Text Size: A+| A-| A   |   Text Only Site   |   Accessibility
Process Center of Excellence (PCoE)

  

A | B | C | D | E | F | G | H | I | J | K | L | M | N | O | P | Q | R | S | T | U | V | W | X | Y | Z


Additional OIS acronyms & terms
 

Acceptance The formal process of accepting delivery of a product or deliverable.
Acceptance Criteria Performance requirements and essential conditions that have to be achieved before project deliverables are accepted.
Accountability The responsibility of program managers and staff to provide evidence to stakeholders and funding agencies that a program is effective and in conformance with its coverage, service, legal, and fiscal requirements.
Accounting Period Set period of time, usually one month, in which project costs and revenues are posted for information and analysis.
Acquisition Obtaining supplies or services by and for the use of an organization through a purchase or lease.
Acquisition Lifecycle The standard process used by the acquisition organization for defining how a system will be acquired and maintained from inception to retirement.
Active Listening Paying close attention to what is said, asking the other party to describe carefully and clearly what is meant, and requesting that ideas be repeated to clarify any ambiguity or uncertainty.
Activity Element of work that is required by the project, uses resources, and takes time to complete. Activities have expected durations, costs, and resources requirements and may be subdivided into tasks. See also task definition.
Acitivity Analysis The analysis and measurement of units of work or tasks that define a process. Measurement can be in terms of time, cost, or output.
Activity Definition Identification of specific activities that must be performed to produce the project deliverables. Also called activity description.
Activity Description (AD) A short phrase or label used in a project network diagram. The activity description normally describes the scope of work of the activity. See also activity definition.
Activity Duration Estimating Estimating the number of work periods needed to complete individual activities.
Activity-On-Arrow (AOA) Network diagramming technique in which activities are represented by arrows. The tail of the arrow represents the start of the activity; the head of the arrow represents the finish of the activity. The length of the arrow does not represent the expected duration of the activity. Activities are connected at points called nodes (usually drawn as circles) to illustrate the sequence in which activities are expected to be performed. Also called precedence diagramming method (PDM).
Activity-On-Node (AON) Network diagramming technique in which activities are represented by boxes (or nodes) and linked by precedence relationship lines to show the sequence in which the activities are to be performed. The nodes are connected with arrows to show the dependencies. Four types of relationships are possible: finish-to-finish, finish-to-start, start-to-finish, and start-to-start. Also called activity-on-node (AON) or activity-on-arc.
Actual Cost (AC) Total costs incurred that must relate to whatever cost was budgeted within the planned value and earned value (which can sometimes be direct labor hours alone, direct costs alone, or all costs including indirect costs) in accomplishing work during a given time period. See also earned value.
Actual Cost Of Work Performance (ACWP) Total costs (direct and indirect) incurred in accomplishing work during a given time period. See also earned value.
Actual Finish date (AF) The point in time that work actually ended on an activity. (Note: In some application areas, the activity is considered "finished" when work is "substantially complete.")
Actual Start date (AS) The point in time that work actually started on an activity.
Administrative Closure Activities associated with generating, gathering, and disseminating information to formalize acceptance of the product or service of the project by the sponsor, client, or customer for a specific project phase or at project completion.
Administrative Expense Expense that cannot be easily identified with a specific function or project but contributes in some way to the project or general business operations.
Affected Groups

 The groups who will either be expected to support the project to some degree or whose work, products, or services will be utilized in support of the project or affected by the project outcomes.
Alternatives A number of different solutions and approaches that must be evaluated and chosen to attain the objectives of a project.
Alternatives Analysis Process of breaking down a complex situation to generate different solutions and approaches and evaluate the impact of trade-offs to attain objectives.
American National Standards Institute (ANSI) Voluntary organization that helps set standards and also represents the United States in the International Standards Organization (ISO).
Analogous Estimating Using actual or historical data of a similar activity or project as the basis for the estimate. Analogous estimating is a form of expert judgement.
Analysis (1) Study and examination of something complex by separating it into more simple component. Typically, includes discovering the parts of the thing being studied, how they fit together, and why they are arranged in a particular way.
(2) Study of variances for cause, impact, corrective action, and results.
Approach Overall method by which project objectives will be realized, including methodologies, life cycles, responsibilities, and other associated strategies, tactics, practices, and procedures.
Approach Statement A high-level description of how the project will accomplish its goals and objectives.
Architecture Framework  A combination of structured processes, templates, and governance that facilitate the documentation of a architecture in a systematic manner.
Arrow Diagramming Method (ADM) Network diagramming technique in which activities are represented by arrows. The tail of the arrow represents the start of the activity; the head of the arrow represents the finish of the activity. The length of the arrow does not represent the expected duration of the activity. Activities are connected at points called nodes (usually drawn as circles) to illustrate the sequence in which activities are expected to be performed. Also called activity-on-arrow.
As-Is Also known as "current". A model of the current structure (process, data, applications, technolgy). The baseline used for measuring the success of future changes or improvements.
Assumption Factor that is considered to be true, real, or certain and is often used as a basis for decision-making.
Attribute Characteristics or property that is appraised in terms of whether it does or does not exist (for example, heads or tails on a coin) with respect to a given requirement.
Audit (1) Formal examination of project's accounts or financial situation.
(2) Methodical examination of the project, either in whole or in part, usually conducted according to pre-established schedules, to assess overall progress performance.
Audit Trail Record of documentation describing actions taken, decisions made, and funds expended and earned on a project. Used to reconstruct the project after the fact for lessons learned and other purposes.
Authoritarian Management Style  Management approach in which the project manager tells team members what is expected of them, provides specific guidance on what should be done, makes his or her role within the team understood, schedules work, and directs team members to follow standard rules and regulations.
Authority (1) Power of influence, either granted to or developed by individuals, that leads to others doing what those individuals direct.
(2) Formal conferment of such influence through an instrument such as a project charter.
Authorize Give final approval; a person who can authorize something is vested with authority to give final endorsement, which requires no further approval.
Authorized Work Efforts that have been approved by higher authority and may or may not be expressed in specific terms.
Autocratic Management Style Management approach in which the project manager makes all decisions and exercises tight control over the project team. This style is characterized by communications from the project manager downward to the team and not vice versa.
Avoidance Risk response strategy that eliminates the threat of a specific risk event, usually by eliminating its potential cause. The project management team can never eliminate all risk, but certain risk events often can be eliminated. See also acceptance and mitigation.
Backward Pass Calculation of late finish and late start dates for uncompleted portions of all network activities. Determined by working backwards through the network logic from the project's end date. See also network analysis and forward pass.
Balanced Matrix Form of the project organization in which the project manager's authority over project resources is roughly equal to that of the organization's functional managers.
Balanced Scorecard  A management and measurement system that enables organizations to clarify their vision and strategy, and translate them into action. It provides feedback for both the internal business processes and external outcomes in order to continuously improve strategic performance and results.
Baseline (1) Original plan (for a project, work package, or activity), plus or minus any approved changes. May be used with modifier (for example, cost baseline, schedule baseline, performance measurement baseline).
(2) Information related to the as-is (current) model that allows comparison with future improvements and benchmarks.
Baseline Cost Estimate Cost projection performed early in a program to serve as a reference point to all subsequent tracking comparing and audition.
Baseline Finish Date Original planned finish date for a project, work package, or activity, plus or minus any approved changes.
Baseline Start Date Original planned start date for a project, work package, or activity, plus or minus any approved changes.
Benchmark Standard point of reference used to define progress, improvement, or change.
Benefit Gain to be accrued from the successful completion of a project. Benefits are compared to costs to ensure the selection of the most advantageous project or the most effective approach to complete a project.
Benefit-Cost Analysis Process of estimating tangible and intangible costs (outlays) and benefits (returns) of various projects alternatives and using financial measures, such as return on investment or payback period, to evaluate the relative desirability of the alternatives.
Best Value Synonymous with "value effectiveness" and both mean factors or criteria established by a state agency to ensure that their business needs and goals are effectively met and the state obtained the most value.
Bill Of Materials (BOM) (1) Set of physical elements required to build a project.
(2) Hierarchical view of the physical assemblies, subassemblies, and components needed to fabricate a manufacturing product.
(3) Descriptive and quantitative list of materials, supplies, parts, and components required to produce a designated complete end item of materials, assembly, or subassembly.
Blue Print The dynamic content of a given architecture that is captured utilizing standardized, structured processes and templates.
Boilerplate Standard and essential contract terminology and clauses that are not subject to frequent change. Use of the term can be dangerous because it may lull contract parties into thinking they need not read the clauses, assuming no changes from previous contracts, or assuming the data are not significant.
Bottom-Up Estimating Cost or budget estimate derived by first estimating the cost of the project's elemental tasks at the lower levels of the WBS and then aggregating those estimates at successively higher levels of the WBS. The project manager typically includes indirect costs, general and administrative expenses, profit, and any reverses when calculating the total project cost estimate. See also definitive estimate.
Brainstorming Problem -solving technique that can be used for planning purposes, risk identification, improvement efforts, and other project-related endeavors. Participants are invited to share their ideas in a group setting, where no disapproving verbal or nonverbal behaviors are permitted. The technique is designed to generate a large number of ideas by helping people to think creatively and allowing them to participate fully, without feeling inhibited or criticized by others.
Budget Authority (BA) authority provided by law to enter into obligations that will result in outlays of Federal funds.  Budget authority may be clasified by the period of availability (one-year, multiyear, no-year), by the timing of congressional action (current or permanent), or y the manner of determining the amount available (definite or indefinte).
Budget Change Proposal (BCP) A proposal to change the spending authority for project activities. A BCP is also required for any current year changes in spending authority.
Budget Estimate Estimate of the funds needed to obtain project approval, which includes a combination of fixed and unit prices for labor, material, equipment, and other direct and indirect costs.
Budget Update Change to an approved cost baseline, generally revised only in response to scope changes.
Budgeted Cost Of Work Performed (BCWP) Sum of approved cost estimates (including any overhead allocation) for activities (or portions of activities) completed during a given period. See also earned value.
Budgeted Cost Of Work Scheduled (BCWS) Sum of approved cost estimates (including any overhead allocation) for activities (or portions of activities) scheduled to be preformed during a given period. See also earned value.
Budget Variance As a project progresses it is important to monitor the overall costs of the project in relation to the original budget.  See Estimated Cost of Completion 
Bureaucratic Authority Influence derived from an individual's knowing the organization's rules, regulations, and procedures and the ways to use them to obtain desired results in an expedient and expeditious manner.
Burn Rate Rate at which funds are expended on a project (for example, total dollars per day or total dollars per week). Usually quoted based on labor hours only, but may include materials as well.
Business Analyst A person who gathers and/or supplies business requirements for systems development projects, solicits business involvement, and acts as liaison between the business and the project team. They assist in reviewing and providing input to the resulting system design and may assist with system testing and user training.
Business Case Structured proposal that justifies a project for decision-makers.  Includes an analysis of business process performance and requirements, assumptions, and issues.  Also presents the risk analysis by explaining strengths, weaknesses, opportunities, and threats.
Business Complexity  This represents the business difficulty or risk associated with a particular business issue or opportunity that is driving a need for change.
Business Continuity Plan The Business Continuity Plan describes what actions and decisions are needed to ensure critical business operations will continue in the event of a disaster or facility problem. The plan should discuss who has the authority to initiate the activities described in the plan, which operations should be continued, and how to re-establish the operations.
Business Driver Business drivers are external and internal forces that create a need for business action or "drive" the organization's busienss, as well as, the strategies that an organization defines in response to these forces.
Business Drivers/Background Statement An explanation of why the project is needed and why it is being recommended at this time. It describes the business problem or issue that will be resolved by the project as well as any background information necessary to understand the problem.
Business Goals The underlying basis for which a project is undertaken.
Business Process Improvement (BPI)

Business Process Improvement - Systematic, disciplined approach to change. Critically examines, evaluates, and redesigns mission critical processes so as to achieve dramatic performance improvement in areas critical to customers, business owners, and stakeholders.
Business Process Model Decomposition and graphical depiction a specific business process or functional area within an organization. The model shows how each functional area breaks down into processes; each process breaks down into sub processes; and each sub process breaks down into activities.
Business Process Re-engineering Method to improve organizational performance by evaluating and redesigning business processes.
Business Requirements The requirements of the customers and stakeholders to be served by the dliverables of the project -- the perceived customer wants and needs.
Business Rules Business rules describe what the business does and why, and provide a formal structure for understanding business operation.
Business Services Process, Activities, and Tasks executed to deliver.
Business Systems A collection of processes (automated or manual) that are provided that fulfill some or all of the requirements to of a Line of Business.
Business Teams Members of the organization unit, usually benefitting from the project's outcomes.
Business Trend A business trend is a shift or change in the fundamental business dynamics within an industry.  Business trends tend to drive enterprise-wide strategic decisions and are the result of shifts in attitudes, values, technologies and the economic landscape.
Champion (1) Person who spearheads an idea or action and promotes it throughout the organization.
(2) Person with significant influence who takes personal responsibility (although usually not for day-to-day management) for the successful completion of a project for the organization.
Change (1) Increase or decrease in any project characteristics - time, cost or technical requirements.
(2) Deviation from agreed-upon specifications, definition, functionally, or plans; alternate approach to project work accomplishments.
(3) Alteration in a contract as permitted by a contract clause.
Change Control (1) Process of monitoring and dealing with changes to the schedule, cost or scope of a project, or its overall objectives. May be considered a subset of configuration management.
(2) Defined process and procedure for change management during the project life cycle.
Change Control Board (CCB) Formally constituted group of stakeholders responsible for approving or rejecting changes to the project baselines. Also called configuration control board.
Change Control Process Process for initiating changes to the project baseline configuration; analyzing the impact of changes to project cost, schedule, and scope; approving or disapproving changes; and updating project or product specifications and baselines.
Change Leadership The activities performed to manage organizational changes including organization structure, roles and responsibilities, type of work performed, and management reporting. Focuses more on soft-skills to address personnel concerns and to change organizational culture and perceptions. Contrast this definition with Change Control and Change Management.
Change Leadership Plan  The Change Leadership Plan describes how people are affected by technology innovation resulting from the system acquisition. This plan addresses how the people/culture will be affected and what steps will be taken to prepare them for the changes, which may include a change in job duties, new job skills, a new management structure, and/or a new method of doing business.
Change Management Plan  (1) Premeditated, documented approach to implementing configuration control.
(2) Approach used to assimilate a new system or set of procedure in an organization.
Change Request (1) Request for modification to the terms of the contract or to the description of the product or service to be provided.
(2) Formal written statement asking to make a modification to a deliverable.
Changes Or Enhancements Improved, advanced, or sophisticated features.
Charismatic Authority Influence derived from an individual's personality. People what is asked of them because they like the asker.
Charter A formal document providing authority to a project manager to conduct a project within scope, quality, time, cost, and resource constraints as laid down in the document.
Client Customer, principal, owner, promoter, buyer, or end user of the product or service created by the project.
Closing Processes Activities associated with formal acceptance of the phase or project and bringing it to an orderly end.
Code Review An iterative process whereby someone other than the developer examines source code and provides feedback regarding development aspects, such as bad constructs, poor structure, ambiguity, commenting, poor algorithms, and adherence to standards and specifications.
Combative Management Style Management approach in which the project manager displays an eagerness to fight or be disagreeable over any given situation.
Commercial Off The Shelf (COTS) Item, software application, or service available in the commercial market.
Communication Effective transfer of information from one party to another; exchanging information between individuals through a common system of symbols, signs, or behavior. Communication comprises four elements:
(1) communicator or sender of a message,
(2) message
(3) medium of the message
(4) receiver of the message.
Communication Channel Means of communication used to transmit a message. Three communication channel exist in the project environment:
(1) formal-communication within the organization's formal communication structure used to transmit policies, goals, and directives
(2) informal-communication outside the organization's formal communication structure; and
(3) unofficial-interpersonal communication within the organization's social structure.
Communication Management Plan Document that describes the methods for gathering, distributing, and storing various types of information; provides a production schedule showing when each type of information will be produced; details methods for accessing information between scheduled communications; and incorporates procedures for updating and refining the communication plan. Generally, a part of the overall project plan.
Communication Planning Process used to identify the general or specific information needs of the project stakeholders, the frequency with which the information is presented to them, and the form the communication will take. Also includes general communication such as press releases, articles, and public presentations.
Communication Requirements Total information needs of project stakeholders. Information necessary for determining project communication requirements includes:
(1) project organization and stakeholder responsibility relationships;
(2) disciplines, departments, and specialties involved in the project;
(3) number of individuals involved in the project and their locations; and
(4) external information needs (such as communicating with the media).
Competency Critical skill, or in some cases personality characteristics, required of an individual to complete an activity or project, or otherwise required for a certain position. For example, the ability to think strategically is considered by some to be a critical competency for a person who will be the project manager of a large and complex project.
Completed Activity Activity with an actual finish date and no remaining duration.
Compliance (1) Adhering to any standards, procedures, or processes established as necessary for operational effectiveness.
(2) Meeting all technical, contractual, and price/cost requirements of a request for proposal.
Component Individual parts of the whole.  The discrete parts that must be combined to produce a working and useful result.
Component-Based Development Component-based development is a software development approach where all aspects and phases of the development lifecycle, including requirements analysis, architecture, design, construction, testing, deployment, the supporting technical infrastructure, and project management, are based on components.
Concept of Operations A document used to describe the proposed system and method of doing business from the user’s perspective. The document is often prepared as part of the requirements gathering and definition phase. This document is optional, but suggested for complex systems where there is no legacy system or where the users have primarily relied on manual processes.
Conceptual Design An early stage in the life of a project that should result in the preparation of a document containing a functional program, sketches and outline drawings, a concept estimate and a set of design standards.
Conceptual Solution Initial technical approach developed to satisfy project requirements as they are known early in the project.
Conciliatory Management Style Management approach in which the project manager is friendly and agreeable and attempts to unite all project parties involved to provide compatible working team.
Conditional Diagramming Method Diagramming techniques, such as GERT or system dynamic models, that allow nonsequential activities such as loops or conditional branches.
Configuration Control Process of maintaining the baseline identification and monitoring all changes to that baseline. Prevents unnecessary or marginal changes to the project scope while expediting the approval and implementation of changes that are considered needed or that offer significant project benefits.
Configuration Management (1) Process used to apply technical and administrative direction to document the functional and physical characteristics of an item or system, control any changes to the characteristics, record and report the changes and their implementation status, and audit the item or system to verify conformance to requirements.
(2) Approach used to control changes to these characteristics and provide information on the status of engineering or contract changes actions. Comprises three major areas of effort: configuration identification, configuration status accounting, and configuration control.
Configuration Management Plan The configuration management plan defines how the project office will maintain control of project baselines and items that must be tracked and managed in a formal and systematic fashion. Configuration items vary from project to project and depend on the level of control the project must maintain on items in support of the system acquisition. The project office Configuration Management Plan generally focuses on documents and project office infrastructure. The prime contractor will also have a Configuration Management Plan that describes how the developed system and software components will be controlled.
Conflict of Interest All project staff and contractors must evaluate their potential for conflict of interest when working on a project. Conflict of interest occurs when project decisions affect the financial interests of the employee, their family or their company (if appropriate). In addition, staff members must be aware that they must keep sensitive procurement information confidential.
Conflict Management  Process by which an individual uses managerial techniques to deal with disagreements, both technical and personal in nature, that develop among the individuals working on the project.
Conflict Resolution Process if seeking a solution to a problem. Generally, five methods are available:
(1) problem solving or confrontation, where two parties work together towards a solution of the problem,
(2) compromising, where both sides agree such that each wins or loses on certain significant issues,
(3) forcing, where the project manager uses his or her power to direct the solution, resulting in a type of win-lose agreement where one side gets its way and the other does not,
(4) smoothing, where the major points of agreement are given the most attention and differences between the two sides are not highlighted and are thus not resolved, and
(5) withdrawing, where one or both sides withdraw from conflict.
CONS Disadvantages; an argument or opinion against something.
Consensual Management Style Management approach in which the project manager presents problems to team members for discussion or input and encourages them to make decisions. This approach results in an increase in team member commitment to the group decision but also in the amount of time required to reach that decision.
Consensus General accord. Each participant strongly agrees with the decision, or can live with it. Consensus is not reached if a participant strongly disagrees with the decision or can not live with it.
Constraint (1) Restriction that affects the scope of the project, usually with regard to availability, assignment, or use of project cost, schedule, or resources.
(2) Any factors that affects when or how an activity can be scheduled.
(3) Any factor that limits the project team's options and can lead to pressure and resulting frustrations among team members.
Constraints A condition or occurance that might restrict, limit, or regulate the project. Generally constraints are outside the control of the project team.
Consultants Vendors who have been hired to assist the project office.
Contingencies Planned actions for minimizing the damage caused by a problem, in the event that problem should occur.
Contingency (1) Provision for any project risk element within the project scope; particularly important when comparison of estimates and actual data suggests that certain risk events are likely to occur. If an allowance for escalation is included in the contingency, such should be a separate item, calculated to fit expected price level escalation conditions for project.
(2) Possible future action that may stem from presently known causes, the cost outcome of which cannot be determined accurately. See also reserve and contingency plan.
Contingency Plan Plan that identifies alternative strategies to be used if specified risk events occur. Examples include a contingency reverse in the budget, alternative schedule activity sequences, and emergency responses to reduce the impact of risk events.
Contract Administration Management of the relationship with the contractor from contract award to closeout, focused specifically on ensuring that the contractor delivers a product or service in conformance with the contract's requirements.
Contract Work Breakdown Structure (CWBS) Tool used to describe the total product and work to be done to satisfy a specific contract. Normally prepared by a contractor to reflect the statement of work in a specific contract or request for proposal. Used to define the level of reporting the contractor will provide the buyer. See also work breakdown structure.
Control Account Plan (CAP) Previously called a Cost Account Plan. The CAP is a management control point where the integration of scope and budget and schedule takes place, and where the measurement of performance will happen. CAPs are placed at selected management points of the work breakdown structure.
Controlling Processes Actions taken by the project team to ensure that project objectives are met, by monitoring and measuring progress and taking corrective action when needed.
Consensus General accord. Each participant strongly agrees with the decision, or can live with it. Consensus is not reached if a participant strongly disagrees with the decision or can not live with it.
Controls See project management controls.
Core Process A key or vital business process. These processes are critical to a business organization's success and survival.
Corrective Action Changes made to bring expected future performance of the project in line with the project plan.
Cost (1) Cash value of project activity; value associated with materials and resources expended to accomplish project objectives.
(2) Sum or equivalent that is expended, paid, or charged for something.
Cost Account (1) Defined work element or category for which actual costs can be accumulated and compared to BCWP.
(2) Cost category that represents the work assigned to one responsible organizational unit on a CWBS.
Cost Baseline Time-phased budget used to measure and monitor cost performance on the project. Developed by summing estimated cost by period and usually displayed in the form of an S-curve.
Cost Budgeting Allocating cost estimates to individual project components.
Cost Center Subdivision of an activity for which identification of cost is desired and through which costs can be controlled through one responsible manager.
Cost Estimating Process of estimating the cost of the resources needed to complete project activities. Includes an economic evaluation, an assessment of project investment cost, and a forecast of future trends and costs.
Cost Forecasting Process of predicting future trends and cost throughout the project.
Cost Management Function required to maintain effective financial control of the project by evaluating, estimating, budgeting, monitoring, analyzing, forecasting, and reporting cost information.
Cost Of Quality Cost incurred or expended to ensure quality, including those associated with the cost of conformance and nonconformance.
Cost Overrun Amount by which actual project cost exceed estimated costs.
Cost Performance Index (CPI) Ratio of budgeted cost to actual costs (BCWP / ACWP). Often used to predict the amount of a possible cost overrun or under run using the following formula: BAC CPI = EAC. See also earned value.
Cost Variance (CV) (1) Difference between the estimated and actual cost of an activity.
(2) In earned value, the numerical difference between BCWP and ACWP.
Cost-Plus-Award Fee (CPAF) Contract Cost-reimbursement contract that provides for a fee that consists of
(1) a base fee (which may be zero) fixed at inception of the contract and
(2) an award fee based on periodic judgmental evaluation by the procuring authority. Used to provide motivation for performance in areas such as quality, timeliness, technical ingenuity, and cost-effective management during the contract. In cost type contracts, the performance risk is borne mostly by the buyer, not the seller.
Cost-Plus-Fixed Fee (CPFF) Contract Type of contract in which the buyer reimburses the contractor for the contractor's allowable costs ( as defined by the contract) plus a fixed amount of profit (fee). The fixed fee does not vary with actual cost but may be adjusted if changes occur in the work to be performed under the contract. In cost type contracts, the performance risk is borne mostly by the buyer, not the seller.
Cost-Plus-Incentive Fee (CPIF) Contract Type of contract in which the buyer reimburses the contractor for the contractor's allowable costs (as defined by the contract) and the seller earns its earns fee (profit) if it meets defined performance or cost criteria. Specifies a target cost, target fee, minimum fee, maximum fee, and fee adjustment formula.
Cost-Plus-Percentage-Of-Cost (CPPC) Contract Type of contract that provides reimbursement of allowable cost of services performed plus an agreed-upon percentages of the estimated cost as profits. In cost type contracts, the performance risk is borne mostly by the buyer, not the seller.
Cost-Reimbursement Contract Contract category that involves payment (reimbursement) to the contractor for its actual costs.
Crashing Taking action to decrease the total project duration by adding resources (human and material) to the project schedule without altering the sequence of activities. The objective of crashing is to obtain the maximum duration compression for the least cost. See also duration compression.
Criteria (1) A fact or standard by which judgements, decisions or actions are taken.
(2) Objectives, guidelines, procedures, and standards to be used for project development, design, or implementation.
Critical Activity Activity on a critical path, commonly determined by using the critical path method.
Critical Path

1) a project network diagram, the series of activities that determine the earliest completion of the project. Will change as activities are completed ahead of a behind schedule. Although normally calculated for the entire project, may also be determined for a milestone or subproject. Often defined as those activities with float less than or equal to specified value, often zero.

2) The series of tasks that must finish on time for the entire project to finish on schedule. A delay in any task on the critical path will result in a delay in the project.

See also critical path method.
Critical Path Method (CPM) Network analysis technique used to predict project duration by analyzing the sequence of activities (path) that has the least amount of scheduling flexibility (the least amount of float). Early dates are calculated by a forward pass using a specified start date. Late dates are calculated by a backward pass starting from a specified completion date (usually the forward pass's calculated early finish date for the project).
Critical Path Network (CPN) Project plan consisting of activities and their logical relationship to one another. Out of the critical path method.
Critical Risk Rick that can jeopardize achievement of project's cost, time, or performance objectives.
CRM Computer Resource Management
Cumulative Cost Curve Graphic display used to show planned and actual expenditures to monitor cost variances. The difference in the height between the curves for planned expenditures and actual expenditures represents the monetary value of spending variance at any given time.
Current Finish Date Current estimate of the point in time when an activity will finish.
Current Process Analysis Report This document describes the users current processes and method of doing business. It is used to identify impacts and opportunities for change which may be included in the new system.
Current Start Date Current estimate of the point in time when an activity will begin.
Customer The end consumer of a business systems services. Typically this is the consumers of the information that a business system provides.
Customer Acceptance Documented signoff by the customer that all project deliverables satisfy requirements.
Customer Interface The services, system, or mechanisms that a business system uses to interface with the customers of a business system.
Cycle Time The time between the beginning and end of a process.
Data Conversion Plan This document describes the approach to converting legacy data to a new format/database. The plan describes the tool(s) to be used, the types of automated and manual processes to be used, how data anomalies and errors are handled, and how converted data will be validated to ensure it is correct prior to its use in the new production system. This plan may be either a project office or contractor responsibility.
Data Date (DD) The date at which, or up to which, the project's reporting system has provided actual status and accomplishments. Also called as-of-date.
Data Item Description A Data Item Description describes the specific format, content and level of detail for a contractor deliverable. This document is generally included or referenced in the RFP and is not negotiable.
Data Management Data Management is the function of controlling the acquisition, analysis, storage, retrieval and distribution of data.
Data Reference Model  Is a framework to enable information sharing and reuse via the standard description and discovery of common data and the promotion of uniform data management practices.
Data Type Identifies the kind of information that a column in a database table represents. The data types (e.g. string, integer, and date) are physical representations and are dependent on the actual Database Management System (DBMS).
Database Management System (DBMS) A DBMS contains and controls information in some structured form so that it can be accessed in an efficient manner.
Decomposition Subdivision of the major project deliverables into smaller, more manageable components until the deliverables are defined in sufficient detail to support future project activities (planning, executing, controlling, and closing).
Defect Nonconformance of a characteristics with specified requirements, or a deficiency in something necessary for an item's intended, proper use.
Definitive Estimate Used to develop the precise estimates needed to tactically manage and complete a project. The definitive estimate is the most accurate estimate for the amount of work and resources needed to complete the project. They are estimates consider to have a "+ or – 20%" accuracy. The definitive estimates are the estimates that the organization will commit to in order for the project to baseline, tactically manage the project or a major phase, and report performance against.
Deliverable 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.
Deliverable Expectation Document (DED)  A DED presents peritinent information (e.g., deliverable description, applicable industry standards SOW reference, acceptance criteria and schedule) specifying the expectations of a deliverable. The DED is reviewed and approved by a state manager to ensure agreed-upon expectations are clearly defined before the deliverable is actually developed.
Delphi Estimating The Delphi estimating technique uses a group of subject matter experts who develop estimates independently, discuss differences and assumptions, and go through one or more revision cycles, until a single estimate is agreed upon.
Delphi Technique Form or participative expert judgment; an iterative, anonymous, interactive technique using survey methods to derive consensus on work estimates, approaches, and issues.
Deming Cycle Universal improvement methodology, advanced by W. Edwards Deming and based on the work of Walter Shewart, designed to continually improve the processes by which an organization produces a product or delivers a service.
Democratic Management Style Participative management approach in which the project manager and project team make decisions jointly.
Dependency Logical relationship between and among tasks of project's WBS, which can be graphically depicted on a network diagram. See also logical relationship.
Dependent Tasks Tasks that are related such that the beginning or end of one task is contingent on the beginning or end of another.
Design Review Formal, documented, comprehensive, and systematic examination of a design to evaluate is capability to meet specified requirements, identify problems, and propose solutions.
Design Specifications Precise measurements, tolerances, materials, in-process and finished-product tests, quality control measures, inspection requirements, and other specific information that precisely describes how the work is to be done.
Detail Specifications Written instructions detailing the objectives and design of an object.
Detail Specifications Written instructions detailing the objectives and design of an object.
Detailed Design Output of system design; a technical or engineering description of a system that provides individual views of the system components; details on the physical layout of the system; and information on the system's individual applications, subsystems, and hardware components.
Detailed Requirement A requirement that describes the specific function that a particular product provides at a level of detail sufficient to support construction.
Development Methodology Set of mutually supportive and integrated processes and procedures organized into a series of phases constituting the development cycle of a product or service.
Direct Project Costs Costs directly attributable to a project, including all personnel, goods, or services and their associated costs, but not including indirect project costs, such as overhead and general office costs incurred in support of the project.
Direct Overhead Portion of overhead cost that can be directly attributable to a project, such as rent, lighting and insurance.
Discipline Area of technical expertise or specialty.
Discretionary Dependency  Dependency defined by preference, rather than necessity. Also called preferred logic, preferential logic, or soft logic.
Disruptive Management Style Management approach in which the project manager tends to destroy the unity of the team, be an agitator, and cause disorder on the project.
Document Control System to control and execute project documentation in a uniform and orderly fashion.
Documentation Collection of reports, information, records, references, and other project data for distribution and archival purposes.
DRM Data Resource Management
Dummy Activity Activity of zero duration that shows a logical relationship in the arrow diagramming method. Used when logical relationships cannot be completely or correctly described with regular activity arrows. Shown graphically as a dashed line headed by an arrow.
Duration (DU) Number of work periods required to complete an activity or other project element. Usually expressed as hours, workdays, or workweeks. Sometimes incorrectly equated with elapsed time. See also efforts.
Duration Compression Shortening of the schedule without reducing the project scope. Often requires an increase in the project cost. Also called schedule compression. See also crashing and fast-tracking.
Early Finish Date (EF) Earliest possible point in time when the uncompleted portions of an activity (or the project) can end based on network logic and any schedule constraints. May change as the project progresses or as changes are made to the project plan. Used in the critical path method.
Early Start Date (ES) Earliest possible point in time when the uncompleted portions of an activity (or the project) can begin, based on network logic and any schedule constraints. May change as the project progresses or as changes are made to the project plan. Used in the critical path method.
Earned Value (EV) Analysis of a project's schedule and financial progress as compared to the original plan. It compares the amount of work that was planned with what was actually accomplished to determine if cost and schedule performance is as planned.  See also actual cost of work performed, budgeted cost of work scheduled, budgeted cost of work performed, budget at completion, cost variance, cost performance index, schedule variance, and schedule performance index.
Efficiency Factor Ratio of standard performance time to actual performance, usually expressed as a percentage.
Effort Number of labor units required to complete an activity or other project element. May be expressed as staff hours, days, or weeks. Should not be confused with duration.
Eighty-Hour Rule Method of breaking down each project activity or task into work packages that require no more than 80 hours of effort to complete.
Elaborated Worked out with care and detail; developed thoroughly.
Enabling Product A product which is not delivered to the customer or end user, but which is necessary to develop, support, maintain, or retire the end product.
End Product Deliverable resulting from project work.
End user Person or group for whom the project's product or service is developed.
End User Representative A selected sample of end users who represent the total populations of end users.
Enhancement Change or group of changes to the scope of an existing project that provides additional functionality, features, or capabilities.
Enterprise (1) Company or organization.
(2) Subpart of a company or organization.
(3) Business of a customer.
Enterprise Architecture  Defines an enterprise-wide, integrated set of components that incorporates strategic business thinking, information assets, and the technical infrastructure of an enterprise to promote information sharing across agency and organizational boundaries. The Enterprise Architecture is supported by Architecture Governance and the allied architectures of, Business, Information, Technology and Solution Architectures.
Enterprise Architecture Initiatives (EAI) A priorities listing of architecture opportunities.
Enterprise Project Management (EPM) Comprehensive implementation and practice of project management based on the recognition that the sum total of an organization's work is a portfolio of simultaneous and interconnected projects that need to be managed collectively as well as individually.
Entry Criteria The conditions that must be satisfied before an activity can be started.
Environmental Scan An analysis and evaluation of internal conditions and external data and factors that affect the organization.  This analysis is often used to establish a framework for planning.
Estimate At Completion (EAC) Expected total cost of an activity, group of activities, or total project when the work is complete. Forecast of total project costs based on project performance to date. PMBOK provides three methods of calculating EAC; EAC = ACWP + ETC; BAC CPI; and ACWP + BCWS. Also called forecast at completion or latest revised estimate. See also earned value and estimate to complete.
Estimate To Complete (ETC) Expected additional cost needed to complete an activity, group of activities, or the total project. Most techniques for forecasting ETC include an adjustment to the original based on project performance to date. See also earned value and estimate at completion.
Estimated Cost (EC) The addition of total resource cost, other direct costs and performance incentives cost.
Estimating Forecasting the cost, schedule, and resource requirements needed to produce a specific deliverable.
Event-On-Node Network diagramming technique in which events are represented by boxes (or nodes) connected by arrows to show the sequence in which the events are to occur. Used in the Program Evaluation and Review Technique.
Exit Criteria The conditions that must be satisfied before the process element is considered complete.
Exclusions Items identified that are not to be included, which are kept out or omitted.
Executing Processes Activities associated with coordinating people and other resources to implement the project plan.
Executive Management (OIS) The group of OIS Managers collectively responsible for all of the OIS organizational units. Accountable for all Information Service (IS) initiatives, responsible to align IS with the business enterprise, exploits IS opportunities, manages IS-related risks appropriately, and ensures IS resources are used responsibly.
Executive Summary A non-technical summary statement designed to provide a quick overview of the full-length report on which it is based.
Expected Results The desired outcome of a scenario defined in a test plan.
Expected Value In risk management, results of multiplying the probability of a variable's occurrence with its estimated monetary impact. Although a theoretical figure, it provides some sense of the value of the loss incurred should the risk occur.
Expert Judgment Opinions, advise, recommendations, or commentary proffered, usually upon request, by a person or persons recognized, either formally or informally, as having specialized knowledge or training in a specific area.
Exposure (rank) The likely loss or consequence of a risk. It is the combined probability and impact of a risk usually expressed as the product or probability x impact.
External Audit Audit performed by anyone outside the project team.
External Dependency Dependency that involves a relationship between project and non-project activities.
External Risk Risk beyond the control or influence of the project team. See also internal risk.
Facilitator Person external to a group whose purpose is to help the group work more effectively.
Facilities Management Style Management approach in which the project manager makes himself or herself available to answer questions and provide guidance when needed but does not interfere with day-to-day tasks.
Fast-Tracking Compressing the project schedule by overlapping activities normally performed in sequence, such as design and construction. Sometimes confused with concurrent engineering.
Feasibility Assessment of the capability for successful implementation; the possibility, probability, and suitability of accomplishment.
Feasibility Study Examination of technical and cost data to determine the economics potential and practicality of project applications. Involves the use of techniques such as the time value of money so that projects may be evaluated and compared on an equivalent basis. Interest rates, present value factor, capitalization costs, operating costs, and depreciation are all considered.
Feasibility Study Report (FSR) The state approval document required for initial project approval that contains analyses of options, cost estimates and other information. A customized Implementation Advance Planning Document (IAPD) is accepted in lieu of an FSR, for those projects receiving federal funding. 
Feedback Information derived from observation of project activities, which is used to analyze the status of the job and take corrective action if necessary.
Finish Date Point in time associated with an activity's or project's completion. Usually qualified by terms such as actual, planned, estimated scheduled, early, late, baseline, target, or current.
Finish-To-Finish (FF) Relationship in precedence and diagramming method network in which one activity must end before the successor activity can end. See also logical relationship.
Finish-To-Start (FS) Relationship in a precedence diagramming method network in which one activity must end before the successor activity can start. The most commonly used relationship in the precedence diagramming method. See also logical relationship.
Firm-Fixed-Price (FFP)Contract Type of contract in which the buyer pays the contractor a set amount (as defined by the contract) regardless of the contractor's costs. In the fixed-price contracts, the performance risk in borne mostly by the seller, not the buyer.
Fiscal Year The 12-month period of July 1 to June 30 used for financial planning and reporting purposes.
Fishbone Diagram used to illustrate how various causes and sub causes create a specific effect. Named after its developer Kaoru Ishikawa. Also called cause-and effect diagram.
Fixed Cost Cost that does not vary with volume of output.
Fixed-Price Incentive (FPI) Contract Type of contract in which the buyer pays the contractor for the actual allowable cost incurred, not to exceed a ceiling price defined in the contract, and the contractor can earn more or less profit depending on its ability to meet defined performance or cost criteria. In fixed-price contracts, the performance risk is borne mostly by the seller, not the buyer.
Fixed-Price Level-Of Effort Contract Type of firm-fixed-price contract requiring the contractor to provide a specified level of effort over a stated period of time in work that can be stated only in general terms.
Fixed-Price-Contract Type of contract with a firm pricing arrangement established by the parties at the time of contracting. A firm-fixed-price contract is not subject to adjustment on the basis of the contractor's cost experience in performing the contract. Other types of fixed-price contracts (fixed-price contract with economic price adjustment, fixed-price incentive contract, fixed-price re determination prospective contract, and fixed-price re determination retroactive contract) are subject to price adjustment on the basis of
(1) Economic conditions or
(2) The contractor's performance of the contract.
Float Amount of time that an activity may be delayed from its early start without delaying the project end date. Derived by subtracting the early start from the late start or early finish from the late finish, and may change as the project progresses and as changes are made to the project plan. Also called slack, total float, and path float. See also free float.
Floating Task Task that can be performed earlier or later in the schedule without affecting the project duration or critical path.
Flowchart Diagram consisting of symbols depicting a physical process, a thought process, or an algorithm. Shows how the various elements of a system or process relate and which can be used for continuous process improvement.
Forecast Estimate or prediction of future conditions and events based on information and knowledge available at the time of the estimate.
Forecast At Completion (FAC) Expected additional cost needed to complete an activity, group of activities, or the total project. Most techniques for forecasting Estimate To Completion include an adjustment to the original based on project performance to date.
Forecast Estimating Using a historical base of previous estimates or actuals and applying variables to determine a predictable estimate. The technique uses a forecasting algorithm, which includes variables and their impact, to the selected base data.
Forecasting Estimating or predicting future conditions and events. Generally done during the planning process. Often confused with budgeting, which is a definitive allocation of resources rather than a prediction or estimate.
Formal Acceptance Documentation signifying that the customer or sponsor has accepted the product on the project or phase. May be conditional if the acceptance is for a phase of the project.
Formal Authority Influence based on an individual's position in the organization and conferred upon that person by the organization. Also called legitimate authority.
Formula Estimating Method of work effort estimation using a prescribed method or formula to list and quantify major factors that impact project or product development.
Forward Pass Calculation of the early start and early finish dates for the uncompleted portions of all network activities. See also network analysis and backward pass.
Fragnet Subdivision of a project network diagram generally representing some form of subproject.
Framework The combination of the templates and structured processes that facilitate the documentation of the architecture in a systematic and disciplined manner
Free Float Amount of time that an activity may be delayed without delaying the early start of any immediately succeeding activities. Also called secondary float.
Function Related activities that are part of a process or a subprocess. Most organizations are divided into functional areas; for example, purchasing, accounts payable, data architect, and process architect.
Functional Department Specialized department within an organization that performs a particular function, such as engineering, manufacturing, or marketing.
Functional Manager Manager of a group that makes a product or performs a service.
Functional Organization Organizational structure in which staff are grouped hierarchically by specialty, such as production, marketing, engineering, and accounting at the top level, with each area further divided into sub areas. (For example, engineering can be subdivided into mechanical, electrical, and so on). Coordination is accomplished by functional "line" managers and upper levels of management.
Functional Requirements Characteristics of the deliverable described in ordinary, non-technical language that is understandable to the customer. Customer plays a major, direct role in their development.
Function-Point Analysis Approach to estimating software costs that involves examining the project's initial high-level requirements statements, identifying specific functions, and estimating total cost based on the number of functions to be performed.
Future System Approach  The document describes the "To Be" view of the system, and is produced as part of a  Business Process Re-engineering (BPR) study. It is designed to help the users visualize how they will interact with the new/updated system, particularly focusing on business processes and interactions with the system.
Gantt Chart A Gantt Chart is a horizontal bar chart that graphically displays time relationships. In effect, it is a "scale" model of time because the bars are different lengths depending upon the amount of time they represent. It is named after Henry Laurence Gantt, the American engineer and social scientist who first developed it. Gantt charts have been around since the early 1900s and are frequently used in business to plan and manage large projects.
Gap Analysis (1) Examination of the difference between the current state and the desired or optimum state.
(2) Technique to help visualize the budget options available in project portfolios. Uses exploratory and normative forecasting and compares the curves associated with the total budget requirements of existing projects with that of the total anticipated budget for all projects, even those that are not under way. An anticipated gap can be determined and analyzed.
General And Administrative (G&A) Expense Management, financial, or other expense incurred by or allocated to an organizational unit for the general management and administration of the organization as a whole.
General Management Broad subject dealing with every aspect of managing an organization whose work is a continuous stream of activities. General management and project management share similar skills.
Generally Accepted The knowledge and practices are applicable to most projects, most of the time, and that there is widespread consensus about their value and usefulness.
GERT  Graphical Evaluation And Review Technique (GERT) - Network analysis technique that allows for conditional and probabilistic treatment of logical relationships (for example, some activities may not be performed).
Go/No Go Decisions Critical decisions which occur at key project milestones to review project and/or contractor progress. Each Go/No-Go Decision has key criteria which must be met in order for the project/contractor to progress to the next phase or stage. The Go/No-Go Decision is a formal decision made by the project manager, sponsor and appropriate executives or stakeholders. If the decision is 'No-Go', a list of specific action items are documented which must be completed before the project/contractor may move to the next phase or stage.
Goal Basic component for measuring progress in attaining project objectives.
Goal Statement A high-level statement of the project's object of study, its purpose, its quality focus, and viewpoint. Should reference the project's business benefits in terms of cost, time and/or quality.
Gold-Plating Providing more than the customer or specifications require, and thus spending more time and money than necessary to achieve quality.
Governance The planning, influencing and conducting of the policy and affairs of the project.
Governance Committee A group of interested people (customers, technicians, managers, etc.) providing direction, guidance and approval for a project.
Governance Model The agreed upon processes, roles and responsibilities for governing the progress and direction of a project.
Grade Category or rank given to items that have the same functional use but do not share the same requirements for quality; low quality is always a problem, but low grade may not be.
Grapevine Informal and unofficial communications path within an organization. Grapevine information has been shown to be accurate but usually incomplete.
Graphical Evaluation And Review Technique (GERT) Network analysis technique that allows for conditional and probabilistic treatment of logical relationships (for example, some activities may not be performed). See also conditional diagramming method.
Guideline Document that recommends methods and procedures to be used to accomplish an objective.
Hammock Group of related activities that is shown as one aggregate activity and reported at a summary level. May or may not have an internal sequence. See also subnet.
Hanger Unintended break in a network path. Usually occurs as a result of missing activities or missing logical relationship.
Happy Path A default scenario with no exceptional conditions.
Help Desk Provides a single point of contact for customers to resolve PC/Mainframe hardware and software problems.
Herzberg's Theory Of Motivation Theory of motivation developed by Fredrick Herzberg in which he asserts that individuals are affected by two opposing forms of motivation: hygiene factors and motivators. Hygiene factors such as pay, attitude of supervisor, and working conditions serve only to demotivate people if they are not provided in the type or amount required by the person. Improving hygiene factors under normal circumstances is not likely to increase motivation. Factors such as greater freedom, more responsibility, and more recognition serve to enhance self-esteem and are considered the motivators that energize and stimulate the person to enhance performance.
Heuristic Problem-solving technique that results in an acceptable solution; often arrived at by trial and error.
Hierarchical Management Traditional functional, or line, management in which areas and sub areas of expertise are created and staffed with human resources. Organizations so established are ongoing in nature.
High Level A general description or definition.
High-Level Requirement A requirement that broadly expresses a system-level response to a stakeholder need. High-level requirements usually need to be analyzed and refined with more detail.
High-Performance Work Teams Group of people who work together in an interdependent manner such that their collective performance exceeds that which would be achieved by simply adding together their individual contributions. Characteristics of such a team include strong group identify, collaboration, anticipating and acting on other team members needs, and a laser-like focus on project objectives.
Histogram Timeline chart that shows the use of a resource over time.
Historical Cost Actual cost incurred in performing the work.
Historical Estimating Method of estimating work efforts and costs using documented data past project or from similar tasks as the major input to the estimating process.
Human Resource Loading Chart Vertical bar chart used to show personnel resource consumption by time period.
Human Resource Management Part of project management that includes the processes necessary to ensure effective use of the people involved with the project; consists of organizational planning, staff acquisition, and team development.
Idle Time Time interval during which the project team, equipment, or both, do not perform useful work.
Impact Estimate of the effect that a risk will have on schedule, costs, product quality, safety, and performance.
Impact Analysis Qualitative or quantitative assessment of the magnitude of loss or gain to be realized should a specific risk or opportunity event - or series of interdependent events-occur.
Implementation Advance Planning Document (IAPD) The IAPD is the approval document used to request initial federal funding for the Development and Implementation, and Maintenance and Operations phases of a project.
Implementation Plan The implementation plan defines how the system developed by the prime contractor will be implemented in the target environment.  In the event of statewide implementations, the plan addresses how the system will be implemented into each site/location.
Implementation Troubleshooting Guide This document provides counties/local offices with a tool to assist in troubleshooting problems or issues during the “soft” go live/go live periods and as the system transitions into production. The troubleshooting guide is organized into typical business scenarios based on past business experience or earlier implementation efforts.
Index  An index is a data structure associated with a table that is logically ordered by the values of a key. It improves database performance and access speed. You normally create indexes for columns that you access regularly, and where response time is important. Indexes are most effective when they are used on columns that contain mostly unique values.
Incremental Approach Phased approach to project completion whereby certain project functionalities and capabilities are delivered in phases. Allows stakeholders to realize certain benefits earlier than if they were to wait for the total project to be completed.
Indirect Cost (1) Cost not directly identified with one final cost objective. May be identified with two or more final or one or more intermediate cost objectives.
(2) Cost allocated to the project by the performing organization as a cost of doing business. Also called overhead cost or burden. See also direct cost.
Information Distribution Timely provision of needed information to project stakeholders in a variety of formats.
Information Flow The path and process of information takes from the originating source, to a consumer(s) of the data.
Information Requirement Information needed to perform day-to-day operations.
Information System Complex, interactive structure of people, equipment, processes, and procedures designed to produce information collected from both internal and external sources for use in decision-making activities.
Information Systems Steering Committee(ISSC) The information technology (IT) strategic planning, policy and advocacy body for the DHS enterprise.
Information Technology (IT) Acquisition, processing, storage and dissemination of all types of information using computer technology and telecommunication systems.
Information Technology Investment Board (ITIB)  Governing board for executive input, recommendations, and decisions Bureau-wide.
Information Technology Infrastructure Library (ITIL) A set of concepts and techniques for managing IT infrastructure, development and operations.
Infrastructure/ Facilities Plan This document addresses the specific strategy to building, furnishing and/or moving into a new location or office space for the project office. The plan must discuss the preparation and installation needs including electrical, telecommunications, security, furniture, and computing equipment. This document is produced as needed.
In-House Work performed by one's own employees as opposed to an outside contractor.
Initial Project Plan (1) Top-down, high-level plan used to document the early approach to a project; usually contains resource manager commitments and a preliminary technical solution.
(2) Method for communication during the delegation of a project responsibility and acceptance of a project commitment.
Initiating Processes Procedures for recognizing that a project or phase should begin and committing to start it.
Initiation Process of formally recognizing that a new project exists or that an existing project should continue into its next phase.
Input (1) Information or other items required to begin a processes or activity.
(2) Documents or documentable items to be acted upon.
(3) Information, thoughts, or ideas used to assist in decision-making.
Inspection Examination or measurement of work to verify whether an item or activity conforms to a specific requirement.
Integrated Project Plan An integrated collection of documents that represents agreement and ensures that all the various elements of the work, costs, scope, and schedule are properly defined, resourced, coordinated, and managed. The plans represent a hierarchical breakdown of defined work, costs, resources, deliverables and agreed quality, communication, change, budget, and risk controls.
Integrated System Testing When a modified system is processed in combination with other systems to ensure it does not inadvertently cause changes in other systems.
Interdependencies Relationship among organizational functions in which one function, task, or activity is dependent on others.
Interfaces Boundary areas, often ill defined, between departments or functions.
Interface Requirements Document (IRD) Describes the requirements for the existing or known interfaces for the system. This document is developed by the project and included or referenced in the RFP. The prime contractor further refines the interface requirements and documents specific requirements in their Software Requirements Specification, Interface Requirement Specification and resulting design documents.
Intermediate Estimate The intermediate Estimate is used in support of a preliminary plan, a partial plan, or a plan that does not require precise estimating. Estimates developed to support the project plan in the early phases of the project, until a definitive estimate is needed or can be completed. An intermediate estimate is more precise than the ROM estimate, but not as precise as a definitive estimate. It is consider to be within "= or - 30%" accuracy.
Internal Audit Self-audit conducted by members of the project team or a unit in the organization.
Internal Control Process of monitoring and dealing with deviations from the project plan.
Internal Documentation Written information that is associated with the development process, the quality system, and the product; is retained in the project files; and is not part of the final product.
Internal Risk Risk under the control or influences of the project team. See also external risk.
International Standards Organization (ISO) Voluntary organization consisting of national standardization bodies of each member country. Prepares and issues standards identified as "ISO-XXXX".
Intimidating Management Style Management approach in which the manager frequently reprimands team members, to uphold his or her image as a demanding manger, at the risk of lowering team morale.
Invitation For Bid (IFB) In U.S. federal government procurement, solicitation document used in sealed bidding procurements; generally, equivalent to a request for proposals.
Invoice (1) Written account or itemized statement addressed to the purchaser of merchandise shipped or services performed with the quality, prices, and charges listed.
(2) Contractor's bill or written request for payment for work or services performed under the contract.
IRM Plan(Information Resources Management Plan) Integrated with the Business Plan, "the IRM Plan defines the goals, project plans, and technology needs for a specified biennium. The Plan also identifies the strategic technological direction for supporting and achieving future goals and objectives."
Ishikawa Diagram Diagram used to illustrate how various causes and sub causes create a specific effect. Named after its developer Kaoru Ishikawa. Also called cause-and effect diagram or fishbone diagram.
ISO 9000 Set of documented standards to help organizations ensure that their quality systems meet certain minimal levels of consistent performance.
Issue A statement of concern or need that (1) is known ahead of time or are in the project workplan, but whose resolution is in question or lacking agreement among stakeholders; (2) is highly visible or involve external stakeholders such as requests from control agencies; (3) have critical deadlines or timeframes which cannot be missed; (4) Result in an important decision or resolution whose rationale and activities must be captured for historical purposes; or (5) is item that may impede project progress. An issue is a situation which has occurred or will definitely occur, as opposed to a risk which is a potential event.
Issue Management Structured, documented, and formal processes or set of procedures used by an organization or a project to identify, categorize, and resolve issues. See issue.
JAD (Joint Application Development) A structured, facilitated process for gathering and negotiating requirements
Job Description Written outline, by job type, of the skills, responsibilities, knowledge, authority, and relationships involved in an individual's job. Also called position description.
Judicial Management Style Management approach in which the project manager exercises sound judgment and applies it to project issues as the need arises.
Key Event Identifiable point in a project or set of activities that represents a reporting requirement or completion of a large or important set of activities.
Key-Event Schedule Schedule consisting of key events or milestones (generally, critical accomplishments planned at time intervals throughout the project) and used to monitor overall project performance. May be either a network or bar chart and usually contains minimal detail at a highly summarized level.
Key Stakeholder A key stakeholder is a person who participates in the decision to approve or disapprove requirements on the behalf of other stakeholders
Kickoff Meeting Meeting held to acquaint stakeholders with the project and each other; presumes the presence of the customer and serves as an initial review of the project scope and activities. Usually conducted after contract award or a decision to initiate a project.
Kinesics Study of communication through body movement.
KISS Model Pragmatic philosophy of conducting business in which the objective is to keep things, such as procedures, reports, and any other aspect of work, as simple as possible to get the job done. They acronym humorously describes the basic premise of simplicity, which is "keep it simple stupid".
Knowledge Management Knowledge management is the name of a concept in which an enterprise consciously and comprehensively gathers, organizes, shares, and analyzes its knowledge in terms of resources, documents, and people skills.
Knowledge Transfer Flow of knowledge, skills, information, and competencies from one person to another. Can happen through any number of methods including coaching, mentoring, training courses and on-the-job experience.
Labor Effort expended by people for wages or salary. Generally classified as either direct or indirect. Direct labor is applied to meeting project objectives and is a principal element used in costing, pricing, and profit determination; indirect labor is a component of indirect cost, such as overhead or general and administrative costs.
Labor Efficiency Ratio of earned hours to actual hours spent on a prescribed task during a reporting period. When earned hours equal actual hours, the efficiency equals 100 percent.
Lag Modification of a logical relationship in a schedule such that there is a delay in the successor task. For example, in a finish-to-start dependency with 5-day lag, the successor activity cannot start until 5 days after the predecessor has finished. See also lead.
Lag Relationship One of four types of relationships involving a lag between the start or finish of a work item and the start or finish of another work item:
(1) finish-to-start
(2) start-to-finish
(3) finish-to-finish and
(4) start-to-start.
Laissez-Faire Management Style Management approach in which team members are not directed by management. Little information flows from the project team to the project manager, or vice versa. This style is appropriate if the team is highly skilled and knowledgeable and wants no interference by the project manager.
Late Finish Date (LF) Latest possible point in time that an activity may end without a delay in the project finish date. Used in the critical path method. See also late start date.
Late Start Date (LS) Latest possible point in time that an activity may begin without delaying the project finish date. Used in the critical path method. See also late finish date.
Law Of Diminishing Returns Economics theory stating that beyond a certain production or quality level, productivity or quality increases at a decreasing rate. Therefore, for every dollar invested in efforts to increase productivity, or quality, one can expect less than a dollar of productivity or quality gains in return.
Lead Modification of a logical relationship in a schedule such that there is an acceleration of the successor task. For example, in a finish-to-start dependency with a 5-day lead, the successor activity can start 5 days before the predecessor has finished. See also lag.
Lead Time The time required to wait for a product, service, material, or resources, after ordering or making a request for such things.
Leader Individual who uses his or her influence in a group to motivate others to do something. Often used to refer to the project manager who is the individual vested with formal authority for achieving project aims.
Leadership (1) Use of influence to direct the activity of others towards the accomplishment of some objective.
(2) Ability to persuade others to do things enthusiastically.
(3) Human factor that binds a group together and motivates it toward goals.
Leading Establishing direction and aligning, motivating, and inspiring people.
Learning Curve (1) Graphical or numerical relationship between the average cost or unit cost of an item and the quantity produced.
(2) Tool used to project the amount of direct labor or material that will be used to manufacture a product on a repetitive basis.
Lessons Learned

(1) Documented information, usually collected through meetings, discussions, or written reports, to show how both common and uncommon project events were addressed. The information can be used by other project managers as a reference for subsequent project efforts.

(2) A set of statements captured after completion of a project or a portion of a project. The statements describe in a neutral way what did or did not work well, along with a statement regarding the risk of ignoring the lesson. Capturing and sharing the lessons learned is an important part of process improvement.
Lessons Learned Documentation of the problems encountered during the course of a project, to provide a basis to improve the process for future projects.
Level Of Approval Management level at which approvals are given.
Level Of Effort (LOE) Support-type activity (such as vendor or customer liaison) that does not readily lend itself to measurement of discrete accomplishment and is generally characterized by a uniform rate of activity over a specific time period.
Leveling Evening out the peaks and valleys of resource requirements so that a fixed amount of resources can be used over time.
Life Cycle The entire useful life of a product or service.
Life-Cycle Cost The sum total of all costs associated with the life cycle, including developing, acquiring, operating, supporting, and (if applicable) disposing of the product or service developed or acquired so decisions can be made among alternatives. See also project life-cycle cost.
Line of Business A set of one or more highly related products which service a particular customer transaction or business need.
Line Function That part of a corporation that is responsible for producing its goods or performing its services. See also line manger.
Line Manager Manager of a group that makes a product or performs a service. Also called functional manager.
Line of Business (LOB) The classification of businesses utilized in an industry.
Linked Activity Activity dependent on the performance of another activity in precedence diagramming.
Loaded Rates Charges for human and material resources that incorporate both hourly or per-use charges and all additional general and administrative costs associated with their use.
Logic Diagram Schematic display of the logical relationship of project activities, usually drawn from left to right to reflect project chronology.
Logical Relationship Dependency between two project activities or between a project activity and a milestone. The four types of logical relationships in the precedence diagramming method are:
(1) finish-to-start - the "from" activity must finish before the "to" activity can start
(2) finish-to-finish - the "from" activity must finish before the "to" activity can finish,
(3) start-to-start- the "from" activity must start before the "to" activity can start, and
(4) start-to-finish - the "from" activity must start before the "to" activity can finish. Also called link.
Loop Network path that passes the same node twice. Loops cannot be analyzed using network analysis techniques such CPM and PERT but are allowed in GERT.
Lose-Lose Outcome of conflict resolution that results in both parties being worse off than before. Based on the strategy that it is better for each party to get something than nothing, even if that something does not accomplish either party's goals.
Lowest Overall Cost Considering price and other factors, the least expenditure of funds over the life cycle of a system or an item.
Maintenance The modification of a software product, after delivery, to correct faults, to improve performance or other attributes, or to adapt the product to a changed environment.
Maintenance Guarantee Assurance that a product will be maintained during a specified period of time.
Maintenance And Operations Plan The M&O Plan summarizes the project’s approach to M&O. The plan is similar to the Master Project Plan, but with an emphasis on sustained operations instead of development and implementation. The M&O Plan places a stronger emphasis on the strategic direction of the project/system, the approach to system releases, upgrades and maintenance, and ongoing operations and customer support.
Make-Or-Buy Analysis Management technique used to determine whether a particular product or service can be produced or performed cost-effectively by the performing organization or should be contracted out to another organization. The analysis considers both the direct costs of procuring the product or service and any administrative costs in managing the contractor.
Malcolm Baldrige National Quality Award Established by the U.S. Department of Commerce and administered by the National Institute of Standards and Technology, this award is presented annually to U.S. corporations in various categories that have demonstrated a commitment to quality. Nominees complete a detailed application that solicits specific information regarding their quality activities in the following categories: leadership; strategic planning; customer and market focus; information and analysis; human resource focus; process management; and business results.
Management By Exception Management approach in which managers concern themselves with only those variances that appear exceptionally large, significant, or otherwise peculiar.
Management By objective (MBO) Management approach or methodology, developed by Peter Drucker in the early 1950s, that encourage managers to give their subordinates more freedom in determining how to achieve specific objectives. Management and the subordinate jointly develop clear objectives, requirements, and milestones and ensure that they are realistic, measurable, and achievable. Subordinate performance and compensation are measured by progress achieved against these goals at regular intervals.
Management By Projects Management approach that treats many aspects of ongoing operations in an organization as projects, applying project management principles and practices to them.
Management Reserve Separately planned quantity of money or time intended to reduce the impact of missed cost, schedule, or performance objectives, which are impossible to plan for (sometimes called "unknown unknowns").
Management Style One of the following management approaches that a project manager may adopt depending on the situation: authoritarian autocratic, combative, conciliatory, consensual, consultative-autocratic, democratic, disruptive, ethical, facilitating, intimidating, judicial, laissez-faire, participative, promotional, secretive, shared leadership, or shareholder manger style. See individual entries for definitions of each management style.
Mandatory Dependency Dependency inherent in the nature of the work being done, such as a physical limitation. Also called hard logic.
Mandatory Requirements Elements that must be included in the enhancement, without which success on the project will not be attained.
Maslow's Hierarchy Of Needs Theory of motivation developed by Abraham Maslow in which a person's needs arise in an ordered sequence in the following five categories; (1)physical needs, (2) safety needs, (3) love needs, (4) esteem needs, and (5) self-actualization needs.
Master Schedule Schedule consisting of key events or milestones (generally, critical accomplishments planned at time intervals throughout the project) and used to monitor overall project performance. May be either a network or bar chart and usually contains minimal detail at a highly summarized level.
Matrix Organization Project organizational structure in which the project manger shares responsibility with the functional mangers to assign priorities and direct the work of individuals assigned to the project. In a strong matrix organization, the balance of power over the resources is in favor of the project manager. In a weak matrix organization, functional mangers retain most of the control over project resources.
Maturity Level A defined position in an achievement scale that establishes the attainment of certain capabilities.
Mechanism Technology or other utility that is used by a business system that helps automate a business process, activity, or task.
McGregor's Theory X and Y Theory of motivation advanced by Douglas McGregor, which holds that managers have a tendency to hold two bipolar sets of assumption about workers. Theory X managers view workers as machines who require a great deal of external control. Theory Y managers view workers as organisms who grow, develop, and exercise control over themselves.
Measurement The dimension, capacity, quantity, or amount of something (e.g., lines of code).
Measures and Metrics & Performance Monitoring  The active use of performance measures and metrics is a contributing factor to organizational success.  Data associated with key performance indicators are the means for decision making and determination of major project endeavors.  For greates effectiveness, measures should be clearly defined, used consistently, and be accompanied with measure baselines and targets.
Mediation Process of brining parties engaged in a dispute or disagreement together to settle their differences through a meeting with disinterested party, the mediator. Unlike binding arbitration, the mediator has no authority to force a settlement.
Metrics Process The Metrics Process describes how measurements will be identified, collected, and analyzed to ensure quality goals (including management and system goals) are being accomplished. The Metrics Process is usually included or referenced in the Quality Management Plan.
Milestone (1) Event with a zero duration and requiring no resources. Used to measure the progress of a project signifies completion or start of a major deliverable or other significant metric such as cost incurred, hours used, payment made, and so on.
(2) Identifiable point in a project or set of activities that represents a reporting requirement or completion of a large or important set of activities.
Milestone Chart Scheduling technique used to show the start and completion of milestone on a time-scale chart. Normally, planned events are expressed using hollow triangles, and completed events are shown as solid triangle. Rescheduled or slipped events are usually displayed as hollow diamond symbols. When the late milestones are completed, the diamonds are filled in. Also called key event chart.
Milestone Method Approach to calculating earned value, which works well when work package exceed 3 months in duration. First, objective milestones are established, preferably one or more for each month of the project. Then, the assigned work package budget is divided, based on a weighted value assigned to each milestone.
Milestone Schedule Schedule consisting of key events or milestones (generally, critical accomplishments planned at time intervals throughout the project) and used to monitor overall project performance. May be either a network or bar chart and usually contains minimal detail at a highly summarized level. Also called key event schedule, master schedule or summary schedule.
Mission Specific purpose that all or part of the organization is dedicated to achieving.
Mission Statement Description prepared and endorsed by members of the organization that answers these questions: What do we do? For whom do we do it? How do we go about it? Used as a guide for making decisions in projects.
Mitigation

(1) Carefully organized steps taken to reduce or eliminate the probability of a risk's occurring or the impact of a risk on a project.

(2) Actions taken to eliminate or reduce risk by reducing the probability and or impact of occurrence.
Mitigation Strategy Carefully organized steps taken to reduce or eliminate the probability of a risk's occurring or the impact of a risk on a project.
Mitigation Strategies Identification of the steps that can be taken to lessen risk by lowering the probability of a risk event's occurrence, or to reduce its effect should the risk event occur.
Mixed Organization Organizational structure that includes both functions (disciplines) and project in its hierarchy.
Model Way to look at an item, generally by abstracting and simplifying it to make it understandable in a particular context.
Modeling Graphic representation of the activities, tasks, subprocesses within a process and their relationships to one another.
Modification Change to a project's scope or the terms of a contract; usually written. Example are changes orders, notices of termination, supplemental agreements, and exercises of contract options.
Module  A self-contained software component of a business system, which has a well-defined interface to the other software components; something is modular if it includes or uses modules which can be interchanged as units without disassembly of the module. Design, manufacture, repair, etc. of the modules may be complex, but this is not relevant; once the module exists, it can easily be connected to or disconnected from the system.
Monitor Acquire and analyze data on an ongoing basis so that action can be taken when progress fails to match plans and meet objectives.
Monte Carlo Analysis Schedule or cost risk assessment technique that entails performing a project simulation many times to calculate a likely distribution of result. See also schedule simulation.
Most Likely Time In PERT estimating, the most realistic number of work periods the activity will consume.
Motivating Inducing an individual to work towards his or her goals.
Motivation-Hygiene Theory Theory of motivation described by Frederick's Herzberg, which asserts that two sets of factors must be considered to satisfy a person's needs:
(1) those related to job satisfaction (motivators) and
(2) those related to job dissatisfaction (hygiene or maintenance factors). To retain employees, managers must focus on improving negative hygiene factors (such as pay), but to get employees to devote a higher level of energy to their work, managers must use motivators (such as recognition).
Multidisciplinary Encompassing effort by many types of people representing different skills and backgrounds in the organization.
Multiple-Project Scheduling Process of developing a project schedule based on constraints imposed by other project. Myers-Briggs Type Indicator
Myers-Briggs Type Indicator Test developed by Katherine C. Briggs and Isabel Briggs Myers to categorize people according to where they lie on four scales, each reflecting a different dimension of human behavior: extrovert-introvert, sensing-intuitive, thinking-feeling, and judging-perceiving. These scales comprise 16 different psychological types, each associated with a number of well-documented behavioral traits.
Narrative A summary definition statement that defines the concept, rationale, benefits and essential communications associated with the details of a deliverable.
NDS Network and Desktop Services
Necessary Requirement An essential capability, physical characteristic or quality factor. Deletion of the requirement would cause an unacceptable deficiency in the system.
Negative Float Situation in which the difference between the late (start of finish) date and early (start or finish) date of an activity is a negative number, indicating that the late date is earlier in time than the early date. This situation comes into existence when a forced end date of an activity is used to calculate the backward pass without considering the predecessor activity's start date and duration. Negative float means the activity cannot be completed on time unless and until certain decisions are made to correct the situation.
Net Present Value (NPV) Financial calculation that takes into account the times values of stream of income and expenditures at a given interest rate.
Network (1) Graphic depiction of the relationships of project work (activities or tasks). See also network diagram
(2) Communication facility that connects end systems; interconnected series of points, nodes, or situations connected by communication channels; or assembly of equipment through which connections are made between data stations.
Network Analysis Identification of early and late start and finish dates for uncompleted portions of project activities. Also called schedule analysis. See also critical path method, Program Evaluation and Review Technique, and Graphical Evaluation and Review Technique.
Network Diagram Schematic display of the logical relationship of project activities, usually drawn from left to right to reflect project chronology. Also called logic diagram and often incorrectly referred to a PERT chart.
Network-Based Scheduling Process of determining logical relationships among WBS work packages, activities, and tasks and then arranging same to establish the shortest possible project duration. Examples of these techniques include PERT, CPM, PDM.
Node Junction point joined to some or all of the other dependency lines in a network; an intersection of two or more lines or arrows. See also arrow diagramming method and precedence diagramming method.
Nonconformance Deficiency in characteristics, documentation, or procedures that makes the quality of material, service, or product unacceptable or indeterminate.
Objective (1) End toward which effort is directed; a predetermined result.
(2) Organizational performance criteria to be achieved and measured in the use of organizational resources.
Objective A high level statement of the goal(s) of the project.
Open-Door Policy Management approach that encourages employees to speak freely and regularly to management regarding any aspect of the business or product. Adopted to promote the open flow of communication and to increase the success of business operations or project performance by soliciting the ideas of employees. Tends to minimize personnel problems and employee dissatisfaction.
Opportunity (1) Future event or series of events that, if occulting, will have a positive impact on the project.
(2) Benefit to be realized from undertaking a project.
Opportunity Cost Rate of return that would have been earned by selecting an alternative project rather than the one selected. Opportunity cost is used as one variable in project selection.
Optimistic Time In PERT estimating, the minimum number of work periods the activity will consume.
Optional Requirements Elements that would enhance the system being modified, but if left out, success of the request(s) would still be attained.
Order-Of-Magnitude Estimate Approximate estimate that is accurate to within -25 to +75 percent and is made without detailed data. Usually produced from a cost capacity curve, with scale-up or scale-down factors that are appropriately escalated, and approximate cost capacity ratios. Used in the formative stages of an expenditure program for initial project evaluation. Also called preliminary, conceptual, or feasibility estimate. See also estimate.
Organization Chart Graphic display of reporting relationship that provide a general framework of the organization.
Organizational Breakdown Structure (OBS) Tool used to show the work units or work packages that are assigned to specific organizational units.
Organizational Planning Process of identifying, documenting, and assigning project roles, responsibilities, and reporting relationships.
Organizational Resources Human and nonhuman resources available to the organization to fulfill its mission, objectives, and goals.
Other Managers Managers whose individuals and/or groups are involved in or may be affected by project activities.
Outcome Result--expected and unexpected--of use or application of an organization's output.
Output Documents or deliverable items that are a result of a process.
Outsourcing Process of awarding a contract or otherwise entering into an agreement with a third party, usually a supplier, to perform services that are currently being performed by an organization's employees. Organizations "outsource" elements of their operations for one or both of the following reasons:
(1) The service can be performed cheaper, faster, or better by a third party.
(2) The service (for example, janitorial services) is not a core business functions contributing to the revenue growth and technical expertise of the organization. Accordingly, management does not want to focus time and attention on it. See also contracting out
Overall Change Control (1) Activities concerned with influencing the factors that create changes to ensure that they are beneficial, determining that a change has occurred, and managing the actual changes when and as they occur. See also change control
(2) Coordination of changes across the entire project.
Overhead Cost Cost allocated to the project by the performing organization as a cost of doing business. Also called overhead cost or burden.
Overhead Rate Percentage rate determined by dividing an organization's indirect cost pool for an accounting period by the base used to allocate indirect costs to work accomplished during the period of performance.
Parallel Tasks Independent tasks that proceed concurrently.
Parametric Cost Estimating An estimating technique that uses a statistical relationship between data and other variables to calculate an estimate. Put simply it uses a mathematical model to create the estimate. It typically uses percentage based estimating as the basis for the mathematical model. See Percentage Based Estimating.
Pareto Diagram Histogram, ordered by frequency of occurrence, that shows the number of results that were generated by each identified cause. Usually includes a second scale to reflect percentage of results for each cause.
Pareto's Law Principle, espoused by Joseph Juran and based on the work of nineteenth century Italian economist Vilfredo Pareto, stating that a relatively small number of causes typically will produce a large majority of problems or defects. Improvement efforts are usually most cost-effective when focused on a few high-impact causes.
Participative Management Style Management approach in which the project manager solicits information from and shares decision-making with the project team.
Path Set of sequentially connected tasks, activities, lines, or nodes in a project network diagram.
Path Convergence Point at which parallel paths of a series of activities meet. Notable because of the tendency to delay the completion of the milestone where the paths meet.
Peer Audit Audit conducted by a group of peers rather than full-time or assigned auditors.
Peer Review Review of a project or phase of a project by individuals with equivalent knowledge and background who are not currently members of the project team and have not participated in the development of the project.
Performance Gap The gap or difference between what customers and stakeholders expect and what each process and related subprocess produces. Defined in terms of quality, quantity, time, and costs related to products and services performed.
Performance Outcomes Results or consequences of the efforts enacted during the project's planning and execution.
Performance Measures Performance measures describe how success in achieving the agency goals will be measured and tracked. Performance measure targets provide the quantifiable answer to the question, "How will we know when we've been successful in achieving our goal?" Analyzing the gaps between current performance levels and performance targets helps organizations identify priority areas needing improvement and develop strategies that will close the gap.
Performance Reference Model (PRM) Mission, strategy, goals, and objectives that drive the architecture.
Percent Complete (PC) Estimate, expressed as a percent, of the amount of work completed on an activity or group of activities, typically based on resource use. Used in calculating earned value.
Percentage Based Estimating A technique that uses typical project phases and gives each phase the industry or known standard percentage of the overall project. I.e., Initiating=5%, Planning=15%, Execution=50%, Controlling=20%, and Closing=10%. Then, if the execution phase can be accurately estimated in effort hours with a high level of confidence, the other phases can be calculated based on the total hours estimated for execution representing 50% of the project. If the execution phase cannot be estimated with a high level of confidence, it is broken into activities, and the same logic is applied. The point is to estimate a piece of the project with a high level of confidence and use this estimate to calculate based on percentages. This technique is further explained in the Planning - Techniques and Tools
Performance Reporting Collecting and disseminating information about project performance to provide project stakeholders with information about how resources are being used to achieve project objectives. Includes status reporting, progress reporting, and forecasting.
Performance Review Meeting held periodically to access project status or progress.
Performing Organization The organization primarily responsible to manage the work, budget, and other resources, to create and deliver the product or service.
PERT See Program Evaluation and Review Technique.
PERT Chart Specific type of project network diagram. See also Program Evaluation and Review Technique.
PERT Estimating See Program Evaluation and Review Technique.
Pessimistic Time / Duration In PERT estimating, the maximum number of work periods the activity will consume. Also called pessimistic time.
Phases Distinct stages of a development project or of a version within a project; the high-level divisions of a project. The recommended project phases for a system development project are: Conceive, Plan, Design, Develop, Test, Train, Implement and Close-Out.
Phased Planning Approach used to plan only to the level of detail that is known at the time. The output of each project phase includes a phase plan and an updated project plan. The phase plan is prepared at the task or work package level and provides the detailed work to be done in the next phase of the project; the updated project plan is the overall plan for the remainder of the project.
Plan (Project Plan) "Project Plan" means an integrated collection of documents that represents agreement and ensures that all the various elements of the work, costs, scope, and schedule are properly defined, resourced, coordinated, and managed. The plans represent a hierarchical breakdown of defined work, costs, resources, deliverables and agreed quality, communication, change, budget, and risk controls.
Plan-Do-Check-Act (PDCA) Cycle Universal improvement methodology, advanced by W. Edwards Deming and based on the work of Walter Shewart, designed to continually improve the processes by which an organization produces a product or delivers a service.
Planned Activity Activity or task that has not started or finished prior to the current date.
Planned Value (PV) The physical work scheduled, plus the authorized budget to accomplish the scheduled work. Previously, this was called the budgeted costs for work scheduled (BCWS).
Planning Processes Activities associated with devising and maintaining a workable scheme to accomplish the business need that the project was undertaken to address.
Platform The hardware and systems software on which applications software is developed or installed and operated.
Product Description The product description documents the characteristics of the product or service that the project is to create.
PM See project management.
PMBOK See project management body of knowledge
PMI See Project Management Institute, Inc.
PMP See project management professional.
Position Description Written outline, by job type, of the skills, responsibilities, knowledge, authority, and relationships involved in an individual's job.
Precedence Diagramming Method (PDM)  Network diagramming technique in which activities are represented by boxes (or nodes) and linked by precedence relationship lines to show the sequence in which the activities are to be performed. The nodes are connected with arrows to show the dependencies. Four types of relationships are possible: finish-to-finish, finish-to-start, start-to-finish, and start-to-start. Also called activity-on-node (AON) or activity-on-arc.
Precedence Relationship Term used in PDM for a logical relationship.
Predecessor Activity Activity or task that must begin or end before another activity or task can begin or end. (1) In ADM, the activity that enters a node. (2) In PDM, the "from" activity.
Preliminary Estimate Approximate estimate that is accurate to within -25 to +75 percent and is made without detailed data. Usually produced from a cost capacity curve, with scale-up or scale-down factors that are appropriately escalated, and approximate cost capacity ratios. Used in the formative stages of an expenditure program for initial project evaluation.
Present Value Value in current monetary units of work to be performed in the future. Determined by discounting the future price of the work by a rate commensurate with the interest rate on the funds for the period before payment is required.
Price Monetary amount paid, received, or asked in exchange for supplies or services, which is expressed as a single item or unit of measure for the supplies or services.
Probability (1) The likelihood of a risk occurring. Usually expressed as a probability percentage or a relative scale such as low, medium or high.
(2) Ratio of the number of chances that an event may or may not happen to the sum of the chances of both happening and not happening.
Probability Analysis Risk quantification technique that entails specifying a probability distribution for each variable and then calculating values for situations in which any one or all of the variables are changed at the same time.
Problem Definition Process of distinguishing between causes and symptoms to determine the scope of effort to pursue on the project.
Procedures (1) Step-by-step instructions on ways to perform a given task or activity; may be accompanied by a statement of purpose and policy for a task, examples of the results of the task, and so forth.
(2) Prescribed method to perform specified work.
Process (1) Series of actions, steps, or procedures leading to a result.
(2) High-level sequence or flow of tasks performed during production of a product or delivery of a service.
Process Definition Dividing a process into its component parts so that it may be described in detail.
Process Implemention Plan A document used to implement large-scale process changes process. The plan describes the approach to implementing, training, monitoring and correcting the new/modified processes in the actual county/local office location(s). For smaller scale process changes, this information may be included in the Implementation Plan.
Process Improvement Plan The Process Improvement Plan describes how the project will tailor and administered for continuous process improvement to project-specific conditions.  The Process Improvement Program is typically described as a section within the Quality Management Plan.
Process Model Approach to show how processes are linked together in a business unit.
Procurement Management Plan Document that describes the management of the procurement processes, from solicitation planning through contract closeout.
Procurement Planning Process to determine what and when to procure.
Product End result of a project or a specific task, activity, or process; either a tangible, physical product or a clearly specified event.
Product Breakdown Structure Hierarchical structure used to decompose the product into constituent parts, as in a Bill of Materials.
Product Description Documentation delineating the product characteristics or service hat the project is to create.
Product Development Process Structured, organized, and usually documented approach that organizations follow to design, develop, and introduce new products to the marketplace. Stages include, concept, selection, design, development, testing, availability, and maintenance.
Product Documentation Written information about the product, which is a part of the final work product.
Product Life Cycle Total period of time that a product exists in the marketplace, from concept to termination.
Product Oriented Processes Processes concerned with specifying and creating the project product. In the IS industry they are referred to as the Development Lifecycle processes.
Product Scope Features, functions, and characteristics to be included in a product.
Program Group of related projects managed in a coordinated way to obtain benefits not available from managing the projects individually; may include an element of ongoing activities or tasks.
Program Evaluation And Review Technique (PERT) Event-oriented, probability-based network analysis technique used to estimate project duration when there is a high degree of uncertainty with the individual activity duration estimates. PERT applies the critical path method to a weighted average duration estimate. The formula is as follows:
O + 4(ML) + P
----------------------
6

where O = optimistic time, ML = most likely time, and P = pessimistic time.
Program Management Management of a related series of project over a period of time, to accomplish broad goals to which the individual projects contribute.
Program Manager The person who directs the planning and execution of a program and is held personally accountable for the success of the program.
Project A project is a temporary endeavor undertaken to create a unique product or service. It is an organized effort representing a level of commitment and ability to deliver a defined product or service to the customer within an agreed cost and/or time constraint. A piece of work rated using the business and technical assessment of low, medium, or high is considered a project.
Project Administrator (PA) The member of the project team with responsibility for the technical aspects of project management, control, and reporting.
Project Approach Statement A statement of the way the project will do things. For example, project planning may require different approaches, or different approaches may be considered as a way of reducing project risks.
Project Assumptions Written statements relative to the project, which help to clarify scope, objectives and other relevant factors that cannot be known at a given point in time.
Project Charter Document issued by senior management that gives the project manager authority to apply organizational resources to project activities and formally recognizes the existence of a project.
Project Closeout Process to provide for project acceptance by the project sponsor, completion of various project records, final revision and issue of documentation to reflect the "as-built" condition, and retention of essential project documentation.
Project Communications Management Parts of project management that includes the processes needed to ensure proper collection, dissemination, storage, and disposition of project information. Consists of communication planning, information distribution, performance reporting, and administrative closure.
Project Control Activities associated with making decisions about present and future project activities. Usually based on the identification and collection of project performance information with the intent of ensuring successful project completion.
Project Cost Estimate Part of project management that includes the processes required to ensure that the project is completed within an approved budget. Consists of resource planning, cost estimating, cost budgeting, and cost control.
Project Cost Management Part of project management that includes the processes required to ensure that the project is completed within an approved budget. Consists of resource planning, cost estimating, cost budgeting, and cost control.
Project Duration Elapsed time from the project start date to the project finish date.
Project Environment Written statements relative to the project, which help to clarify scope, objectives and other relevant factors that cannot be known at a given point in time.
Project Evaluation Periodic examination of a project to determine whether the objectives are being met. Conducted at regular intervals, such as the beginning or end of a major phase. May result in redirection of the project with decisions to change the scope, time, or cost baselines, for example, or terminate the project. See also control gate.
Project Finish Date Latest calendar finish date of all activities on the project, based on network or resource allocation process calculations.
Project Human Resource Management Part of project management that includes the processes necessary to ensure effective use of the people involved with the project; consists of organizational planning, staff acquisition, and team development.
Project Initiation Process of formally recognizing that a new project exists or that an existing project should continue into its next phase.
Project Justification Use of the business need or purpose that the project was undertaken to address to provide the basis for evaluating future investment trade-offs.
Project Leadership Team The team that supports and facilitates the project. Four key leadership roles typically defined and agreed upon before the project starts the planning phase, are the project sponsor, the project steering committee, the project manager, and in some cases the technical lead or team lead.
Project Management (PM) Application of knowledge, skills, tools, and techniques to project activities to meet or exceed stakeholder needs and expectations from a project.
Project Management Body Of Knowledge (PMBOK) Totality of knowledge within the project management profession. As in other professions, such as law, medicine, and accounting, the body of knowledge rests with the practitioners and academics involved in its application and advancement. The PMBOK includes practices that have been widely applied and proven, as well as innovative and advanced practices with more limited use and application.
Project Management Office (PMO) An organization that oversees and/or mentors groups of projects. Often the PMO is responsible for establishing policies and standards for the projects/organization, reviewing and consolidating project reports for external stakeholders, and monitoring project performance against the organization's standards.
Project Management Controls Processes or procedures designed to ensure that project performance information is collected, analyzed, and reviewed by appropriate stakeholders and used to decide any course of action to achieve the projects objectives. Examples include time tracking, scope change requests, and control gates.
Project Management Guide The reference guide for the OIS Project Management Methodology.
Project Management Institute (PMI), Inc. A non-profit professional organization dedicated to advancing the state-of-the-art in the management of projects. The PMI is the largest organization, nationally and internationally, providing the ethical and professional standards applicable to practitioners of project management.
Project Management Life Cycle The sequential major time periods through which any project passes, namely:
  • Initiation
  • Planning
  • Execution & Control
  • Closure

Each period may be identified as a phase and further broken down into stages.
Project Management Office The Project Management Office typically is the champion, facilitator, and keeper of project management process, discipline and best practices for an organization. See also project office.
Project Management Processes Series of actions that describe and organize the work of the project.
Project Management Professional (PMP) Professional certification awarded by the Project Management Institute to individuals who have met the established minimum requirements in knowledge, education, experience, and service in the discipline of project management.
Project Management Team Members of the project team who are directly involved in project management activities.
Project Manager The person responsible for completing the project on time, within budget and to an agreed scope. They are responsible for facilitating the project by using the project management processes, organizing the project, and managing the team work activities consistent with the approved work plan.
Project Master Schedule  The high-level schedule which summarizes all the efforts required to implement the project. It includes (generally by reference) the milestones and key activities of the prime contractor and any consultants. It may also include milestones and key activities from the counties/local offices. The master schedule focuses on dependencies and critical path.
Project Network Diagram A schematic display of a project’s activities and the logical relationships or dependencies among them.
Project Objectives (1) Identified, expected results and benefits involved in successfully completing the project.
(2) Quantifiable criteria that must be met for the project to be considered successful.
(3) Project scope expressed in terms of output, required resources, and schedule.
Project Office The Project Office typically is utilized on large or highly complex projects to provide coordination and administration of the project. The project office normally is responsible for schedule development and maintenance, budget, cost, resource, and deliverable tracking and monitoring, communications, project files and facilities.
Project Organization Chart A chart that indicates project staff roles, responsibilities, and reporting relationships.
Project Outcomes A result or consequence of the project activity.
Project Personnel Members of the project team directly employed on a project.
Project Phase Collection of logically related project activities, usually resulting in the completion of a major deliverable. Collectively, the project phases compose the project life cycle.
Project Plan Formal, approved document, in summarized or detailed form, used to guide both project execution and control. Documents planning assumptions and decisions, facilitates communication among stakeholders, and documents approved scope, cost, and schedule baselines.
Project Plan Development Compilation of the results of all other planning processes into a consistent, complete document.
Project Plan Execution Completion of the project plan by performing the activities described therein.
Project Planning (1) Developing and maintaining the project plan; identifying the project objectives, activities needed to complete the project, developing the facilitating controls, and resources and quantities required to carry out each activity or task within the project.
(2) Approach to determine how to begin, sustain, and end a project.
Project Procurement Management Part of a project management that includes the processes required to acquire supplies and services from outside the performing organization. Consists of procurement planning, solicitation planning, solicitation, source selection, contract administration, and contract closeout.
Project Quality Management Part of project management that consists of processes required to ensure that the project will satisfy its objectives. Includes quality planning, quality assurance, and quality control.
Project Requirements A statement or model identifying a capability, physical characteristic, or quality factor that bounds a need for which a solution will be pursued.
Project Resources Anything that can aid, support, or execute a project. Most often refers to project staff with specific knowledge, skills, and abilities.
Project Risk (1) Cumulative effect of probability of uncertain occurrences that may positively or negatively affect project objectives.
(2) Degree of exposure to negative events and their probable consequences (opposite of opportunity). Characterized by three factors: risk event, risk probability, and amount at stake.
Project Risk Management That part of the project management that includes the processes involved with identifying, analyzing, and responding to project risk; consists of risk identification, risk quantification, risk response development, and risk response control.
Project Schedule Planned dates to perform activities and meet milestones.
Project Scope

(1) All the work required to deliver a project's product or service with the specified features and functions.

(2) The work that must be done in order to deliver a product with the specified features and functions.
Project Scope Statement A concise and accurate description of the expected work, products and deliverables. Also includes work and products that are not included in the project.
Project Scope Management Part of project management that includes the processes required to ensure that the project includes all the work required, and only the work required, to successfully complete the project; consists of initiation, scope planning, scope definition, scope verification, and scope change control.
Project Sponsor Person in an organization whose support and approval is required for a project to start and continue.
Project Stakeholder Individual or organization who is actively involved in the project or whose interests may be affected, either positively or negatively, as a result of project execution or successful project completion. Also sometimes called party-at-interest.
Project Status Reports Written reports given to both the project team and to a responsible person on a regular basis, stating the position of an activity, work package, or whole project. Status reports control the project and keep management informed of project status.
Project Team All people actively supporting or working on the project. The project team typically includes the Project Leadership Team, and all planned or active resources, including direct project staff, business staff, support group personnel, and contracted personnel.
Project Time Management Part of project management that includes processes required to ensure that the project is completed on time; consists of activity definition, activity sequencing, activity duration estimating, schedule development, and schedule control.
Project Training Plan  The Project Training Plan includes training that is unique to the specific needs of the project (e.g. welfare training, unemployment insurance training, etc.) and is determined as the special project need arises.
Project Work Plans The detailed list of activities required to complete specific tasks on the master schedule. The activities list focuses on specific measurable tasks, task assignments, and due dates. Work plan data is rolled-up to specific tasks of the master schedule.
Project-Based Organization Organization that derives its revenue primarily from performing projects for others.
Projectized Organization Organizational structure in which resources are assigned full time to the project manager, who has complete authority to assign priorities and direct the work of people on the project.
Proposal Evaluation Report The report describing the results of the proposal evaluation effort, including the identification of the selected bidder. The report summarizes the criteria used, the bidders who responded, the specific scores for each bidder and any preference criteria applied.
PROS Advantages: an argument or opinion for something.
Prototype Small or full-scale, and usually functioning, form of a newly developed product, which is used to evaluate the product design.
Purchase Order Offer to buy certain supplies, services, or construction from sources based on specified terms and conditions.
Quality (1) Total characteristics of an entity or item that affect its ability to satisfy stated or implied needs.
(2) Conformance to requirements or specifications.
(3) Fitness for use.
Quality Assurance (QA) (1) Process of regularly evaluating overall project performance to provide confidence that the project will satisfy relevant quality standards.
(2) Organizational unit responsible for quality assurance efforts.
Quality Audit Structured review of quality management activities to identify lessons learned and improve performance of the project or other projects within the organization.
Quality Control (QC) This involves monitoring both the products and process, to determine if the project is meeting the quality standards and identifying ways to eliminate causes of unsatisfactory results.
Quality Control Management Plan Quality Control Management Plan develops an appropriate method to objectively review how well the project is following the project's plans and controls to deliver the requested product; meet the starndards of the agency and requirements. 
Quality Control Measurements Results of quality control testing and measures presented in a form for comparison and analysis.
Quality Improvement Action taken to increase the effectiveness and efficiency of the project to provide added benefits to project stakeholders.
Quality Management (1) Planning, organizing, staffing, coordinating, directing, and controlling activities of management with the objective of achieving the required quality.
(2) Overall management function involved in determining and implementing quality policy.
Quality Management Plan Document that describes how the project management team will implement its quality policy. The quality management plan becomes part of the overall project plan and incorporates quality control, quality assurance, and project quality improvement procedures.
Quality Planning Identifying the specific quality standards that are relevant to the project and determining how to satisfy them.
Quantifiable Measures

Scientific measures.
Range Estimating Range estimates allow for expressing risk or uncertainty in estimates by applying principles of statistical analysis and probability distribution. This method supplies a range of values for the estimate rather than a single estimate.
READIness Assessment READIness for change is determined "in terms of their [target groups] awareness of the need for change, their skill to make the required changes and their commitment to putting changes into place.  There are a number of times throughout a project change endeavor that a READIness assessment should be conducted --- during Initiating and Executing phase.  
Rebaselining Establishing a new project baseline because of sweeping or significant changes in the project scope. Must be approved by all parties.
Record Retention Period of time that records are kept for reference after contract of project closeout.
Records Management Procedures established by an organization to identify, index, archive, and distribute all documentation associated with the project.
Recurring Cost Production cost, such as labor and materials, that varies with quantity produced, as distinguished from nonrecurring cost.
Relationships links information together and it is an essential part of database normalization. Most of the time, relationships reflects the one (master table, or referenced table) to many (child table, or referencing table) relationships between the tables. There may be one-to-one, one-to-many, etc, relationship between the parent and child tables.
Remaining Duration (RDU) The time needed to complete an activity.
Remaining Float (RF) Difference between the early finish and the late finish date.
Request An official statement for service, to fix a problem, to enhance an existing system or function, or to develop a new system or function.
Request For Information (RFI) An RFI is primarily used to gather information to help make a decision on what steps to take next. RFIs are therefore seldom the final stage and are instead often used in combination with the following: Request for Proposal (RFP) Request for Tender (RFT), and Request for Quotation (RFQ).
Request For Proposals (RFP) Type of bid document used to solicit proposals from prospective contractors for products or services. Used when items or services are of a complex nature and assumes that negotiation will take place between the buyer and the contractor.
Request For Quotation (RFQ) An RFQ is to invite suppliers into a bidding process to bid on specific products or services.  It typically involves more than the price per ite.   Information on payment terms, quality level per item or contract length are possibilities during the bidding process.
Request For Tender (RFT)  An RFT is a structured invitation to suppliers for the supply of products and/or services.  Usually an open invitation for suppliers to respond to a defined need as opposed to a request being sent to selected potential suppliers. The RFT often requests information gathered previously from a RFI.
Required Approvals Required sign offs, usually by higher authority.
Requirement A statement or model identifying a capability, physical characteristic, or quality factor that bounds a need for which a solution will be pursued.
Requirements Definition The first stage of software development, the process of reviewing a business’s processes to determine the business needs and functional requirements that a system must meet.
Requirements Management Plan This document describes the approach to managing the system requirements. The plan describes how requirements are derived and validated, how requirements changes are analyzed and managed, how requirements traceability is maintained and validated, and how the project works with the contractor to ensure traceability of requirements to the system and system documentation.
Requirements Traceability Process of understanding, documenting, approving, and auditing the relationships between a system's components and functions and the requirements from which the system was developed. Each function and component of a system should be directly traceable to a requirement identified by a user, client, customer, or stakeholder.
Requirements Traceability Matrix A Requirements Traceability Matrix is a tool that will ensure that all requirements have been fulfilled in the end product by associating each requirement with the object via a matrix. Requirements traceability includes tracing to things other than software that satisfy requirements such as capabilities, design elements, manual operations, tests, etc. A traceability matrix is also used to ensure all requirements are met and to locate affected system components when there is a requirements change.
Reserve Money or time provided for in the project plan to mitigate cost, schedule, or performance risk. See also management reserve and contingency reserve.
Resource Allocation Process of assigning resources to the activities in a network while recognizing any resource constraints and requirements; adjusting activity level start and finish dates to conform to resource availability and use.
Resource Breakdown Structure (RBS) Variation of the organizational breakdown structure used to show which work elements are assigned to individuals.
Resource Calendar Calendar denoting when a resource or resource pool is available for work on a project.
Resource Histogram Vertical bar chart used to show resource consumption by time period. Also called resource loading chart.
Resource Leveling (1) Practicing a form of network analysis in which scheduling decisions (start and finish dates) are driven by resource management issues (such as limited availability or changes in resource levels).
(2) Evening out the peaks and valleys of resource requirements so that a fixed amount of resources can be used over time.
(3) Ensuring that a resource is maximized but not used beyond its limitations.
Resource Loading Designating the amount and type of resources to be assigned to a specific activity in a certain time period.
Resource Manager The manager who is responsible for the staff, or who owns or controls the physical thing, that has been allocated to a project.
Resource Plan Document used to describe the number of resources needed to accomplish the project work and the steps necessary to obtain a resource.
Resource Planning Process of determining resources (people, equipment, materials) needed in specific quantities, and during specific time periods, to perform project activities.
Resource Pool

(1) Collection of human and material resources that may be used concurrently on several projects.

(2) A set of project resources that is available for assignment to the accomplishment of project tasks.
Resource Requirements Output of the resource planning process, which describes the types and quantities of resources required for each element of the WBS. Resources are then obtained through staff acquisition or procurement.
Resource-Constrained Scheduling Special case of resource leveling where the start and finish dates of each activity are calculated based on the availability of a fixed quantity of resources.
Resource-Limited Schedule Project schedule whose start and end dates for each activity have been established on the availability of a fixed and finite set of human and material resources.
Resource Tracking Resource tracking is monitoring the actual resource expenditures (time and costs) against the plan; identifying variances early; and making appropriate decisions on how to correct the problems before they worsen.
Resources People, equipment, or materials required or used to accomplish an activity. In certain applications, such things as "non-rainy days" are described as a resource.
Responsibility (1) Obligation of an individual or group to perform assignments effectively.
(2) Status of a prospective contractor that determines whether it is eligible for contract award.
Responsibility Assignment Matrix (RAM) Structure used to relate the WBS to individual resources to ensure that each element of the project's scope of work is assigned to an individual. A high-level RAM defines which group or unit is responsible for each WBS element; a low-level RAM assigns roles and responsibilities for specific activities to particular people. Also called accountability matrix. See also resource matrix.
Responsibility (1) Obligation of an individual or group to perform assignments effectively.
(2) Status of a prospective contractor that determines whether it is eligible for contract award.
Return On Investment (ROI) Amount of gain, expressed as a percentage, earned on an organization's total capital; calculated by dividing total capital into earnings before interest, taxes, and dividends.
Reverse Scheduling Method in which the project completion date is fixed and task duration and dependency information is used to compute the corresponding project start date.
Rework Action taken to ensure that a defective or nonconforming item complies with requirements or specifications.
RFP Addenda Addenda are issued after the RFP is released to the bidders to clarify requirements or bidder instructions, or to respond to questions from the bidders.
Risk

A future event or problem that exists outside of the control of the project that will have an adverse impact on the project if it occurs. Risk involves the probability of occurrence and the possible consequences or impact. Unlike an issue that is a current problem that must be dealt with, a risk is a potential problem that has not yet occurred.

See also project risk
Risk Acceptability The exposure to loss (financial or otherwise) that an organization is willing to tolerate from a risk.
Risk Analysis

(1) Analysis of the probability that certain undesirable and beneficial events will occur and their impact on attaining project objectives.

(2) An examination of risk areas or events to assess the probable consequences for each event, or combination of events in the analysis, and determine possible options for avoidance.

See also risk assessment.
Risk Appraisal Work involved in identifying and assessing risk.
Risk Assessment (1) Review, examination, and judgment to see whether the identified risks are acceptable according to proposed actions.
(2) Identification and quantification of project risks to ensure that they are understood and can be prioritized. Also called risk evaluation.
Risk Consequence An outcome of an event, hazard, threat or situation.
Risk Contingency Plan For those risks where it is unlikely or uncertain that the mitigation will be effective, a contingency plan should be developed. The contingency plan should attempt to minimize the effects of the risk assuming the event does occur.
Risk Criticality  A designation of the project’s risk, sensitivity or importance based on several factors including size, project manager and team experience, and several project characteristics. The criticality rating is determined using the IT Project Oversight Framework which makes the final determination regarding a project’s criticality rating. This rating is used to determine the requirements for risk reporting to external stakeholders.
Risk Description Documentation of the risk element to identify the boundaries of the risk.
Risk Escalation  The process of elevating a risk to appropriate management and stakeholders to ensure sufficient visibility to effect a decision, action or change to the risk’s current profile. There are usually three levels of risk escalation.
Risk Event Discrete occurrence that may affect a project, positively or negatively. See also project risk.
Risk Exposure

(1) The likely loss or consequence of a risk. It is the combined probability and impact of a risk usually expressed as the product or probability x impact.

(2) Loss provision made for a risk; requires that a sufficient number of situations in which this risk could occur have been analyzed.
Risk Factor Risk event, risk probability, or amount at stake.
Risk Identification Determining the risk events that are likely to affect the project and classifying them according to their cause of source.  The determination of which risks are likely to affect the project and the documenting of the characteristics of each risk. Risk identification is not a one-time event; it is performed on a regular basis throughout the project’s life cycle. Risk identification must address both internal and external risks.
Risk Impact The potential consequences, either positive or negative, should the risk occur. Impacts may affect several areas in both tangible and intangible ways. Usually expressed as High, Medium or Low.
Risk Likelihood A qualitative or quantitative expression of the changes that an event will occur.
Risk Management

A process to assess potential problems (risks), determine which risks are important to deal with, and implement strategies to reduce the likelihood or consequences (impact) of those problems.

See also project risk management.
Risk Management Plan Documentation of the procedures to be used to manage risk during the life of a project and the parties responsible for managing various areas of risk. Includes procedures for performing risk identification and quantification, planning risk response, implementing contingency plans, allocating reserves, and documenting results.
Risk Mitigation

The identification of ways to minimize or eliminate project risks. Depending on the severity of the risk and the level of effort for the mitigation strategies, it may be appropriate to initiate several mitigation activities. In other cases, it may not be possible to mitigate a risk.  See also mitigation
Risk Prioritizing Filtering, grouping, and ranking risks following assessment.
Risk Probability The likelihood of a risk occurring. Usually expressed as a probability percentage or a relative scale such as low, medium or high.
Risk Profile The current and historical risk-related information; a compendium or aggregate of all the individual risk profiles in a project.
Risk Quantification Process of implementing risk strategies, documenting risk, and responding to changes in risk during the life of the project.
Risk Ranking The relative importance of the risk compared to the list of all project risks. Assists in prioritizing and applying resources for mitigation and contingency actions.
Risk Response Control Process of implementing risk strategies, documenting risk, and responding to changes in risk during the life of the project.
Risk Response Development Identification of specific actions to maximize the occurrence of opportunities and minimize the occurrence of specific risks in a project.
Risk Severity  A function of the risk exposure compared to the timeframe. The control agencies require risks of a certain severity to be escalated. Ranking of risks is often driven by severity.
Risk State  The current information relating to an individual risk.
Risk Symptom Indirect manifestation of an actual risk event, such as poor morale serving as an early warning signal of an impending schedule delay or cost overruns on early activities pointing to poor estimating. See also risk trigger.
Risk Trigger

Events or thresholds for indicators that specify when an action such as implementing a contingency plan needs to be taken.

See also risk symptom
Risk Timeframe The period of time within which the risk is expected to occur (short-term, medium-term, long-term).
Risk Tolerance or Threshold  The criteria against which stakeholders evaluate a risk. Different risk tolerances may be defined for each risk, risk category, or combination of risks. Exceeding a risk threshold is a condition that triggers some action.
Risk Tracking/Control  A method to insure that all steps of the risk management process are being followed and, as a result, risks are being mitigated effectively. Risk tracking/control involves the oversight and tracking of risk mitigation action plan execution, re-assessment of risks, reporting risk status, and recording risk information changes in the project risk database.
Rolling Wave Planning Progressive detailing of the project plan as necessary to control each subsequent project phase.
Rollout Widespread, phased introduction of a project's product or service into the organization.
ROM Estimate(Rough Order Of Magnitude) A Rough Order of Magnitude (ROM) estimate is used for strategic decisions and long range planning. It is an estimate, which is obtained based on very limited data. The ROM estimate is consider to have + or – 50% accuracy range. This method therefore supplies a range of values for the estimate rather than a single estimate.
Roster A list of people's names and their contact information, often with their assigned roles or tasks.
Scalability The ability to use the same applications and systems on all classes of computers from personal computers to supercomputers and for those applications to continue to function well as it (or its context) is changed.
Schedule Time-sequenced plan of activities or tasks used to direct and control project execution. Usually shown as a milestone chart, Gantt or other bar chart, or tabular listing of dates.
Schedule Baseline Approved project schedule that serves as the basis for measuring and reporting schedule performance.
Schedule Control Management of project schedule changes.
Schedule Development Analysis of activity sequences, activity durations, and resource requirements to prepare the project schedule.
Schedule Management Plan This document describes the process and how the defined tool (e.g. MS Project) is used to implement the methodology for establishing, managing, and modifying the Master Project Schedule and Schedule Baseline, and coordinating inputs from the contractor and county/local office work plans and schedules.
Schedule Performance Index (SPI) Analysis of activity sequences, activity durations, and resource requirements to prepare the project schedule.
Schedule Revision Changes to the scheduled start and finish dates in the approved project schedule.
Schedule Risk Risk that jeopardizes completing the project according to the approved schedule.
Schedule Update Schedule revision to reflect the most current status of the project.
Schedule Variance (SV) (1) Difference between the scheduled completion of an activity and its actual completion.
(2) In earned value, BCWP less BCWS; an SV of less than zero shows that project activity is behind schedule.
Scheduled Finish Date Point in time when work is scheduled to finish on an activity; normally, between the early and late finish dates. Also called planned finish date.
Scheduled Start Date Point in time when work is scheduled to start on an activity; normally, between the early and late start dates. Also called planned start date.
Scheduling (1) Fitting tasks into a logical timetable with detailed planning of work with respect to time.
(2) Determining when each item of preparation and execution must be performed.
Scientific Wild Anatomical Guess (SWAG) Estimate of time or cost of completing a project or element of work based solely on the experience of the estimator. Typically done in haste, SWAG estimates are usually no more accurate than order-of-magnitude estimates.
Scope The sum of the products and services to be provided as a project.
Scope Baseline (1) Original plan (for a project, work package, or activity), plus or minus any approved changes. May be used with modifier (for example, cost baseline, schedule baseline, performance measurement baseline).
(2) Information related to the as-is (current) model that allows comparison with future improvements and benchmarks.
Scope Change Modification to the agreed-upon project scope as defined by the approved WBS.
Scope Change Control Process of:
(1) influencing the factors that cause scope changes to help ensure that the changes are beneficial,
(2) determining that a scope change has occurred, and
(3) managing the changes if and when they occur.
Scope Constraint Restriction affecting project scope.
Scope Creep Gradual progressive increase of the project's scope such that it is not noticed by the project management team or the customer. Occurs when the customer identifies additional, sometimes minor, requirements that, when added together, may collectively result in a significant scope change and cause cost and schedule overruns.
Scope Definition Division of the major deliverables into smaller, more manageable components to:
(1) improve the accuracy of cost, time, and resource estimates;
(2) define a baseline for performance measurement and control; and
(3) facilitate clear responsibility assignments.
Scope Management Plan Document that describes the management of project scope, integration of any scope changes into the project, and identification and classification of scope changes.
Scope Of Work Description of the totality of work to be accomplished or resources to be supplied under a contract. See also statement of work.
Scope Planning Developing a written scope statement that includes the project justification, major deliverables, project objectives, and criteria used to determine whether the project or phase has been successfully completed.
Scope Statement Documented description of the project concerning its output, approach, and content. Used to provide a documented basis to help make future project decisions and to confirm or develop a common understanding of the project's scope by stakeholders.
Scope Verification Process of ensuring that all identified project deliverables have been completed satisfactorily.
S-Curve Graphic display of cumulative costs, labor hours, or other quantities, plotted against time. The curve is flat at the beginning and end and steep in the middle. Generally describes a project that starts slowly, accelerates, and then tapers off.
Secretive Management Style Management approach in which the project manager is neither open nor outgoing in speech, activity, or purpose, to the detriment of the project.
Service Area  Service Area is a technical tier that supports the secure construction, exchange, and delivery of business or service components. Each Service Area groups the requirements of component based architectures within the Government into functional areas.
Service Category  is a sub-tier of the Service Area to classify lower levels of technologies, standards, and specifications in respect to the business or technology function they serve.
Service Level Agreement (SLA) A contract between a service provider and a customer that specifies, usually in measurable terms, what services the service provider will furnish.
Service Oriented Architecture (SOA) An architecture that provides for reuse of existing business services and rapid deployment of new business capabilities based on existing capital assets. Major components include an Enterprise Service Bus, Service Registry, SOA Governance, Federated Identity Management, which interoperate via standard interfaces and protocols.
Service Level Requirements Specifications, usually in measurable terms, of those services that provider will be required to furnish.
Service Reference Model A framework classifying Service Components according to the capabilities they provide to business functions.
Shared Leadership Style Management approach in which the project manager holds that leadership consists of many functions and that these can be shared among team members. Some common functions are time keeping, record keeping, planning, scheduling, and facilitating.
Short-Term Plan (1) Short-term schedule showing detailed activities and responsibilities for a particular period (usually 4 to 8 weeks).
(2) Management technique often used "as needed" or in a critical area of the project.
Significant Variance Difference between the plan and actual performance that jeopardizes the project objectives.
Signoff The "Approving Authority’s" Authorization.
Six Sigma Quality concept and aim developed by Motorola, Inc. and defined as a measure of goodness-the capability of a process to produce perfect work. Six sigma refers to the number of standard deviations from the average setting of a process to the tolerance limit, which in statistical terms translates to 3.4 defects per million opportunities for error.
Skills Assessment A skill assessment collects and evaluates available skill levels and compares them to the required skills as defined by the needs assessment. This assessment, along with the needs assessment may be used to determine such things as training needs, time lines, and risks.
Slack Amount of time that an activity may be delayed from its early start without delaying the project end date. Derived by subtracting the early start from the late start or early finish from the late finish, and may change as the project progresses and as changes are made to the project plan.
SMART The five elements for a well-worded objective, namely Specific, Measurable, Achievable, Realistic, Time Bound.
Software Component An object, or collection of objects offering a predefined service's or event's, possessing the ability to communicate with or be used by other components. A component is a piece of a solution that can be isolated as a set of functions and features that relates to other components within the same solution.
Software Engineering Institute (SEI) U.S. government Federally Funded Research and Development Center (FFRDC), operated by Carnegie-Mellon University in Pittsburgh, Pennsylvania, under contract to the U.S. Department of Defense (DOD). SEI's mission is to improve software engineering processes for the DOD. Has become well-known worldwide for its software Capability Maturity Model (CMM), used by software development professionals to improve the processes by which they develop application programs.
Solicitation (1) Obtaining quotations, bids, offers, or proposals as appropriate.
(2) Document sent to prospective contractors requesting the submission of offers or information.
Solicitation Planning Documenting product or service requirements and identifying potential sources.
Solution Determing what should be done to best support your current and future business strategy and needs.  The deliverables clearly describe the solutions goals and scope, the capabilities to be implemented, and the risks associated with the program of work that must be carried out.
Solution Architect An individual responsible for developing solution architecture frameworks and solution set designs. The Solution Architect’s primary role is to translate what is required to run the business (from the Business and Information Architecture gaps and migration strategies) into actual design specifications and models that can be supported and fulfilled by components within the Technology Architecture.
Solution Architecture Model The graphical representation of concepts to portray a desired future state of a business solution, as well as an undesirable current state, which is used for communicating, analyzing, testing, simulating, or exploring options.
Span Of Control Number of individuals (direct reports) that a manager or project manager can effectively manage. The number will vary, but generally, a manager should have no more than ten direct reports. Once that number is exceeded, the organizational structure needs to be reviewed and changed. See also division of labor.
Specialist Expert in a particular field who may be used as a resource for multiple projects in an organization.
Specification Description of the technical requirements for a material, product, or service, including the criteria for determining that the requirements have been met. Generally, three types of specifications are used in projects: performance, functional, and design.
Spiral Model Progressive method of software development in which successive, more complete versions of the product are developed and verified only to be scrapped and replaced by a more complete and technically comprehensive version. This development approach usually involves close interaction and feedback with the ultimate end-user of the application program.
Sponsor The individual or group who champions the project and provides the resources, in cash or in kind. Provides the executive leadership, priority and commitment to the project, its goals and objectives. This is the manager representing the organizational unit most affected by the business change. If several organizational units will be heavily impacted by the business change, this is an executive manager with authority over the majority of the organizational units.
Staff Acquisition Process of obtaining the human resources needed to work on the project.
Staffing Management Plan Document that describes when and how human resources will become part of the project team and when they will return to their organizational units; may be a part of the overall project plan.
Staffing Profile A listing of the knowledge, skills, and abilities of project staff assigned to, or needed by, a project and when they are needed.
Staffing Requirements Determination of what kinds of skills are needed from what types of individuals or groups, how many, and in what time frames; a subset of the overall resource requirements.
Stakeholder Analysis Assessment of project stakeholder information needs and sources and development of reporting procedures to meet those needs.
Stakeholders

(1) Individuals and/or groups who are involved in or may be affected by project activities.

(2) The people who have a vested interest in the outcome of the project.
Standard (1) Basis for uniformly measuring or specifying performance.
(2) Document used to prescribe a specific consensus solution to a repetitive design, operations, or maintenance situation.
(3) Document approved by a recognized body that provides for common and repeated use, rules, guidelines, or characteristics for products, processes, or services; however, compliance is not mandatory.
(4) Documentation that establishes engineering and technical limitations and applications of items, materials, processes, methods, designs, and engineering practices.
Standard Procedure Documented prescription that a certain type of work be done in the same way wherever it is performed.
Start Date Point in time associated with an activity's start. Usually qualified by one of the following terms: actual, planned, estimated, scheduled, early, late, target, baseline, or current.
Start-To-Finish Relationship in a precedence diagramming method network in which one activity must start before the successor activity can finish.
Start-To-Start Relationship in precedence diagramming method network n which one activity must start before the successor activity can start.
Statement Of Work (SOW) Narrative description of products or services to be supplied under contract that states the specifications or other minimum requirements; quantities; performance dates, times, and locations, if applicable; and quality requirements. Serves as the basis for the contractor's response and as a baseline against which the progress and subsequent contractual changes are measured during contract performance. See also statement of requirements.
Status Report (1) Description of where the project currently stands; part of the performance reporting process.
(2) Formal report on the input, issues, and actions resulting from a status meeting.
Status Reporting The project manager will deliver formal status reports to the steering committee and sponsor on regular scheduled basis.  Informal status reports or updates will be given at team meetings.
Steering Committee The Steering Committee is the principal body, which represents the primary participating organizations or stakeholders. The representatives must be advocates, committed to ensuring that the project fulfills its stated objectives. The Steering Committee will assist the Sponsor in making key strategic decisions regarding the project and in resolving any issues that impact the representatives’ organization’s policy.
Straight-Line Method Of Depreciation Method in which an equal amount of an asset's cost is considered an expense for each year of its useful life.
Strategic Plan A plan that is tightly tied to the organization's mission, vision, values and objectives, and depends heavily on high-level coordination and influences management to achieve their goals.
Strategy Action plan to set the direction for the coordinated use of resources through programs, projects, policies, procedures, and organizational design and establishment of performance standards.
Strengths- Weaknesses-Opportunities-Threats (SW OT) Analysis Analysis used to determine where to apply special efforts to achieve desired outcomes. Entails listing:
(1) strengths and how best to take advantage of them;
(2) weaknesses and how to minimize their impacts;
(3) opportunities presented by the project and how best to take advantage of them; and
(4) threats and how to deal with them.
Strong Matrix Organizational structure in which the balance of power over resources shifts from the functional managers to the project manager, and the project manager has greater decision-making influence. See also weak matrix.
Structured Walkthrough Systematic, comprehensive review of the requirements, design, or implementation of a system by a group of qualified experts.
Subnet Subdivision of a project network diagram generally representing some form of subproject. Also called sub network or fragnet.
Sub-process A set of related activities and tasks within a process.
Sub-project Component of a project; often contracted out to an external enterprise or another functional unit in the performing organization.
Sub-task Portion of a task or work element.
Successor Activity Activity that starts after the start of a current activity.
Sunk Costs Costs that once expended can never be recovered or salvaged. Current thinking strongly suggests that sunk costs should not be considered a factor in deciding whether to terminate a project or allow it to continue to the next phase.
Support Staff Individuals who provide assistance to the project team in areas, such as financial tracking and project administration.
Swimlane Modeling Maps processes and organizations.
SWAG Scientific (Silly) Wild A** Guess. A rough order of magnitude estimate given as a best guess by someone asked to give an estimate with very limited information about the work to be performed. A "SWAG" estimate can be expected to be off by, as much as, plus or minus fifty percent. For example a project estimated to take four months, may be completed in as little as two months or as much as six months.
System Architecture Manner in which hardware or software is structured, that is, how the system or program is constructed, how its components fit together, and what protocols and interfaces are used for communication and cooperation among the components, including human interaction.
System Design Translation of customer requirements into comprehensive, detailed functional, performance, or design specifications, which are then used to construct the specific solution.
System Environment The hardware and software platforms including development tools and databases, as well as the shop standards and styles, in which the system exists.
System Interface The services, system, or mechanisms that a business system uses to gather or provide information. The source varies from external systems services or information repositories, or the internal data source which is managed by the business system.
System Interfaces Physical interfaces among connecting parts of a system, or performance interfaces among various functional or product subsystems.
System Life Period of time that begins when an information technology application is installed and ends when the users' need for it disappears.
System Lifecycle The sequential major time periods through which any system passes.
System Management Systems management is the management of the information technology systems in an enterprise.  This includes purchasing of equipment and software, distributing it to where it is to be used, configuring it, maintaining it with enhancement and service updates, setting up problem-handling processes, and determining whether objectives are being met.
System Requirement A condition or capability that must be met or possessed by a system to satisfy a condition or capability needed by a users.
System Requirements Specification (SyRS)  Developed by the project to describe the business and system requirements based on the user/sponsor needs. The SyRS is included or referenced in the RFP and forms the basis for the system. The prime contractor further refines the requirements in their Software Requirements Specification and resulting design documents.
System Test Summary Report This report describes how test activities were performed and a summary of the results of the test. The report should provide a clear picture of what tests were performed, what types of problems were found, the severity of problems found, how the problems were resolved (or what is currently being done to resolve them), and if the system was sufficiently tested to provide confidence that the system is ready for the next phase.
System Testing When a new or modified object is processed in combination with other objects to insure it works as part of the complete system.
Systems/Applications A group of related components that interact to perform a task.
Table A set of data elements (values) that is organized using a model of vertical columns (which are identified by their field name) and horizontal rows (records).
Target Date (1) Date an activity is planned to start or end.
(2) Date generated by the initial CPM schedule operation and resource allocation process.
Task Well-defined component of project work; a discrete work item. There are usually multiple tasks for one activity. See also activity
Task Definition Unique description of each project work division.
Task Type Identification of a task by resource requirement, responsibility, discipline, jurisdiction, function, or any other characteristic used to categorize it.
Team Building (1) Planned and deliberate process of encouraging effective working relationships while diminishing difficulties or roadblocks that interfere with the team's competence and resourcefulness.
(2) Process of influencing a group of diverse people, each with individualized goals, needs, and perspectives, to work together effectively for the good of the project.
Team Building Activities Management and individual actions undertaken specifically and primarily to improve team performance.
Team Development (1) Development of individual and group skills to improve project performance.
(2) Enhancement of stakeholders' ability to contribute as individuals and to function as a team.
Technical Committee A committee that administers the technical aspects of the project.
Technical Complexity  This represents the technical difficulty or risk associated with a particular business issue or opportunity that is driving a need for change.
Technical Project Leader Person who serves primarily as the senior technical consultant on a team.
Technical Quality Support Provision of technical training and expertise from one or more support groups to a project in a timely manner.
Technical Reference Model Is a framework to describe how standards and technologies support the secure delivery, exchange, and construction of Service Components.
Technical Requirements Description of the features of the deliverable in detailed technical terms to provide project team members with crucial guidance on what needs to be done on the project.
Technical Team A team that provides help in specific technologies.
Technical Walkthrough A thorough review of the object, using the detail specifications, test plan, test results, and shop standards, to ensure that the object construction is sound and meets the design.
Technique Skilled means to an end.
Technology Scan Scan of the enterprise to determine the use of existing or proposed Product and Compliance Components throughout the State.
Technology Trends Widely recognized forces or patterns of change that can be used to infer or predict the future of technolgoy.
Template A guideline for a document outline and its contents. A template is used to record the work activities, discussions, findings, and specification to help achieve a common understanding. In addition it is used to provide a consistent look and feel to the project documentation.
Templates Set of guidelines that provide sample outlines, forms, checklists, and other documents.
Templates Definition A guideline for a document outline and its contents. It is used to provide a consistent look and feel to the project documentation.
Test Plan Defining responsibilities, identifying test methodologies and phases, identifying the test environment throughout the project lifecycle.
Test Scripts A record of actions to be performed, expected results, and actual results used to test the effect of the modifications.
Test Strategy The Test Strategy is used to help the project office clarify expectations with the user and sponsor (and contractor) regarding their obligations in the testing and acceptance of the new system in the user environment. The prime contractor may also prepare a Master Test Plan (as part of the contract) that describes their approach to all testing phases and the activities for which they are responsible.
Theory W Management Approach to software project management in which the project manager tries to make winners of each party involved in the software process. Its subsidiary principals are "plan the flight and fly the plan" and "identify and manage your risks." Suggested by Barry Boehem.
Theory X Management Approach to managing people described by MacGregor. Based on the philosophy that people dislike work, will avoid it if they can, and are interested only in monetary gain from their labor. Accordingly, the Theory X manager will act in an authoritarian manner directing each activity of his or her staff.
Theory Y Management Approach to managing people described by MacGregor. Based on the philosophy that people will work best when they are properly rewarded and motivated, and that work is as natural as play or rest. Accordingly, the Theory Y manager will act in a generally supportive and understanding manner, providing encouragement and psychic rewards to his or her staff.
Theory Z Management Approach to managing people described by Arthur and Ouchi. Based on the philosophy that people need goals and objectives, motivation, standards, the right to make mistakes, and the right to participate in goal setting. More specifically, describes a Japanese system of management characterized by the employee's heavy involvement in management, which has been shown to result in higher productivity levels when compared to U.S. or western counterparts. Successful implementation requires a comprehensive system of organizational and sociological rewards. Its developers assert that it can be used in any situation with equal success. Also called participative management style.
Thomas-Kilmann Conflict Mode Instrument Questionnaire used to measure how much competing, collaborating, compromising, avoiding, and accommodating behavior is displayed in conflict situations. Examines the extent to which individuals focus on assertive versus cooperative behavior in work situations
Threshold Time, monetary unit, or resource level, placed on something, which is used as a guideline that, if exceeded, causes some type of management review to occur
Tiger Team Group of objective specialists, convened by management, who evaluates, assesses, and makes recommendations for resolving problems associated with a particular area of concern.
Tight Matrix Physical placement of project team members in one location.
Time Value Of Money Economic concept which purports that money available now is more valuable than the same amount of money at some point in the future due simply to its potential earning power, and not inflation as many believe. Used in calculating the present value of money for financial analysis as well as other purposes. See present value.
Time Variance Scheduled time for the work completed less the actual time.
Time-Limited Scheduling Scheduling activities so that the limits on resource use are not exceeded, unless those limits would push the project beyond its scheduled finish date. Activities may not begin later than their late start date, even if resource limits are exceeded. Should not be used on networks with negative total float time.
Timeline A schedule showing a planned order or sequence of events and procedures.
TOC See Theory of Constraints
Tolerance (1) Specific range in which a result is considered to be acceptable.
(2) Range of values above and below the estimated project cost, schedule, or performance within which the final value is likely to fall.
Tool Or Technique A tool or techniques is a method that aids in achieving a desired result. For example, an estimating technique aids in developing the estimate. A tool or technique is typically not the only way to obtain the desired result but is one recommended method.
Top-Down Estimating Cost estimating that begins with the top level of the WBS and then works down to successively lower levels. Also called analogous estimating.
Total Cost Sum of allowable direct and indirect costs that are allocable to the project and have been or will be incurred, less any allocable credits, plus any allocable costs of money.
Total Quality Management (TQM) (1) Approach used to achieve continuous improvement in an organization's processes and products.
(2) Common approach to implementing a quality improvement program within an organization.
(3) Philosophy and set of guiding principles that encourage employees to focus their attention on ways of improving effectiveness and efficiency in the organization.
Traceable The origin of each requirement is clear and can be traced backward to the stakeholder need forward to other products.
Traceability (1) Ability to trace the history, application, or location of an item or activity by means of recorded identification.
(2) Ease with which a project can be traced forward from specifications to the final deliverable or backward from the deliverable to the original specifications in a systematic way.
Trade-Off Giving up or accepting one advantage, or disadvantage, to gain another that has more value to the decision maker. For example, accepting the higher cost (a disadvantage) of a project because there will be more functionality (an advantage) in the delivered product.
Training Activities designed to increase the skills, knowledge, and capabilities of the project team.
Transformational Leadership Motivational approach to management based on the philosophy and practice of encouraging employees to achieve greater performance through inspirational leadership. Such an approach is thought to develop employee self-confidence and result in higher achievement goals.
Transition Support Plan This plan essentially serves as a final review prior to operations and maintenance and details the service/performance level agreement that all stakholders share.
Trend A general inclination or tendency. A prevailing direction.
Trend Analysis (1) Use of mathematical techniques to forecast future outcomes based on historical results. Often used to monitor technical, cost and schedule performance.
(2) Examination of project results over time to determine whether performance is improving or deteriorating.
Triangulation Estimating Triangulation estimating uses the premise that the most accurate estimate lies somewhere near the mean (average) of the most optimistic, most likely, and most pessimistic estimates.
Triple Constraint Term used to identify what is generally regarded as the three most important factors that a project manager needs to consider in any project: time, cost and scope (specifications). Typically represented as a triangle, each of these constraints, when changed, will impact one or both of the others. They do not exist in isolation. For example, if the scope of a project increases, generally time and cost will also increase.
Unacceptable Risk Exposure to risks that are significant enough to jeopardize an organization's strategy, present dangers to human lives, or represent a significant financial exposure, such that avoidance or mitigation is imperative.
Unallowable Cost Cost incurred by a contractor that is not chargeable to the project on which the contractor is working.
Unit Test A test of an object to see if remediation efforts were successful. The unit test does not test how well the object will work with the application and other applications.
Unmanageable Risk Risk for which it is impossible to reduce the likelihood of occurrence or amount at stake.
Update Revision reflecting the most current information on the project.
Useful Life Amount of time during which a product will provide a return or value to its owner or user.
User Ultimate customer for the product; the people who will actually use it.
User Requirements Specific product, service, or other business need that the project is intended to meet.
User Training Plan The User Training Plan describes the approach to training the system users. This plan includes the different types of training (staff, lead, manager, administrator), the specific courses and course materials, the training approach, and how training effectiveness will be measured and addressed. This plan may be developed by the prime contractor or the project office.
Validation Evaluation of a product against its specified requirements
Validation Of Requirements A review of requirements to confirm that the written definition clearly defines the intended use. Answers the question: Are we building the right product ?
Value-added Activities or steps that add or change a product or service as the process develops. These are activities or steps the customer views as important.
Variable Cost Unit of cost that varies with production quantity, such as material or direct labor required to complete a product or project.
Variance Actual or potential deviation from an intended or budgeted amount or plan. Difference between a plan and actual time, cost, or performance.
Variance Analysis Comparison of actual project results to planned or expected results.
Variance At Completion (VAC) In the earned value method, the difference between the BAC and the EAC (VAC=BAC-EAC).
Variance Threshold Predetermined cost, schedule, or performance parameter that, when realized causes an action. For example, the project's cost-schedule variance threshold may be set at 20%, so that any variance greater than 20% would require an action, such as reporting the even to senior management, holding a project review, or redefining the project's scope.
Vendor Distributors of commonly available goods or services when requirements and specifications are well defined.
Verifiable Requirement A requirement stated in measureable terms and quantified in a manner that can be determined by inspection, analysis, demonstration, or testing.
Verification of Requirements A review of work products to ensure that they meet the specified requirements. Answers the question: are we building the product right?
Virtual Team Project team that is not physically co-located and whose interaction occurs primarily through electronic networks such as the internet, intranet, or other configurations to ensure a team environment is established and maintained.
Vision In the earned value method, the difference between the BAC and the EAC (VAC=BAC-EAC).
Vision Statement

A statement that captures the long-term picture of what the organization wants to become. A vision statement must be inspirational, memorable and reflect the desires of those with vested interests. An example would be, "To be recognized for leadership, innovation and excellence in improving the health of individuals and populations."

 
WAG Wild A** Guess. A rough order of magnitude estimate given as a best guess by someone asked to give an estimate with very limited information about the work to be performed. A "WAG" estimate can be expected to be off by, as much as, plus or minus fifty percent. For example a project estimated to take four months, may be completed in as little as two months or as much as six months.
Waiver Intentional or voluntary relinquishment of a known right or conduct that warrants an inference that the right has been relinquished. Under the doctrine of waiver, a party can relinquish rights he or she has under the contract. For example, the right to strict performance is waived if the contractor delivers incomplete or defective products or delivers after the scheduled date and the project manager does not object or demand that the defects be corrected.
Walk-through (1) A peer review and examination of the requirements, design or implementation of a project by qualified experts to ensure that the project objectives will be met.
(2) Process used by software developers whereby a group of knowledgeable peers mentally step through the design and logic flow of a program with test cases to identify errors and inconsistencies.
(3) Rehearsal of an operational procedure by stimulating the execution of all its steps except those that are high risk or prohibitively expensive.
WBS Dictionary Collection of work package descriptions that includes, among other things, planning information such as schedule dates, cost budgets, and staff assignments.
WBS Index List of WBS elements set up by indenture.
Weak Matrix Organizational structure in which the balance of power over project resources shifts in the direction of the functional manager, and the project manager has less decision-making influence and authority. See also strong matrix.
What-If Analysis Process of evaluating alternative strategies, by changing certain variables and assumptions to predict the outcome of considering such changes.
Win-Lose Outcome of conflict resolution that typically makes use of the power available to each party and treats conflict as a zero-sum game.
Win-Win Outcome of conflict resolution that results in both parties being better off. Focuses on the objectives of both parties and the ways to meet those objectives while resolving the issue at hand.
Withdrawing See conflict resolution
Work Acceptance Work is considered accepted when it is conducted, documented, and verified according to acceptance criteria provided in the technical specifications and contract documents.
Work Authorization Permission for specific work to be performed during a specific period; generally used in cases where work is to be performed in segments because of technical or funding limitations. See also work release.
WBS (Work Breakdown Structure) A deliverable-oriented grouping of project elements, which organizes and defines the total scope of the project. Each descending level provides a more detailed description of a project element. It is the definition of the work scope.
Work Plans Detailed descriptions of work activities performed by the project office in carrying out the duties of the project office. The work plans are derived from and traceable to the WBS elements, include interfaces from the prime contractor schedule, county schedules, and form the basis for network diagramming, critical path analysis, and the creation of the master project schedule.
Work Product Any artifact created as part of defining, maintaining, or using a software process, including process descriptions, plans, procedures, computer programs, and associated documentation, which may or may bot be intended for delivery to a customer or end user.  An item (usually a document or software) produced by the project office.
Any final or intermediate product, service or result of a process or activity.
Workflow Activities or steps that add or change a product or service as the process develops. These are activities or steps the customer views as important.
ZD Unit of cost that varies with production quantity, such as material or direct labor required to complete a product or project.
Zero Defect (ZD) Quality standard, first articulated by Philip Crosby, that asserts that nothing less than 100 percent quality should be the goal of an organization.
Zero Variance Situation in which the planned date or cost is equal to the actual date or cost of any activity or project. This is a rare event in most projects.
 
 
Page updated: August 05, 2009

Click here to go to the Oregon Dept. of Veterans' Affairs outreach contact form

Text Only | State Directories | Agencies A to Z | Site Map | About Oregon.gov | Oregon.gov|
File Formats | Oregon Administrative Rules | Oregon Revised Statutes | Privacy Policy | Web Site Feedback|

Get Adobe Acrobat ReaderAdobe Reader is required to view PDF files. Click the "Get Adobe Reader" image to get a free download of the reader from Adobe.