code of Accounts. Any numbering system used to uniquely identify each element of the work breakdown structure. See also chart of accounts.
Communications Planning. Determining the information and communications needed of the project stakeholders.
Contingency Planning. The development of a management plan that identifies alternative strategies to be used to ensure project success if specified risk events occur.
Contingency Reserve. A separately planned quantity used to allow for future situations which may be planned for only in part (sometimes called "known unknowns"). For example, rework is certain, the amount of rework is not. Contingency reserves may involve cost, schedule, or both. Contingency reserves are intended to reduce the impact of missing cost or schedule objectives. Contingency reserves are normally included in the projects cost and schedule baselines.
Contract. A contract is a mutually binding agreement which obligates the seller to provide the specified product and obliges the buyer to pay for it.
Contract Administration. Managing the relationship with the seller.
Contract Close Out. Completion and settlement of the contract, including resolution of all outstanding items.
Control. The process of comparing actual performance with planned performance, analysing variances, evaluating possible alternatives, and taking appropriate corrective action as needed.
Corrective Action. Changes made to bring expected future performance of the project into line with the plan.
Cost Budgeting. Allocating the cost estimates to individual project components.
Cost Control. Controlling changes to the project budget.
Cost Estimating. Estimating the cost of the resources needed to complete project activities.
Crashing. Taking action to decrease the total project duration after analysing a number of alternatives to determine how to get the maximum duration compression for the least cost.
Critical Activity. Any activity on a critical path. Most commonly determined by using the critical path method. Although some activities are "critical" in the dictionary sense without being on the critical path, this meaning is seldom used in the project context.
Critical Path. The series of activities which determines the earliest completion of the project. The critical path generally changes from time to time as activities are completed ahead of or behind schedule. Although normally calculated for the entire project, the critical path can also be determined for a milestone or subproject. The critical path is usually defined as those activities with floatless than or equal to a specified value, often zero.
Critical Path Method (CPM) A network analysis technique used to predict project duration by analysing which sequence of activities (which path) has the least amount of scheduling flexibility (the least amount of float). Early dates are calculated by means of a forward pass using a specified start date. Late dates are calculated by means of a backward pass starting from a specified completion date (usually the forward pass’s calculated project early finish date).
Deliverable. Any measurable, tangible verifiable outcome, result, or item that must be produced to complete a project or part of a project. Often used more narrowly in reference to an external deliverable, which is a deliverable that is subject to approval by the project sponsor or customer.
Estimate. An assessment of the likely quantitative result. Usually applied to project costs and durations and should include some indication of accuracy (e.g.,+ - x percent). Usually used with a modifier (e.g., preliminary, conceptual, feasibility).
Exception Report. Document that includes only major variations from plan (rather than all variations).
Execution. The actual work undertaken to achieve the required results/deliverables.
Fast Tracking. Compressing the project schedule by overlapping activities that would normally be done in sequence, such as design and construction.
Float. The amount of time that an activity may be delayed from its early start without delaying the project finish date. Float is a mathematical calculation and can change as the project progresses and changes are made to the project plan. Also called slack, total float, and path float.
Gantt Chart. See bar chart.
Guideline. A guideline is a statement which defines policy or the area in which a policy is operative. A guideline does not dictate the level of quality within an area.
Information Distribution. Making needed information available to project stakeholders in a timely manner.
Initiation. Committing the organisation to begin a project phase.
Lag. A modification of a logical relationship which directs a delay in the successor task. For example, in a finish-to-start dependency with a 10 day lag, the successor activity cannot start until 10 days after the predecessor has finished. See also lead.
Lead. A modification of a logical relationship which allows an acceleration of the successor task. For example, in a finish-to-start dependency with a 10 day lead, the successor activity can start 10 days before the predecessor has finished. See also lag.
Lifecycle. Refer to project lifecycle.
Logical Relationship. A dependency between two project activities, or between a project activity and a milestone. See also precedence relationship. The four possible types of logical relationships are:
- Finish-to-start-the "from" activity must finish before the "to" activity can start. (This is the most common).
- Finish-to-finish-the "from" activity must finish before the "to" activity can finish.
- Start-to-finish-the "from" activity must start before the "to" activity can start.
- Start-to-finish-the "from" activity must start before the "to" activity can finish.
Management Reserve. A separately planned quantity used to allow for future situations which are impossible to predict (sometimes called "unknown unknowns"). Management reserves may involve cost or schedule. Management reserves are intended to reduce the risk of missing cost or schedule objectives. Use of management reserve requires a change to the project’s cost baseline.
Methodology. Refer to What is a Project Management Methodology? In overview.
Milestone. A significant event in the project, usually completion of a major deliverable.
Milestone Schedule. A summary-level schedule which identifies the major milestones.
Mitigation. Taking steps to lessen risk by lowering the probability of a risk event’s occurrence or reducing its effect should it occur.
Monitoring. The capture, analysis, and reporting of a project performance, usually as compared to plan.
Organisational Planning. Identifying, documenting, and assigning project roles, responsibilities, and reporting relationships.
Overall Change Control. Coordinating changes across the entire project.
Overlap. See lead.
Performance Reporting. Collecting and disseminating information about project performance to help ensure project progress.
Performing Organisation. The enterprise whose employees are most directly involved in doing the work of the project.
Phase. See project phase.
Phases. Refer to project phase.
Planning. Project planning incorporates procurement planning, quality planning, scope planning and resource planning.
Policy. A policy is a statement released by management dictating the way in which a process will be carried out.
Precedence Diagramming Method (PDM). A network diagramming technique in which activities are represented by boxes (or nodes). Activities are linked by precedence relationships to show the sequence in which the activities are to be performed.
Precedence Relationship. The term used in the precedence diagramming method for a logical relationship. In current usage, however, precedence relationship, logical relationship, and dependency are widely used interchangeably regardless of the diagramming method in use.
Procedure. A procedure is a documented list of actions that must be done to complete a task.
Process. A process is a series of tasks performed to achieve an outcome.
Procurement. The process required to acquire goods and services from outside the organisation.
Procurement Planning. Determining what to procure and when.
Project. A temporary endeavour undertaken to create a unique product or service.
Project Charter. A document issued by senior management that provides the project manager with the authority to apply organisational resources to project activities. See Project Execution Plan.
Project Closure. The process by which a project is formally completed.
Project Communications Management. A subset of project management that includes the processes required to ensure proper collection and dissemination of project information. It consists of communications planning, information distribution, performance reporting, and administrative closure.
Project Cost Management. A subset of project management that includes the processes required to ensure that the project is completed within the approved budget. It consists of resource planning, cost estimating, cost budgeting, and cost control.
Project Human Resource Management. A subset of project management that includes the processes required to make the most effective use of the people involved with the project. It consists of organisational planning, staff acquisition, and team development.
Project Integration Management. A subset of project management that includes the processes required to ensure that the various elements of the project are properly coordinated. It consists of project plan development, project plan execution, and overall change control.
Project Life Cycle. A collection of generally sequential project phases whose name and number are determined by the control needs of the organisation or organisations involved in the project.
Project Management (PM). The application of knowledge, skills, tools, and technique to project activities in order to meet or exceed stakeholder needs and expectations from a project.
Project Management Software. A class of computer applications specifically designed to aid with planning and controlling project costs and schedules.
Project Management Team. The members of the project team who are directly involved in project management activities. On some smaller projects, the project management team may include virtually all of the project team members.
Project Manager (PM). The individual responsible for managing a project.
Project Phase. A collection of logically related project activities, usually culminating in the completion of a major deliverable.
Project Plan. A formal, approved document used to guide both project execution and project control. The primary uses of the project plan are to document planning assumptions and decisions, to facilitate communication among stakeholders, and to document approved scope, cost, and schedule baselines. A project plan may be summary or detailed.
Project Plan Development. Taking the results of other planning processes and putting them into a consistent, coherent document.
Project Plan Execution. Carrying out the project plan by performing the activities included therein.
Project Procurement Management. A subset of project management that includes the processes required to acquire goods and services from outside the performing organisation. It consists of procurement planning, solicitation planning, solicitation, source selection, contract administration, and contract close-out.
Project Quality Management. A subset of project management that includes the processes required to ensure that the project will satisfy the needs for which it was undertaken. It consists of quality planning, quality assurance, and quality control.
Project Risk Management. A subset or project management that includes the processes concerned with identifying, analysing, and responding to project risk. It consists of risk identification, risk quantification, risk response development, and risk response control.
Project Schedule. The planned dates for performing activities and the planned dates for meeting milestones.
Project Scope Management. A subset of project management that includes the processes required to ensure that the project includes all of the work required, and only the work required, to complete the project successfully. It consists of initiation, scope planning, scope definition, scope verification, and scope change control.
Project Team Members. The people who report either directly or indirectly to the project manager.
Project Time Management. A subset of project management that includes the processes required to ensure timely completion of the project. It consists of activity definition, activity sequencing, activity duration estimating, schedule development, and schedule control.
Quality. Consistently meeting the negotiated requirements with a high degree of predicability; Satisfying the client; Delighting the client; Value for money; Fitness for purpose; Absence of defects. Quality can be defined as the sum of the features and characteristics that satisfy our clients needs, or taking it one step further, Quality can be exceeding our clients expectations.
Quality Assurance (QA). (1) The process of evaluating overall project performance on a regular basis to provide confidence that the project will satisfy the relevant quality standards. (2) The organisational unit that is assigned responsibility for quality assurance.
Quality Control (QC). (1) The process of monitoring specific project results to determine if they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance. (2) The organisational unit that is assigned responsibility for quality control.
Quality Planning. Identifying which quality standards are relevant to the project and determining how to satisfy them.
Resource Planning. Determining what resources (people, equipment, materials) are needed in what quantities to perform project activities.
Risk. Refer to risk event.
Risk Event. A discreet occurrence that may affect the project for better or worse.
Risk Identification. Determining which risk events are likely to affect the project.
Risk Quantification. Evaluating the probability of risk event occurrence and effect.
Risk Response Control. Responding to changes in risk over the course of the project.
Risk Response Development. Defining enhancement steps for opportunities and mitigation steps for threats.
Schedule. See project schedule.
Schedule Control. Controlling changes to the project schedule.
Schedule Development. Analysing activity sequences, activity durations, and resource requirements to create the project schedule.
Scheduling. See project schedule.
Scope. The sum of the products and services to be provided as a project.
Scope Change. Any change to the project scope. A scope change almost always requires an adjustment to the project cost or schedule.
Scope Change Control. Controlling changes to project scope.
Scope Definition. Decomposing the major deliverables into smaller, more manageable components to provide better control.
Scope Planning. Developing a written scope statement that includes the project justification, the major deliverables, and the project objectives.
Scope Verification. Ensuring that all identified project deliverables have been completed satisfactorily.
Solicitation. Obtaining quotations, bids, offers, or proposals as appropriate.
Solicitation Planning. Documenting product requirements and identifying potential sources.
Source Selection. Choosing from among potential contractors.
Staff Acquisition. Getting the human resources needed assigned to and working on the project.
Stakeholder. Individuals and organisations who are involved in or may be affected by project activities.
Standard. A standard is anything taken by general consent as a basis of comparison: An approved model. A standard is a level of quality which is regarded as normal, adequate, or acceptable. There is a subtle and important difference between product standards and quality standards. A quality standard does not guarantee that products meet their agreed specifications. It ensures that the business is run in such a way that client requirements are properly identified. It ensures that internal resources and processes are managed in such a way that physical and service products will be created which match those requirements. The means are guaranteed, not the outcomes.
Statement of Work (SOW). A narrative description of products or services to be supplied under contract.
Task. See activity.
Team Development. Developing individual and group skills to enhance project performance.
Tool. A tool is something that can be used to assist in the achievement of a desired result. Such as templates and forms.
Work Breakdown Structure (WBS). A deliverable-orientated grouping of project elements which organises and defines the total scope of the project. Each descending level represents an increasingly detailed definition of a project component. Project components may be products or services.
Work Package. A deliverable at the lowest level of the work breakdown structure. A work package may be divided into activities.