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| actual cost of work performed |
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| budgeted cost of work schedualed |
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| critical parth methodology |
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| failure mode and effect analysis |
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| fixed price with economic price adjustment |
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| fixed price incentive fee |
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| organizational breakdown structure |
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| precedence diagramming method |
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| Project Managment Body of Knowledge |
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| project managment information system |
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| Project Managment Professional |
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| responsible,accountable,consult,and inform |
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| responsable assignment matrix |
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| schedual performance index |
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| strenths,weakness,opportunities, and threats |
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| Those criteria, including performance requirements and essential conditions,which must be met before deliverables are accepted. |
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| [Process] The process of confirming human resource avalability and obtaining the team necessary to complete project assignments |
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| A component of work performed during the course of a project. |
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| [Output/Input] Multiple attributes associated with each schedual activity that can be included within the activity list. Activity attributes include activity codes, predecessor activities, successor activitie, logical relationships,leads and lags, resource requirements, imposed dates, constraintes, and assumptions. |
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| One or more numerical or test values that identify characteristics of the work or is some way categorise the schedule activity that allows filtering and ordering of activities within reports |
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| The time in calander units between the start and finish of a schedule activity. See also duration. |
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| A short unique numeric or text identification assigned to each schedule activity to differentiate that project activity from other activities. Typically unique within anyone project schedual network diagram. |
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| [Output/Input] A document tabulation of schedule activities that shows the activity description, activity identifier, and a sufficient detailed scope of work description so project team memebers understand what work is to be performed. |
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| Total costs actually incurred and recorded in accomplishing work performed during a given time period for a schedule activity or work breakdown structure component. Actual cost can sometimes be direct labor hours alone, direct costs alone, or all costs including indirect costs. Also referred to as the actual cost of work performed (ACWP). See also earned value managment and earned value technique |
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| Actual Cost of Work Performed |
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| Total costs actually incurred and recorded in accomplishing work performed during a given time period for a schedule activity or work breakdown structure component. Actual cost can sometimes be direct labor hours alone, direct costs alone, or all costs including indirect costs. Also referred to as the actual cost of work performed |
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| The time in calander units between the actual start date of the schedule activity and either the data date of the project schedule activity is in progress or the actual finish date if the schedule activity is complete |
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| [Process] The process of managing procurment relationships, monitoring performance, and making changes and corrections as needed. |
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| [Technique] An estimating technique that uses the values of parameters, such as scope, cost, budget, and duration or measures of scale such as size, weight, and complexity from a previos similar activity as the basis for estimating the same parameter or measure for a future activity. |
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| A category of project that have common components significant in such projects, but are not needed or present in all projects. Application areas are usually defined in terms of either the product or the type of customer or industry sector. Application areas can overlap. |
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| [Output/Input]. A change request that has been processed through the integrated change control process and approved. |
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| Assuptions are factors that, for planning purposes, are considered to be true, real, or certain without proof or demonstration |
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| [Technique] A technique that explores the accuracy of assumptions and identifies risks to the project from inaccuracy, inconsistency, or incompleteness of assumptions. |
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| The right to apply project resources, expend funds, make decisions, or give approvals. |
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| The calculation of late finish dates and late start dates for the uncompleted portions of all schedule activities. Determined by working backwards through the schedule network logic from the projects end date. |
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| An approved plan for a project, plus or minus approved changes. It is compared to actual performance to determine if performance is within acceptable variance thresholds. Generally refers to the current baseline, but may refer to the origional or some other baseline. Usually used with a modifier( e.g schedual baseline, performance measurement baseline, technical baseline) |
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| [Technique] A method of estimating a component of work. The work is decomposed into more detail. An estimate is prepared of what is needed to meet the requierments of each of the lower, more detailed pieces of work, and these estimates are then aggregated into a total quantity for the component of work. The accuracy of bottom-up estimating is driven by the size and complexity of the work identified at the lower levels. |
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