PMI

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PMI

10 questions/day

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1) Human Resource Management Plan

A component of the project or program management plan that describes the roles and responsibilities, reporting relationships, and staff management. See also project management plan, and staffing management plan.

2) Issue

A threat that has occurred. See also opportunity, risk, and threat..

3) Lag

The amount of time whereby a successor activity will be delayed with respect to a predecessor activity. See also lead.

4) Late Finish Date
In the critical path method, the latest possible point in time when the uncompleted portions of a schedule activity can finish based on the schedule network logic, the project completion date, and any schedule constraints. See also early finish date, early start date, late start date, and schedule network analysis.

5) Late Start Date

In the critical path method, the latest possible point in time when the uncompleted portions of a schedule activity can start based on the schedule network logic, the project completion date, and any schedule constraints. See also early finish date, late finish date, early start date, and schedule network analysis.

6) Lead

The amount of time whereby a successor activity can be advanced with respect to a predecessor activity. See also lag.

7) Lessons Learned

The knowledge gained during a project which shows how project events were addressed or should be addressed in the future for the purpose of improving future performance.

8)Level of Effort
An activity that does not produce definitive end products and is measured by the passage of time. [Note: Level of effort is one of three earned value management (EVM) types of activities used to measure work performance.] See also apportioned effort and discrete effort.

9) Logical Relationship
A dependency between two activities or between an activity and a milestone. See also finish-to-finish, finish-to-start, start-to-finish, and start-to-start.

10) Management Reserve
Time or money that management sets aside in addition to the schedule or cost baseline and releases for unforeseen work that is within the scope of the project. See also contingency reserve and project budget.





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1/10/17


1) Change Control

A process whereby modifications to documents, deliverables, or baselines associated with the project are identified, documented, approved, or rejected. See also change control board and change control system.

2) Change Control Board

A formally chartered group responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project, and for recording and communicating such decisions. See also change control and change control system.


3)Change Control System

A set of procedures that describes how modifications to the project deliverables and documentation are managed and controlled. See also change control and change control board.

4) Change Request

A formal proposal to modify any document, deliverable, or baseline.


5) Code of Accounts

A numbering system used to uniquely identify each component of the work breakdown structure.


6) Communications Management Plan

A component of the project, program, or portfolio management plan that describes how, when, and by whom information will be administered and disseminated. See also project management plan.

7) Configuration Management System

A collection of procedures used to track project artifacts and monitor and control changes to these artifacts.

8) Constraint

A limiting factor that affects the execution of a project, program, portfolio, or process.

9) Contingency Plan

A document describing actions that the project team can take if predetermined trigger conditions occur.

10) Contingency Reserve

Time or money allocated in the schedule or cost baseline for known risks with active response strategies. See also management reserve and project budget.

11) Control Account

A management control point where scope, budget, actual cost, and schedule are integrated and compared to earned value for performance measurement.

12) Corrective Action
An intentional activity that realigns the performance of the project work with the project management plan. See also preventive action.


13) Cost Baseline
The approved version of work package cost estimates and contingency reserve that can be changed using formal change control procedures and is used as the basis for comparison to actual results. See also baseline, performance measurement baseline, schedule baseline, and scope baseline.

14) Cost Management Plan
A component of a project or program management plan that describes how costs will be planned, structured, and controlled. See also project management plan.

15) Cost Performance Index (CPI)

A measure of the cost efficiency of budgeted resources expressed as the ratio of earned value to actual cost. See also schedule performance index (SPI).

16)  Cost Variance (CV)
The amount of budget deficit or surplus at a given point in time, expressed as the difference between the earned value and the actual cost. See also schedule variance (SV).

17) Crashing

A schedule compression technique used to shorten the schedule duration for the least incremental cost by adding resources.See also fast tracking and schedule compression.

18) Critical Chain Method

A schedule method that allows the project team to place buffers on any project schedule path to account for limited resources and project uncertainties.


19) Critical Path


The sequence of activities that represents the longest path through a project, which determines the shortest possible duration. See also critical path activity and critical path method.

20) Critical Path Activity

Any activity on the critical path in a project schedule. See also critical path and critical path method.

21) Critical Path Method

A method used to estimate the minimum project duration and determine the amount of scheduling flexibility on the logical network paths within the schedule model. See also critical path and critical path activity.