Project management is the discipline of planning, organizing, and executing tasks and resources to achieve specific objectives within a defined timeline. It involves various processes, methodologies, and tools to ensure project success. To effectively communicate and collaborate in project management, it is crucial to have a common understanding of the terminology used. This article provides a comprehensive glossary of project management terms, their definitions, and the benefits of having such a resource.
What is Project Management?
Project management involves organizing and coordinating activities to achieve specific goals within a set timeframe. To understand project management, it’s essential to clarify what a project is and the principles of management.
According to the Project Management Institute (PMI), a project is “a temporary endeavor undertaken to create a unique result.” This result can take various forms, such as a product, service, document, capability, deliverable, or outcome.
The temporary nature of a project implies that it has a clear start and end, while uniqueness refers to elements that distinguish it from routine or repetitive tasks. Uniqueness in a project can manifest in different ways.
Projects can be unique in different ways. For example, they might bring together people or organizations that haven’t worked together. They might involve new and different components, locations, or people affected by the project. Some examples of projects include upgrading a network system over a weekend, constructing a building, or developing a new medicine. In all these cases, there is a clear beginning and end, and they have distinct features that make them different from ongoing operations.
Management, refers to organizing and coordinating activities to achieve specific goals. Project management involves applying knowledge, skills, tools, and techniques to project activities in order to meet the project requirements.
The main goal is to achieve project success by meeting objectives related to scope, schedule, cost, quality, risk, and other important factors.
Commonly Used Terms in Project Management
Abandoned Project
A project in which inadequate handoff or transition on the project deliverables occurs. Read More
Acceptance Criteria
Pre-established standards or requirements that a product, service, or process must meet. Read More
Accountability
Refers to being responsible for decisions associated with a project or task Read More
Action Item
A task that needs to be completed
Ad Hoc Tasks
Tasks that are developed or used for a unique and immediate purpose, that wasn’t previously planned.
Adaptation
Adjusting project, product, or processes to minimize any further deviation or issues; one of the three pillars of Scrum
Adoption
Refers to how the customer uses and adapts a product or service without any issues
Adoption Metrics
Metrics that indicate whether or not a product, service, or process is accepted and used
Aggregate Planning
A planning strategy that uses demand forecasts to manage project activity, scheduling, and planning between three and 18 months in advance in order to efficiently acquire or assign the necessary resources and people.
Agile
A project management approach in which project phases overlap and tasks are completed in iterations
Agile Crystal
The crystal agile methodology places emphasis on individuals over procedures and tools used so teams can discover their answers rather than be restricted by rigid methods. This agile approach is often used for product development.
Agile Manifesto
A collection of four values and 12 principles that define the mindset that all Agile teams should strive for
Agile Project Management
An approach to project and team management that embodies “agility” based on the Agile Manifesto
Agile Transformation
The process of transitioning an entire team or organization to use a reactive approach based on agile principles.
Air Cover
Support for and protection of a team in the face of out-of-scope requests or criticism from leadership
Alignment
Reaching agreement between two or more parties
Ambiguity
A state where conditions and root causes of events or circumstances are unclear, leading to the possibility of misunderstanding
Analogous Estimating
A technique that gathers information and data from similar projects to create a cost estimate, usually because there is limited information about the current project. It requires expert judgment in order to determine the reusability of the data.
Arrow Diagram
A chart used to show the required sequence of tasks in a project or process, such as the best schedule for the entire project as well as potential scheduling and resource problems and their solutions.
Artifact
A project management document
Asana
A work management platform that helps teams plan and coordinate their work; useful for building project plans, assigning tasks, automating workflows, tracking progress, and communicating with stakeholders
Authority
Refers to one’s ability to make decisions for the project that impact the organization
Backlog Refinement
The act of keeping the Backlog prioritized, estimated, and described so the Scrum Team can operate effectively
Backward Pass
Refers to starting with a final task or milestone and moving backwards through the schedule to determine the shortest path
Bad Compromise
A situation that occurs when two parties settle on a so-called solution but the end product still suffers
Bar Chart
A type of chart that uses color and length to compare categories in a data set; useful for comparing values
Baseline
The approved version of a work product, is used as a basis for. comparison with actual results. In other words it serves as a reference point comprised as a project’s actual performance is compared, and is used to track and measure progress, identify variances from the plan, and take corrective action as needed to keep the project on track.
BCWP (Budgeted Cost of Work Performed)
The cost of work that has actually been accomplished or completed to date. It can be used to reflect the entire project, individual task, or work packages and is compared against the Actual Cost of Work Performed (ACWP).
Benefits Management
Starting a project by identifying, planning, measuring and tracking benefits until delivery. It aims to make sure that the desired goals or outcomes are specific, measurable, agreed upon, realistic and time-bound.
Benefits Realization
Benefits realization is the process of identifying, planning, managing, and measuring the realization of the benefits defined in the business case. It is one of the ten knowledge areas in the Project Management Body of Knowledge (PMBOK) 7th edition. It is the process of ensuring that the project’s outcomes are aligned with the organization’s strategic objectives and that the benefits of the project are realized in a timely and effective manner.
Beta Distribution (PERT)
A three-point estimation formula that takes into account that the “most likely” case is more likely to occur, so it gives it more weight
Bottleneck
The impact of a project stage that delays or stalls related tasks and dependencies. Project management bottlenecks decrease the pace and sometimes the capacity of a workflow or project.
Bottom-up Approach
Thinking about all the parts of a project from the beginning to the end–including making a list of anything that comes with an associated cost–and adding all of it together
Bottom-up Estimating
This calculation computes total time and cost estimates for projects by preparing individual estimates for each of a project’s activities and adding them together. Bottom-up estimating is considered the most accurate estimation technique. (See also analytical estimating)
Budget
An estimate of the amount of money a project will cost to complete. OR The estimated monetary resources needed to achieve the project’s goals and objectives OR An estimate of the amount of money allocated to
Budget Pre-allocation
A situation where a budget is set before the project begins
Budget Risk
The possibility that the costs of a project will increase due to poor planning or expanding the project’s scope
Buffer
Extra time added to the end of a task or project to account for unexpected slowdowns or delays in work progress
Bug
A bug refers to a technical issue or defect that occurs within a project’s deliverables or the software/system being developed as part of the project. Bugs can be errors, malfunctions, or unexpected behaviors that deviate from the intended functionality or specifications.
Burndown Chart
Burn charts, such as a burnup or burndown charts, can show project team velocity. Velocity measures the productivity rate at which the deliverables are produced, validated, and accepted within a predefined interval. A burndown chart can show the number of story points remaining or the amount of risk exposure that has been reduced.
Burnup Chart
A burnup chart can track the amount of work done compared to the expected work that should be done.
Business Agility
Refers to incorporating Agile principles into the wide sphere of management. Business agility is the ability of an organization to sense, respond and adapt to changes in the internal and external environment, quickly and effectively, to remain competitive and create value for customers and stakeholders.
Business Case
The reason for initiating a project. A business case is a document that outlines the rationale for a proposed business venture or project. It typically includes a detailed analysis of the potential costs, benefits, and risks associated with the project, and is used to help decision-makers determine whether or not to move forward with the proposed venture.
Business Forecasting
The process of making predictions or assumptions around possible project outcomes through the analysis of historical project data in addition to predicted future performances.
Business Need
Business provides the rationale for the project, explaining why the project is undertaken. It originates with the preliminary business requirements, which are reflected in the project charter or other authorizing document. It provides details about the business goals and objectives. The business need may be intended for the performing organization, a client organization, a partnership of organizations, or public welfare. A clear statement of the business need helps the project team understand the business drivers for the future state and allows the project team to identify opportunities or problems to increase the potential value from the project outcome.
Business Process Management (BPM)
Any combination of methods used to manage a company’s business processes through discovery, modeling, analysis, measurements, optimization, and automation.
Capacity
The amount of work that the people or resources assigned to the project can reasonably complete in a set period of time
Capacity Planning
Refers to the act of allocating people and resources to project tasks and determining whether the necessary resources required to complete the work on time have been acquired
CAPEX
Capital expenses; refers to expenses which businesses incur to create a benefit in the future
Cause-and-Effect Diagram
A visual that shows the possible causes of an event or risk; also known as a fishbone diagram
Change Agent
A person from inside an organization who helps the organization transform by focusing on improving organizational effectiveness and development
Change Control Board
A formal and rigorous process to manage any changes to requirements
Change Management
The process of delivering a completed project and getting people to adopt it OR The process of getting people to adopt a new product, process, or value system
Change Request
A formal proposal to modify a document, deliverable, or baseline. In order to request changes to a finalized project management plan, individuals or teams submit a formal document called a change request. Change requests are usually reserved for significant changes because low-impact changes can be brought to the project manager.
Charter (Project Charter)
A document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.
Check Sheet
A tally sheet that can be used as a checklist when gathering data.
Classic Structure
An organizational structure with a traditional, top-down reporting hierarchy
Closing
The process(es) performed to formally complete or close a project, phase, or contract.
Coalition
A temporary alliance or partnering of individuals or groups in order to achieve a common purpose or to engage in a joint activity
Collaboration Tools
Tools used to quickly and efficiently check in with team members on questions, comments, and other topics related to a project
Communication Log
The document or system used to track all project-related communications. The project manager typically organizes and tracks what, who, when, and where relevant communication happened in addition to any outcomes as a result.
Communications Management Plan
A component of the project, program, or portfolio management plan that describes how, when, and by whom information about the project will be administered and disseminated.
Complexity
Refers to the high number of interrelated forces, issues, organizations, and factors that would influence a project
Confidence Level Rating
Confidence level rating is a measure used to express the level of confidence or certainty usually associated with an estimation.
Confirmation Bias
A type of cognitive bias that confirms preexisting beliefs or hypotheses.
Conflict Management
The important skills and practices of project managers who seek to solve problems, set goals, compromise, settle personality differences, and resolve conflicts related to teams. This is an essential part of a project manager’s training.
Conformance
The degree to which the results meet the set quality requirements.
Conger’s Four Steps
Refers to Jay A. Conger’s four-step approach to effectively persuade and influence another person to consider new ideas establish credibility, frame for common ground, provide evidence, and connect emotionally
Constraint
A limiting factor that affects the execution of a project, program, portfolio, or process.
Contingency
An event or occurrence that could affect the execution of the project, which may be accounted for with a reserve.
Contingency Budget
Money that is included to cover potentially unforeseen events that aren’t accounted for in a cost estimate
Contingency Plan
The alternative or extra course of action that is planned in anticipation of the specific risks that may arise.
Contingency Reserve
Time or money allocated in the schedule or cost baseline for known risks with active response strategies.
Continuous Delivery
The practice of delivering feature increments immediately to customers, often through the use of small batches of work and automation technology.
Continuous Integration and Continuous Refactoring
The Extreme Programming practice of merging product changes into a shared version several times a day in order to get quick feedback on the quality of the code or product
Contract
A mutually binding agreement that obligates the seller to provide the specified product, service, or result and obligates the buyer to pay for it.
Contract Work
Work done for a company by non-employees on a project-by-project basis
Control
The process of comparing actual performance with planned performance, analyzing variances, assessing trends to effect process improvements, evaluating possible alternatives, and recommending appropriate corrective action as needed.
Control Chart
A graphic display of process data over time and against established control limits, which has a centerline that assists in detecting a trend of plotted values toward either control limit
Corporate Governance
Corporate governance refers to the set of rules, practices, and processes that govern how projects are managed and controlled within an organization. It encompasses the structures, policies, and procedures that guide decision-making, accountability, and responsibility for project activities.
Cost Baseline
The approved version of the time-phased project budget, excluding any management reserves, which can be changed only through formal change control procedures and is used as a basis for comparison to actual results.
Cost Of Quality
Costs that are incurred to prevent issues with products, processes, or tasks
Cost Of Quality (CoQ)
All costs incurred over the life of the product by investment in preventing nonconformance to requirements, appraisal of the product or service for conformance to requirements, and failure to meet requirements.
Cost Of Quality (CoQ)
All costs incurred over the life of the product by investment in preventing nonconformance to requirements, appraisal of the product or service for conformance to requirements, and failure to meet requirements.
Cost Performance Index (CPI)
A measure of the cost efficiency of budgeted resources expressed as the ratio of earned value to actual cost.
Cost Plus Award Fee Contract (CPAF)
A category of contract that involves payments to the seller for all legitimate actual costs incurred for completed work, plus an award fee representing seller profit.
Cost Plus Fixed Fee Contract (CPFF)
A type of cost-reimbursable contract where the buyer reimburses the seller for the seller’s allowable costs (allowable costs are defined by the contract) plus a fixed amount of profit (fee).
Cost Plus Incentive Fee Contract (CPIF)
A type of cost-reimbursable contract where the buyer reimburses the seller for the seller’s allowable costs (allowable costs are defined by the contract), and the seller earns its profit if it meets defined performance criteria.
Cost Variance (CV)
The difference between the amount of budget expected to be spent on versus what is actually spent for work completed at a point in time
Cost-Benefit Analysis
A financial analysis method used to determine the benefits provided by a project against its costs. In other words, the process of adding up the expected value of a project—the benefits—and comparing them to the dollar costs
Cost-Reimbursable Contract
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. In other words, a type of contract involving payment to the seller for the seller’s actual costs, plus a fee typically representing the seller’s profit.
Crashing
A method used to shorten the schedule duration for the least incremental cost by adding resources.
Crisis Management
Applying targeted strategies that help an organization deal with a crisis — a sudden and significant negative event. A crisis can be a result of an unpredictable event or a consequence of some event with potential risk.
Critical Path
The sequence of activities that represents the longest path through a project, which determines the shortest possible duration. In other words, the list of project milestones that must be reached in order to meet the project goal on schedule, as well as the mandatory tasks that contribute to the completion of each milestone
Critical Path Method (CPM)
A method used to estimate the minimum project duration and determine the amount of schedule flexibility on the logical network paths within the schedule model.
Cross Teaming
Cross-teaming is the practice of having teams work together to reach a common goal. It’s sometimes called cross-functional collaboration or cross-team collaboration.
Cross-Functional Team
Team members who have different skill sets and may even work in different departments but are all working towards the successful completion of a project
Culture Mapping
A tool that can illustrate a company’s culture and how the company’s values, norms, and employee behavior may be affected by change
Cumulative Flow Diagram (CFD)
A chart indicating features completed over time, features in other states of development, and those in the backlog.
Cycle Time
The total elapsed time from the start of a particular activity or work item to its completion.
Cycle Time Chart
A diagram that shows the average cycle time of the work items completed over time.
Cynefin Framework
A framework used for measuring project complexity; pinpoints five sections of complexity that various projects may fall into obvious, complex, complicated, chaotic, and disorder
Daily Standup
A brief, daily collaboration meeting in which the team reviews progress from the previous day, declares intentions for the current day, and highlights any obstacles encountered or anticipated. (Timebox for daily standup is not more than 15 minutes)
Dashboard
A set of charts and graphs showing progress or performance against important measures of the project.
Data Analysis
The collection, transformation, and organization of data to draw conclusions, make predictions, and drive informed decision-making
Data Bias
A type of error that is influenced by one’s inherent beliefs
Data Ethics
The well-founded standards of right and wrong that dictate how data is collected, shared, and used
Data Gathering And Analysis Methods
Methods used to collect, assess, and evaluate data and information to gain a deeper understanding of a situation.
Data Privacy
The act of protecting a data subject’s information and activity any time a data transaction occurs
Data Validation
A feature that adds dropdown lists to cells in a spreadsheet
Data Visualization
A graphical representation of information to facilitate understanding
Data-driven Improvement Frameworks
Techniques used to make decisions based on actual data
Decision Log
This beneficial communication tool is used to inform stakeholders about how a decision was reached, options considered, and approvers involved. It serves to eliminate potential confusion and prevent unnecessary decision “churning.”
Decision Matrix
An organized list of values with rows and columns that analysts use to systematically identify, analyze, and rate the performance of the relationships between sets of values and information.
Decision Tree Analysis
A diagramming and calculation method for evaluating the implications of a chain of multiple options in the presence of uncertainty. In other words a flowchart that helps visualize the wider impact of a decision on the rest of a project
Decomposition Project Management
Decomposition refers to a method used for dividing and subdividing the project scope and project deliverables into smaller, more manageable parts. Project decomposition is the process of breaking down components of a large project into more manageable portions called deliverables. This process helps managers manage task assignments more easily while improving time management and workflow.
Definition of Done (DoD)
According to PMBOK; a checklist of all the criteria required to be met so that a deliverable can be considered ready for customer use. In other words, an agreed-upon set of items that must be completed before a project or user story can be considered complete.
Delegation
Assigning tasks to individuals or resources who can best complete the work
Deliverable
According to PMBOK; any unique and verifiable product, result, or capability to perform a service that is required to be produced to complete a process, phase, or project. In other words, a tangible outcome from a project; what gets produced or presented at the end of a task, event, or process
Delivery Performance Domain
The performance domain that addresses activities and functions associated with delivering the scope and quality that the project was undertaken to achieve.
Delphi Technique
A technique used to make decisions about complex issues based on individual opinions. In this method, a facilitator asks a group of experts to write their thoughts about a problem. The facilitator then compiles a summary report.
Dependability
Lorem ipsum dolor sit amet, consectetur adipiscing elit, sed do eiusmod tempor incididunt ut labore et dolore magna aliqua. Ut enim ad minim veniam, quis nostrud exercitation ullamco laboris nisi ut aliquip ex ea commodo consequat.
Dependency
A relationship between two project tasks, where the start or completion of one depends on the start or completion of the other
Dependency Graph
A visual representing the dependencies in the flow of work during a project
Dependency Management
The process of managing interrelated tasks and resources within a project to ensure that the overall project is completed successfully, on time, and on budget
Development Approach
A method used to create and evolve the product, service, or result during the project life cycle, such as a predictive, iterative, incremental, agile, or hybrid method.
Development Approach and Life Cycle Performance Domain
The performance domain that addresses activities and functions associated with the development approach, cadence, and life cycle phases of the project.
Development Team
In Scrum, the people who do the work to build the product; also called Developers
Deviation
Anything that alters the original course of action
DevOps
A collection of practices for creating a smooth flow of deliveries by improving collaboration between development and operations staff. ın other words, an organizational and cultural movement that aims to increase software delivery velocity, improve service reliability, and build shared ownership among software stakeholders
Disciplined Agile® Delivery (DAD)
Disciplined Agile® Delivery (DAD) is a people-first, learning-oriented hybrid agile approach to IT solution delivery. DAD addresses all aspects of the full delivery life cycle, supporting multiple ways of working (WoW) that can be tailored for the context that you face.
Discretionary Dependency
A relationship that is based on best practices or project preferences. In other words, dependencies that could occur on their own, but the team saw a need to make those dependencies reliant on one another
Divergent Thinking
Using no-holds-barred, creative brainstorming when looking for a solution to a problem instead of necessarily going “by the book.
DMAIC
A strategy for process improvement; refers to the five phases in the Lean Six Sigma approach define, measure, analyze, improve, and control
Domain Knowledge
Knowledge of a specific industry, topic, or activity
Duration
The total number of work periods required to complete an activity or work breakdown
structure component, expressed in hours, days, or weeks. Contrast with effort.
Earliest Start Date
In the critical path method, the earliest possible date on which a task (or the project itself) can begin
Earned Value (EV)
The measure of work performed expressed in terms of the budget authorized for that work.
Earned Value Analysis (EVA)
An analysis method that uses a set of measures associated with scope, schedule, and cost to determine the cost and schedule performance of a project.
Earned Value Management (EVM)
A project management methodology that brings together factors like schedule, costs, and scope to measure project performance. Using planned and actual values, EVM seeks to anticipate the future and enables project managers to make adjustments.
Edge Case
Rare outliers that the original requirements of the project didn’t account for; deals with the extreme maximums and minimums of parameters
Effort
The number of labor units required to complete a schedule activity or work breakdown structure component, often expressed in hours, days, or weeks. Contrast with duration.
Effort Estimation
A prediction of the amount and difficulty of active work required to complete a task
Empiricism
The idea that true knowledge comes from actual, lived experience
Engagement
Refers to how often or meaningful customer interaction and participation is over time
Engagement Metrics
Metrics that indicate the degree to which a product or service is used—the frequency of use, amount of time spent using it, and the range of use
Enterprise Environmental Factors (EEF)
Conditions, not under the immediate control of the team, that influence, constrain, or direct the project, program, or portfolio.
Enterprise Resource Planning
Also known as ERP, this management methodology builds on the theory that an enterprise can maximize its returns if they maximize the use of its fixed resource supply.
Epic and User Stories
Epics are an essential concept to understand in Agile methodology, and can help streamline your project management process.
Epics and user stories are both components of Agile project management.
User stories are short descriptions of deliverables from the perspective of the user.
User stories are made up of three different elements. These elements might have a few different formats, but the most common is:
“As a <user role>, I want this <action> so that I can get this <value.>”
An Epic is a large, related body of work that hierarchically organizes a set of requirements and delivers specific business outcomes.
Simply epics are a collection of related user stories.
Escalation
The process of enlisting the help of higher-level project leadership or management to remove an obstacle, clarify or reinforce priorities, and validate next steps
Estimate
A quantitative assessment of the likely amount or outcome of a variable, such as project
costs, resources, effort, or durations.
Estimate At Completion (EAC)
The expectation of total costs at the end of a project at present. The EAC represents the final project cost relative to the costs incurred to date and the predicted costs to complete the project. In contrast, BAC (budget at completion) is the approved spend for a project.
Estimate To Complete (ETC)
The expected cost to finish all the remaining project work.
Executing
Completing the tasks necessary to achieve the project goals
Expected Monetary Value (EMV)
The estimated value of an outcome expressed in monetary terms. The expected monetary value equation is as follows: EMV = Probability x Impact.
External Dependency
A relationship between project activities and non-project activities. Asks that are reliant on outside factors, like regulatory agencies or other projects
Extreme Programming (XP)
A methodology that aims to improve product quality and the ability to respond to changing customer needs; takes best practices for the development process to extreme levels
Fallback Plan
A predetermined alternative course of action that is adopted if a risk occurs in addition to failure of the contingency plan.
Fast Tracking
A schedule compression method in which activities or phases normally done in sequence are performed in parallel for at least a portion of their duration.
Feasibility Study
An evaluation used to determine how likely a project is to be completed effectively and to assess its practicality while taking into account resources and requirements.
Feature
A set of related requirements or functionalities that provides value to an organization.
Feedback Mechanism
A tool that can capture input from stakeholders, such as a survey
Finish-to-finish (FF)
In this type of dependency relationship, the first task must be completed before the second task can be completed
Finish-to-start (FS)
In this type of dependency relationship, the first task must be completed before the second task can start
Firm Fixed Price Contract (FFP)
A type of fixed-price contract where the buyer pays the seller a set amount (as defined by the contract), regardless of the seller’s costs.
Fishbone Diagram
A visual that shows the possible causes of an event or risk; also known as a cause-and-effect diagram
Five Values Of Scrum
The core values that guide how Scrum Teams work and behave commitment, courage, focus, openness, and respect
Fixed Contract
A contract that is paid for when certain milestones are reached
Fixed Costs
Costs that won’t change over the course of a project
Fixed Duration
A type of activity where the length of time required to complete the activity remains constant regardless of the number of people or resources assigned to the activity.
Fixed Price Incentive Fee Contract (FPIF)
A type of contract where the buyer pays the seller a set amount (as defined by the contract), and the seller can earn an additional amount if the seller meets defined performance criteria.
Fixed Price With Economic Price Adjustment Contract (FPEPA)
A fixed-price contract, but with a special provision allowing for predefined final adjustments to the contract price due to changed conditions, such as inflation changes, or cost increases (or decreases) for specific commodities.
Fixed Start Date
The date on which work on a task must start in order to achieve a goal
Fixed-price Contract
An agreement that sets the fee that will be paid for a defined scope of work regardless of the cost or effort to deliver it.
Float
The amount of time that can be waited to begin a task before it impacts the project schedule and threatens the project outcome
Float Management
This refers to the concept of managing the amount of time a specific task can be delayed before it causes a delay for the entire project delivery.
Flow
Lorem ipsum dolor sit amet, consectetur adipiscing elit, sed do eiusmod tempor incididunt ut labore et dolore magna aliqua. Ut enim ad minim veniam, quis nostrud exercitation ullamco laboris nisi ut aliquip ex ea commodo consequat.
Flowchart
A tool that can visualize a project’s development process
Force Majeure
An unforeseen circumstance that prevents someone from fulfilling a contract due to a major crisis
Forecast
An estimate or prediction of conditions and events in the project’s future based on information and knowledge available at the time of the forecast. Basically, it is also known as a cost estimate or prediction over a period of time
Forward Pass
Refers to starting at the beginning of a project task list and moving forward towards the end of the project
Forward Pass Project Management
A technique used to move through a project network diagram in order to understand the project’s duration and calculate the earliest day each task can begin and wrap up during a project.
Function
A feature that generates formulas which can be used to manipulate data and perform calculations in a spreadsheet
Function Point
An estimate of the amount of business functionality in an information system, used to calculate the functional size measurement of a software system.
Functional Manager
The leader of a department in a functional (Classic) organization
Functional Organizations
An organization divided into departments based on function; also called a Classic organization
Gantt Chart
A horizontal bar chart that illustrates a project’s tasks, with clear breakdowns of who’s responsible for the work and when those tasks are due. It is useful for staying on schedule; ideal for projects with many dependencies and larger project teams.
Gold Plating
When a project management or team member decides to add a feature or service to a project that either management and/or the client hasn’t requested.
Good Product Hygiene
Refers to compiling all links and documentation into one place for historical purposes
Governance
The framework for directing and enabling an organization through its established
policies, practices, and other relevant documentation. In other words; the management framework within which decisions are made and accountability and responsibility are determined
Hierarchy Chart
A chart that begins with high-level information that is progressively decomposed into lower levels of detail.
High-level Risk
A risk that is serious and can affect the overall success of a project; requires direct communication with stakeholders to go over plans to mitigate and address
Histogram
A bar chart that shows the graphical representation of numerical data
Hybrid Approach
A combination of two or more agile and nonagile elements, having a nonagile
end result.
I.N.V.E.S.T
Acronym for the criteria each user story should meet; stands for independent, negotiable, valuable, estimable, small, and testable. Read More
Impact
The damage a risk could cause, if it occurs; determined on a scale of high, medium, or low OR The belief that the results of one’s work matter and create change
Impact Mapping
A strategic planning method that serves as a visual roadmap for the organization
during product development.
Impact Report
A presentation guided by a deck or slideshow that shows key stakeholders others the value that’s been added by the project OR A presentation guided by a deck or slideshow that shows key stakeholders the value that’s been added by the project Read More
Impediment
An obstacle that prevents the team from achieving its objectives. Also known
as a blocker.
In-scope
Tasks that are included in the project plan and contribute to the project’s goal
Inclusive Leadership
A form of leadership where everyone’s unique identity, background, and experiences are respected, valued, and integrated into how the team operates
Inclusivity
The practice or policy of including people who might otherwise be excluded or marginalized
Incremental
Describes work that is divided into smaller chunks that build on one another
Incremental Approach
An adaptive development approach in which the deliverable is produced successively, adding functionality until the deliverable contains the necessary and sufficient capability to be considered complete
Indefinite Delivery Indefinite Quantity (IDIQ)
A contract that provides for an indefinite quantity of goods or services, with a stated lower and upper limit, within a fixed time period.
Indirect Costs
Costs that can’t be linked directly to a project
Influence
Measures how much power a stakeholder has and how much the stakeholder’s actions affect the project outcome OR Refers to how much power a stakeholder has and how much their actions affect the project outcome
Influence Diagram
A graphical representation of situations showing causal influences, time ordering of events, and other relationships among variables and outcomes.
Influencing
The ability to alter another person’s thinking or behaviors
Influencer
Someone who is able to lead and influence others to change their behaviors, hearts, and minds to produce meaningful, sustainable results
Influencing Without Authority
Refers to a project manager’s ability to guide teammates to complete their assigned work without acting as their direct managers
Information
An organizational source of power that refers to one’s level of access and control over information
Information Radiator
A visible, physical display that provides information to the rest of the organization, enabling timely knowledge sharing.
Inherent Risk
The measure of a risk, calculated by its probability and impact
Initiating Process Group
Those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase.
Initiation
The project phase that is the launchpad for the entire project; project goals, deliverables, resources, budget, and people are identified at this stage
Inspection
A timely check toward the outcome of a Sprint Goal to detect undesirable variances; one of the three pillars of Scrum
Intangible Benefits
Gains that are not measurable or quantifiable, such as customer or employee satisfaction or brand recognition
Intangible Costs
A cost that cannot easily be quantified, such as loss of employee morale or brand damage.
Integrated Master Plan
IMP is a project management tool for organizing the work of large, complex projects. It uses a hierarchical structure to arrange project tasks and events in a way that shows the relationships between them.
Interest
Refers to how much the needs of the stakeholder will be affected by project outcomes
Internal Dependency
A relationship between two or more project activities.
Interpretation Bias
A type of data bias that refers to the tendency to always interpret ambiguous situations as either negative or positive
Issue
A known and real problem that may affect the ability to complete a task
Issue Log
A project document where information about issues is recorded and monitored.
Iteration
A timeboxed cycle of development on a product or deliverable in which all of the work
that is needed to deliver value is performed.
Iteration Planning
A meeting to clarify the details of the backlog items, acceptance criteria, and work effort required to meet an upcoming iteration commitment.
Iteration Review
A meeting held at the end of an iteration to demonstrate the work that was accomplished during the iteration.
Iterative
Refers to phases and tasks that overlap or happen at the same time that other tasks are being worked on
Iterative Approach
A development approach that focuses on an initial, simplified implementation then progressively elaborates adding to the feature set until the final deliverable is complete.
Iterative Process
The practice of building, refining, and improving a project, product, or initiative in fixed periods of time. While most common in product development, any team can use this methodology to create, test, and revise until they’re satisfied with the end result.
Kanban
The Kanban name comes from two japanese words. “Kan” meaning “sign,” and “ban” meaning “board.”
An Agile approach and a tool that provides visual feedback about the status of the work in progress through the use of Kanban boards or charts.
Kanban Board
A visualization tool that shows work in progress to help identify bottlenecks and
overcommitments, thereby allowing the team to optimize the workflow. In other words; a visual tool used to manage tasks and workflows
Key Accomplishments
The section of the executive summary that discusses which activities, tasks, and milestones helped your project find success
Key Performance Indicator (KPI)
A measurable value that demonstrates how effective a company is at achieving business objectives
Key Results
The part of an OKR that describes measurable outcomes that objectively define when the objective has been met
Key Stakeholders
The people with the highest amount of influence on and interest in a project; also called “key players”
Kickback
A corruption scheme where a certain percentage of an awarded contract is offered to an official who can ensure that their company wins the bid
Kick-off Meeting
A gathering of team members and other key stakeholders at the outset of a project to formally set expectations, gain a common understanding, and commence work.
Knowledge
A mixture of experience, values and beliefs, contextual information, intuition, and insight that people use to make sense of new experiences and information.
Knowledge Management
A way of ensuring that project data can be accessed in the future by others who need it for informing decisions or planning similar projects
Lag
The amount of time whereby a successor activity will be delayed with respect to a predecessor activity.
Land (Landing)
To measure the success of a project using the success criteria established at the outset of the project
Large-Scale Scrum (LeSS)
A framework that aims to maximize the Scrum Team’s ability to deliver value and reduce waste in larger organizations
Last Responsible Moment
In the critical path method, the latest possible date on which a task (or the project itself) can begin
Launch
To deliver the final result of a project to the client or user
Lead
The amount of time whereby a successor activity can be advanced with respect to a predecessor activity.
Lead Time
The time between a customer request and the actual delivery
Lead Time Chart
A diagram showing the trend over time of the average lead time of the items completed in work.
Lean
A methodology in which the main principle is the removal of waste within an operation
Lean Six Sigma
A combination of two “parent” project management methodologies Lean and Six Sigma; used for projects that have goals to save money, improve quality, and move through processes quickly
Lean Startup Canvas
A one-page template designed to communicate a business plan with key stakeholders in an efficient and effective manner.
Legend
The bottom or side section of a chart that gives a small description of each section
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.
Lessons Learned Register
A project document used to record knowledge gained during a project, phase, or iteration so that it can be used to improve future performance for the team and the
organization.
Life Cycle (Project Life Cycle)
The series of phases that a project passes through from its start to its completion.
Life Cycle Assessment (LCA)
A tool used to evaluate the total environmental impact of a product, process, or system.
Line Chart
A type of chart that displays information as a series of data point markers; helpful for showing trends and behaviors over set periods of time or overall
Linear
A project structure in which the previous phase or task has to be completed before the next can start
Log
A document used to record and describe or denote selected items identified during execution of a process or activity. Usually used with a modifier, such as issue, change, or assumption.
Low-Level Risk
A risk that may not greatly impact the project and may have a low probability of occurring, so a project manager may or may not communicate it to stakeholders
Make-or-buy Analysis
The process of gathering and organizing data about product requirements and analyzing them against available alternatives including the purchase or internal manufacture of the product.
Management Reserve
An amount of the project budget or project schedule held outside of the performance measurement baseline for management control purposes that is reserved for unforeseen
work that is within the project scope. In other words, a percentage of the budget set aside for unknown risks
Mandatory Dependency
A relationship that is contractually required or inherent in the nature of the work. In other words; asks that are legally or contractually required
Master Schedule
A master schedule should provide stakeholders with an understanding of the project’s major deliverables, key milestones, and work breakdown structure summary.
Matrix Structure
A hybrid organizational structure that is like a grid; includes direct higher-ups to report to, as well as stakeholders from other departments or programs
Measurement Performance Domain
The performance domain that addresses activities and functions associated with assessing project performance and taking appropriate actions to maintain acceptable performance.
Measures of Performance
Measures that characterize physical or functional attributes relating to system operation.
Medium-level Risk
A risk that requires direct communication with stakeholders and should be treated as urgent, as it will most likely impact the project
Method
A means for achieving an outcome, output, result, or project deliverable.
Methodology
A system of practices, techniques, procedures, and rules used by those who work
in a discipline.
Metric
A quantifiable measurement that is used to track and assess a business objective. In other words; a description of a project or product attribute and how to measure it.
Micromanaging
Refers to when a manager too closely observes, controls, or continuously reminds the people they’re managing of the work they’ve been assigned
Milestone
A significant point or event in a project, program, or portfolio. In other words; an important point within the project schedule that indicates progress and usually signifies the completion of a deliverable or phase of the project
Minimum Viable Product (MVP)
A concept used to define the scope of the first release of a solution to customers by identifying the fewest number of features or requirements that would deliver value. Basically, a version of a product with just enough features to satisfy early customers.
Basically, a Minimum Viable Product is a version of a product with just enough features to satisfy early customers.
Mission
Clarifies what the “what,” “who,” and “why” of the organization. In other words; a short statement that stays constant for the team throughout the project and gives them something to work toward
Mission Critical
This is used to describe a task, service, or system that upon failure or disruption could cause an entire operation to fail. It could also be referred to as indispensable for continuing operations.
Modeling
Creating simplified representations of systems, solutions, or deliverables, such as prototypes, diagrams, or storyboards.
Monitor
Collect project performance data, produce performance measures, and report and disseminate performance information.
Monitoring and Controlling Process Group
Those processes required to track, review, and regulate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate corresponding changes.
Monte Carlo Simulation
A method of identifying the potential impacts of risk and uncertainty using multiple iterations of a computer model to develop a probability distribution of a range of outcomes that could result from a decision or course of action.
Mood Chart
A visualization chart for tracking moods or reactions to identify areas for improvement.
MoSCoW Prioritization Method
Also known as the MoSCoW method or MoSCoW analysis, this is a popular prioritization technique for requirements. The acronym represents four categories of initiatives: must-have, should-have, could-have, won’t-have, or will not have right now.
Most Likely Estimate
An estimate for a task that assumes some issues might occur based on how long the task usually takes under normal circumstances
Multipoint Estimating
A method used to estimate cost or duration by applying an average or weighted average of optimistic, pessimistic, and most likely estimates when there is uncertainty with the individual activity estimates
Mutual Benefit
Refers to when all parties involved gain some kind of benefit or advantage
Mutually Beneficial Agreement
An agreement that benefits all parties involved
Need-to-know Basis
Telling someone facts they need to know at the time they need to know them, and nothing more
Net Present Value
NPV is the difference between the current value of cash and the value of cash in the future. Project managers use net present value to determine whether the predicted financial gains of a project will warrant the present-day investment.
Net Promoter Score®
An index that measures the willingness of customers to recommend an organization’s products or services to others.
Network Diagram
A visual that sequences project tasks in order of dependencies
Network Path
A sequence of activities connected by logical relationships in a project schedule network diagram
Never-Ending Project
A project in which the project deliverables and tasks cannot be completed
Non-Disclosure Agreement (NDA)
Document that keeps confidential information within the organization
Objective
The part of an OKR that defines what needs to be achieved and describes a desired outcome
Objective Criteria
Standards by which something can be judged based on neutral information like market value, research findings, previously-documented experience, or laws and regulations
Objectives and Key Results (OKRs)
A combination of a goal and a metric to determine a measurable outcome. The O stands for objective, and defines what needs to be achieved. It describes the desired result or outcome, such as an increase in customer retention, or an improvement on the employee onboarding process. KR stands for key results. These are the measurable outcomes that define when the objective has been met.
Observer Bias
A type of data bias that refers to the tendency for different people to observe different things
On-time Completion Rate
A productivity metric that helps illustrate to clients and stakeholders how the project is progressing and when they can expect certain deliverables to be ready
One-pager
A one-page document that provides an overview of your project
Operations Strategy
The total pattern of decisions that shape long-term operational capabilities and how they contribute to an overall strategy. As technology and business models rapidly change, businesses must constantly refine their operations strategy.
OPEX (Operating Expenses)
Refers to expenses which are required for day-to-day tasks within the company
Optimism Bias
When a person believes that they are unlikely to experience a negative event
Optimistic Estimate
An estimate for a task that assumes the best-case scenario—that issues will not occur
Order of Magnitude
A general estimate of a project’s cost and effort levels that is usually conducted during a project’s selection and approval stages. Generally, it’s also used to estimate a project budget without a lot of detail available.
Organizational Breakdown Structure (OBS)
A hierarchical representation of the project organization, which illustrates the relationship between project activities and the organizational units that will perform those activities.
Organizational Culture
Employees’ shared values and the organization’s values, mission, history, and so on; a company’s personality OR Describes shared workplace values and shows up in people’s behaviors, activities, the way they communicate, and how they work with each other.
Organizational Process Assets (OPA)
Plans, processes, policies, procedures, and knowledge bases that are specific to and used by the performing organization.
Organizational Project Management
A strategic approach that centers on the effective management of projects, programs, and portfolios as the ideal way to pursue organizational objectives. It seeks to align an organization’s activities with its objectives.
Organizational Strategy
An overarching strategy for a company or organization that aligns teams and their work with one vision, mission, and goal. Project managers use this as a source of truth when evaluating each project and the project management framework chosen to implement it.
Out-of-Scope
Tasks that are not included in the project plan and don’t contribute to the project’s goal.
Outcome
An end result or consequence of a process or project.
Overhead
The business expenses not directly attributed to creating a product or service.
Ownership
When people feel like they are empowered to take responsibility for the successful completion of their tasks.
Pair Programming
The XP (Extreme Programming) practice that refers to when two team members work together at the same time on one task.
Parallel Tasks
Tasks that can happen at the same time as other tasks.
Parametric Estimating
An estimating method in which an algorithm is used to calculate cost or duration based on historical data and project parameters.
Pareto Chart
A tool to assess the relative importance of problems. It contains both bars and lines with individual values represented in descending order by bars, and the overall total of the sample is represented with a curved line.
PDCA
A four-step process that focuses on identifying a problem, fixing the issue, assessing whether the fix was successful, and fine-tuning the final fix; stands for (plan–do–check–act or plan–do–check–adjust). It is an iterative design and management method used in business to control and continually improve processes and products. It is also known as the Shewhart cycle, or the control circle/cycle.
Performance Measurement Baseline (PMB)
Integrated scope, schedule, and cost baselines used for comparison to manage, measure, and control project execution.
Performance Reporting
Formally sharing current performance data and performance forecasts with stakeholders. The specific criteria for this report are typically outlined in a communications management plan.
Personally Identifiable Information (PII)
Information that could be used on its own to identify, contact, or precisely locate an individual directly; includes email addresses, mailing addresses, phone numbers, precise locations, full names, and usernames.
PERT
A project management planning tool used to calculate the amount of time realistically it will take to finish a project by taking tasks into account — making it easier to schedule and coordinate team members.
Pessimistic Estimate
An estimate for a task that assumes the worst-case scenario—that issues will definitely occur.
Phase Gate
A review at the end of a phase in which a decision is made to continue to the next phase, to continue with modification, or to end a project or program.
Pie Chart
A type of chart divided into sections representing a portion of a whole; useful for making comparisons.
Pivot Table
A basic analysis tool used to summarize data and show the relationships between data points, making it easier to understand the information contained in a spreadsheet.
Planned Value (PV)
Planned Value (PV) is a term that refers to the authorized budget assigned to a specific task or activity within a project. It represents the estimated cost of the work planned to be accomplished within a given timeframe. PV is often used in conjunction with other project management metrics to assess the project’s performance and progress.
Planning
Making use of productivity tools and creating processes; creating and maintaining plans, timelines, schedules, and other forms of documentation to track project completion.
Planning Fallacy
A phenomenon that states that the actual time needed to complete a task is always longer than estimated. It holds this to be true regardless of how many times you have completed the task before, or the depth of your expertise and assumes a high probability that you won’t allot yourself enough time.
Planning Phase
The second phase of the project life cycle; includes the schedule, the budget, and the risk management plan.
Planning Process Group
Those processes required to establish the scope of the project, refine the objectives, and define the course of action required to attain the objectives that the project was undertaken to achieve.
PMBOK (Project Management Body of Knowledge)
One of the most popular project management terms amongst project managers. This guide includes terms, best practices, strategies, and procedures for project management and is provided by The International Organization for Standardization.
Portfolio
Projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives. In other words, a collection of programs and projects across a whole organization.
Portfolio Management
The centralized management of one or more portfolios to achieve strategic objectives.
Power Grid
A two-by-two grid used for conducting a stakeholder analysis; shows stakeholder interest in the project versus their influence over the project.
Power-interest Grid
A chart that provides clarity about whom to prioritize and how best to approach negotiations with each stakeholder.
Precedence Diagram
A graphical tool used for scheduling a project plan’s activities, critical paths, and dependencies. It is also called a project schedule network diagram.
Predictive Approach
A development approach in which the project scope, time, and cost are determined in the early phases of the life cycle.
Primary Stakeholders
People who will benefit directly from a project’s success.
Prioritization
The Process for selecting the initiatives that maximize the value you deliver to the organization with your limited resources.
Prioritization Matrix
A scatter diagram that plots effort against value so as to classify items by priority.
Prioritization Schema
Methods used to prioritize portfolio, program, or project components, as well as requirements, risks, features, or other product information.
Probabilistic Estimating
A method used to develop a range of estimates along with the associated probabilities within that range
Probability
The likelihood that a risk will occur.
Probability and Impact Matrix
A grid for mapping the probability of occurrence of each risk and its impact on project objectives if that risk occurs.
Process Improvement
The practice of identifying, analyzing, and improving existing processes to enhance performance, meet best practices, or optimize consumer experiences.
Procurement
Obtaining all of the materials, services, and supplies required to complete the project.
Procurement Management Plan
A component of the project or program management plan that describes how a project team will acquire goods and services from outside of the performing organization.
Product Backlog
The single authoritative source for things a team works on; contains all of the features, requirements, and activities associated with deliverables to achieve the goal of the project.
Product Breakdown Structure
A hierarchical structure reflecting a product’s components and deliverables.
Product Goal
The Product Goal is the long-term objective for the Scrum Team, and it is included in the Product Backlog. The rest of the Product Backlog defines what tasks will fulfill the Product Goal.
Product Increment
What is produced after the Product Increment is produced after a given Sprint and is considered releasable.
A product is releasable when the team has developed a Minimum Viable Product, which has a set of implemented features or requirements.
given Sprint.
At the end of each Sprint, only items that have met the definition of done are considered part of the Product Increment.
Product Life Cycle
A series of phases that represent the evolution of a product, from concept through delivery, growth, maturity, and to retirement.
Product Management
The integration of people, data, processes, and business systems to create, maintain, and evolve a product or service throughout its life cycle.
Product Owner
In Scrum, the role responsible for maximizing the value of the product and the work of the team. A product owner is responsible for maximizing the value of the product and accountable for the end product.
The Product Owner owns the inventory of work and has the final say on how to prioritize the work.
Product Ambition
Product ambition poses a challenge when product leadership is overly ambitious about what the team can realistically deliver.
Product Requirements Document
A document that lists the scope and requirements of the project; used in Waterfall project management.
Product Roadmap
Roadmaps are an essential part of any long-running project. The product roadmap provides a high-level view of the expected product, its requirements, and an estimated timeline for reaching milestones.
Product Vision
Defines what the product is, how it supports the customer’s business strategy, and who will use it; makes clear what outcomes the team is responsible for and where their boundaries are.
In other words, a mission tells us why we’re doing the work. A product vision helps us imagine what the work will be like when we’re done.
Productivity Metrics
Metrics that track the effectiveness and efficiency of a project, including items like tasks, milestones, projections, and duration.
Productivity Tools
Tools used to manage project tasks, including word processing software, spreadsheets, and presentations.
Program
A collection of projects. Programs also can offer an umbrella framework for phased projects or projects that are managed with various methods.
Programs are led by program managers, who are highly developed and experienced project managers.
Program Management
A group of related projects managed in a coordinated way to obtain benefits and controls not available from managing them individually.
Project Manager
Lorem ipsum dolor sit amet, consectetur adipiscing elit, sed do eiusmod tempor incididunt ut labore et dolore magna aliqua. Ut enim ad minim veniam, quis nostrud exercitation ullamco laboris nisi ut aliquip ex ea commodo consequat.
Program Manager
In contrast to a project manager, a program manager oversees the fulfillment of larger organizational goals via coordination of activities between multiple projects instead of directly managing them. The role is to manage the main program, giving detailed attention to program strategy, project delegation, and program implementation.
Project
A unique endeavor which usually includes a set of unique deliverables; a series of tasks that need to be completed to reach a desired outcome.
Project Baseline
In project management, a baseline is a clearly defined starting point for your project plan. It serves as a stable reference to measure and compare your project’s progress against over time.
Project Brief
A high-level overview of the goals, deliverables, and processes for the project.
Project Budget
The estimated monetary resources needed to achieve the project’s goals and objectives.
Project Buffer
Extra time is tacked onto the end of a project. This is a time buffer placed at the end of the critical chain at the end of the project. The duration of the project buffer is calculated as the square root of the sum of the squared differences between the original task duration estimate and the reduced task duration estimate.
Project Charter
A document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.
Project Closeout Report
A document that describes what the team did, how they did it, and what they delivered; evaluates the quality of work and the project’s performance with respect to budget and schedule.
Project Closing
A process performed to formally complete a project, the current phase, and contractual obligations.
Project Goal
The desired outcome of a project.
Project Governance
The framework for how project decisions are made.
Project Hierarchy
A tool that helps analyze and communicate a project’s objectives by organizing them into different levels of a hierarchy or tree.
Project Kick-off Meeting
The first meeting in which a project team comes together to ground everyone in a shared vision, gain a shared understanding of the project’s goals and scope, and understand each person’s individual roles within the team.
Project Life Cycle
The basic structure for a project; consists of four different phases.
Project Management
The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.
Project Management Baseline (PMB)
A clearly-defined fixed starting point for your project that includes the scope, budget, and schedule.
Project Management Methodology
A set of guiding principles and processes for owning a project throughout its life cycle.
Project Management Office
An internal group at a company that defines and maintains project management standards across the organization.
Project Manager
Individual who shepherds projects from start to finish and serves as a guide for their team, using their impeccable organizational and interpersonal skills every step of the way OR The person who plans, organizes, and oversees the whole project.
Project Plan
A document that records the scope, tasks, milestones, and overall activities of a project; generally contains these five basic elements.
Project Proposal
Documentation written at the beginning of a project; kicks off the initiation phase by influencing and persuading the company to move forward with the project.
Project Sponsor
The person who’s accountable for the project and who ensures the project delivers the agreed-upon business benefits.
Project Status Report
An update that gives an overview of all of a project’s common elements and summarizes them at a given point in time.
Project Summary
A brief overview of the project that outlines the project goals.
Project Task
An activity that needs to be accomplished within a set period of time by the project manager, the project team, or the stakeholder.
Project Vision
The section of the executive summary that specifies the need the project is fulfilling.
Project Work Performance Domain
The performance domain that addresses activities and functions associated with establishing project processes, managing physical resources, and fostering a learning environment.
Projection
A prediction of a future outcome—such as future productivity trends, project durations, costs, performance, or quality—based on current information; also called a forecast.
Proof of Concept
Also known as proof of principle, proof of concept is intended to determine the feasibility of an idea or to verify that an idea will function as envisioned. It’s important to note that this concept is not intended to explore market demand or to determine the best production process.
Prototype
A working model used to obtain early feedback on the expected product before actually building it.
Qualitative Data
Information about subjective qualities that can’t be measured with numerical data.
Quality
Refers to when the outlined requirements for the deliverable are fulfilled and meet or exceed the needs and expectations of customers.
Quality Control
The techniques that are used to ensure quality standards are maintained when a problem is identified; also known as QC.
Quality Management Plan
Documentation of all the information needed to manage quality throughout the project life cycle effectively; defines the policies, processes, and criteria for project quality as well as the roles and responsibilities for carrying them out.
Quality Metrics
Metrics that relate to achieving acceptable outcomes, such as number of changes, issues, and cost variance.
Quality Planning
The actions of the project manager or team to establish and conduct a process for identifying and determining exactly which standards of quality are relevant to the project as a whole and how to satisfy them.
Quality Standards
Requirements, specifications, or guidelines that can be used to ensure that materials, products, processes, and services are fit for achieving the desired outcome.
Quantitative Data
Statistical and numerical facts.
RACI Chart
A visual that helps to define roles and responsibilities for individuals or teams to ensure work gets done efficiently; lists who is “responsible,” “accountable,” “consulted,” and “informed” for project tasks.
Rag Status Report
A report that follow a traffic light pattern to indicate progress and status “red” indicates there are critical issues that need resolution, “amber/yellow’ means that there are potential issues with schedule or budget, and “green” means the that the project is on track.
Raid Log
Stands for risks, assumptions, issues, and dependencies. The RAID log is used in project management to record developments in these four aspects of project work in order to benefit stakeholders and act as a resource for an end-of-project review.
Reforecast
Creating a separate revised budget based on how a project is tracking.
Register
A written record of regular entries for evolving aspects of a project, such as risks, stakeholders, or defects.
Regression Analysis
An analytical method where a series of input variables are examined in relation to their corresponding output results in order to develop a mathematical or statistical relationship.
Regulations
Requirements imposed by a governmental body. These requirements can establish product, process, or service characteristics, including applicable administrative provisions that have government-mandated compliance.
Relative Estimating (Estimation)
A method for creating estimates that are derived from performing a comparison, against a similar body of work, taking effort, complexity, and uncertainty into consideration. In other words relative estimation means comparing the effort estimated for completing a backlog item to the effort estimated for another. Doing this instead of determining exactly how long a task will take allows your comparisons and estimates to be more accurate relative to one another.
Releasable
Refers to when the team has developed a minimum viable product of a given feature or requirement.
Release Plans
Indicates the approximate date when the team is expected to release and deliver certain features to the customer or user; contains a release goal, the list of Backlog items, an estimated release date, and any other relevant dates that impact a release.
Reporting Chart
A diagram showing the relationships among people and groups within the organization and who each person or group reports to
Request for Proposal (RFP)
Request for Proposal (RFP) is a bid document is used for complex or complicated scope where the buyer is looking for the vendor to provide a solution.
Requirements Traceability Matrix
Requirements traceability matrix links product requirements from their origin to the deliverables that satisfy them.
Reserve Analysis
A method used to evaluate the amount of risk on the project and the amount of schedule and budget reserve to determine whether the reserve is sufficient for the remaining risk.
Resources
Anything needed to complete a project, such as people, equipment, software programs, vendors, and physical space or locations OR The budget, people, materials, and other items needed for a project
Resource Availability
Knowing how to access the people, equipment, and budget needed for a project.
Resource Breakdown Structure
A hierarchical list of resources required for project work that is categorized by type and function.
Resource Calendar
A schedule of team members’ availability for work on tasks is used to track the amount of availability of resources. In contrast, a project calendar is a schedule of planned tasks and milestones that indicate project progress.
Responsibility Assignment Matrix (RAM)
Responsibility is an assignment that can be delegated within a project management plan such that the assigned resource incurs a duty to perform the requirements of the assignment. And Responsibility Assignment Matrix (RAM) is A grid that shows the project resources assigned to each work package.
Retrospective
A regularly occurring workshop in which participants explore their work and results in order to improve both the process and product. (Usually anonymously)
Retrospectives and Continuous Learning
Refers to striving continuously to learn and adapt to what’s working and what’s not; one of the four themes of the Agile principles.
Return on Investment (ROI)
A measure of the amount of financial return compared to the cost, ROI is generally developed as an input to the decision to undertake a project. There may be estimates of ROI at different points in time across the project life cycle. By measuring ROI throughout the project, the project team can determine if it makes sense to continue the investment of organizational resources.
Risk
A potential event which can occur and have an impact on a project
Risk Appetite
The willingness of an organization to accept the possible outcomes of a risk
Risk Assessment
The stage of risk management where qualities of a risk are estimated or measured.
Risk Exposure
A way to measure potential future loss resulting from a specific activity or event.
Risk Management Plan
A component of the project, program, or portfolio management plan that describes how risk management activities will be structured and performed.
Risk Mitigation
A strategy put in place to decrease the probability of negative effects of a risk. The core of a successful risk mitigation strategy should entail developing actions that reduce potential threats to overall project objectives.
Risk Owner
The individual in a project responsible for monitoring each potential risk area as well as executing a risk response should a risk event occur. Risk ownership should be outlined clearly as a part of a risk response plan to ensure that all identified risks are taken into consideration and being monitered.
Risk Register
A risk register is a repository in which outputs of risk management processes are recorded. Information in a risk register can include the person responsible for managing the risk, probability, impact, risk score, planned risk responses, and other information used to get a high-level understanding of individual risks.
Roadmap
A high-level time line that depicts such things as milestones, significant events, reviews, and decision points.
Roam Technique
A strategy used to help manage actions after risks arise; stands for resolved, owned, accepted, and mitigated.
Rolling Wave Planning
A strategic project management technique in which teams work within smaller time periods or “waves” to accommodate expected project changes. Teams start with available information and define, as usual, the work deliverables, tasks, and budgets per the project scope.
Root Cause
The origin of a problem, issue, or error that occurs in something related to business. Root cause analysis (RCA) is a problem-solving technique companies use as a way to isolate the source of a problem.
Sampling Bias
A type of data bias in which the sample isn’t representative of the population as the whole.
Scaled Agile Framework (SAFe)
A Lean-Agile scaling framework that combines concepts from Kanban, Scrum, Extreme Programming (XP), DevOps, and Design Thinking methodologies; puts the goal of delivering value above all else. Scaled Agile Framework, commonly known as SAFe, is a methodology that helps organizations effectively scale their agile practices to a larger group of teams. SAFe is designed to help organizations address the challenges that arise when multiple agile teams work together on complex projects. It provides a framework that promotes collaboration, alignment, and coordination across teams, while still allowing each team to maintain its autonomy and flexibility.
SAFe is widely adopted in organizations that are looking to scale their agile practices
Schedule
The project timeline, which includes the start date, the end date, and dates for events in between.
Schedule Performance Index (SPI)
Schedule performance index is an earned value management measure that indicates how efficiently the scheduled work is being performed. In other words, the ratio of the percentage of work complete to the planned budget for the planned work.
Schedule Variance (SV)
A simple schedule variance is determined by looking at performance on the critical path. When used with earned value management, it is the difference between the earned value and the planned value. Figure 2-24 shows an earned value graph illustrating the schedule variance.
Scheduling and Work Management Software
Tools used for assigning tasks to multiple teammates and for tracking and visualizing progress; most useful for bigger projects with a larger number of tasks and a bigger team of people to manage.
Scope
The boundaries of a project; an agreed-upon understanding as to what is included or excluded from a project.
Scope Baseline
The approved version of a project’s scope that is documented in three places: a scope statement, work breakdown structure (WBS), and WBS dictionary. It serves as a reference point to monitor project progress and compare actual versus planned results.
Scope Creep
The uncontrolled expansion to product or project scope without adjustments to time, cost, and resources. In other words, the work that is added to a project that is beyond the original and agreed-upon scope. Examples could be adding additional features or functions of a new product, new requirements, and more.
Scope Management
Understanding and negotiating how changes will be evaluated, accepted, and performed.
Scope Risk
The possibility that a project won’t produce the results outlined in the project goals.
Scrum
An Agile framework that focuses on developing complex projects through collaboration and an iterative process. Work is completed by small, cross-functional teams led by a Scrum Master and is divided into short Sprints with a set list of deliverables.
Scrum Master
In Scrum, the role responsible for ensuring the team lives Agile values and principles and follows the processes and practices the team agreed to; shares information with the larger project team and helps the team focus on doing their best work. He/she is committed to the values of Scrum but also is charged with remaining flexible and open to any opportunities for improved team workflows.
Scrum of Scrums
Scrum of Scrums is a technique used in Agile project management methodologies, specifically in the Scrum framework. It is employed when multiple Scrum teams are working on a large-scale project or when coordination and collaboration between multiple teams are required.
Sequential Tasks
Tasks that must be completed in a specific order.
Silo
A situation in which the knowledge and responsibility for a task falls on one person.
Single Point of Failure
A risk that has the potential to be catastrophic and halt work across a project.
Situational Leadership
The act of adapting management style and actions according to each unique situation or task — with the goal of meeting the needs of the team or team members.
Six Sigma
Six Sigma is a concept that has been used in manufacturing organizations for decades to improve customer satisfaction through continuous improvement of processes through the reduction of variation and defects.
Six Sigma is a systematic approach to identifying and permanently correcting processes to ensure quality output. It was initially created to support the manufacturing environment, specifically the repetitive processes to manufacture a part to a customer specification.
A Six Sigma process is one in which 99.99966% of the products manufactured are statistically expected to be free of defects. This equates to 3.4 defective parts per million.
Slack
The amount of time that a task can be delayed past its earliest start date without delaying the project.
Smart Action Item
A task that is specific, measurable, attainable, relevant, and time-bound.
SMART Goals
Goals that are specific, measurable, attainable, relevant, and time-bound.
Soft Costs
Expenses involved in a construction project that do not pertain to the physical construction or process of construction. These costs are for non-tangible items, like services, fees, and insurance.
Solution Design Sprint
An entire Sprint spent working solely on the solution design.
Spotify Model
The Spotify organization’s version of the Agile approach; focuses on culture, team autonomy, communication, accountability, and quality to increase agility. The Spotify model encourages innovation, collaboration, and productivity while maintaining autonomy, quality, and necessary communication. It does so by using a unique organization system that features Squads, Tribes, Chapters, and Guilds.
Sprint
Sprints are the heartbeat of Scrum, where ideas are turned into value. They are fixed length events of one month or less to create consistency. A new Sprint starts immediately after the conclusion of the previous Sprint.
All the work necessary to achieve the Product Goal, including Sprint Planning, Daily Scrums, Sprint Review, and Sprint Retrospective, happen within Sprints.
Sprint Backlog
A key deliverable of the Sprint Planning event is the Sprint Backlog.
The Sprint Backlog is the set of product Backlog items that are identified for completion during the upcoming Sprint.
In other words, the Sprint Backlog is a subset of items from the Product Backlog that you’ll aim to finish during that particular Sprint.
Sprint Planning
Sprint Planning, is the first event within the Sprint that sets your team up for success for the next one to four weeks, depending on the length you chose. For Sprint Planning, the entire Scrum team comes together and meets to confirm how much capacity, meaning time and people, are available during this Sprint, and then they identify what items from the Backlog will be done during the Sprint.
Sprint Retrospective
The Sprint Retrospective is an essential meeting of up to three hours for the Scrum Team to take a step back, reflect, and identify improvements about how to work together as a team.
Sprint Review
The Sprint Review is a meeting with the entire Scrum Team where the product is demonstrated in order to determine which aspects are finished and which aren’t.
During a Sprint Review, the Development Team and Product Owner will play a heavy role in this inspection and discussion. They will also cover an exploration of which items should be considered done in the Product Backlog, and they’ll demonstrate and inspect the product. Sprint Reviews should be really fun and uplifting.
Stacey Matrix
A framework developed to help project managers identify the complexities of their environment so they can adapt their style of decision-making; enables a project manager to consider the knowns and unknowns within their project based on implementation.
What is FAQ?
Lorem ipsum dolor sit amet, consectetur adipiscing elit, sed do eiusmod tempor incididunt ut labore et dolore magna aliqua. Ut enim ad minim veniam, quis nostrud exercitation ullamco laboris nisi ut aliquip ex ea commodo consequat.
Stakeholder
People who are interested in and affected by the project’s completion and success.
Stakeholder Analysis
A visual representation of all the stakeholders that illustrates which stakeholders are taking on which responsibilities; also called “stakeholder mapping”
Stakeholder Buy-in
The process of involving stakeholders in decision-making to hopefully reach a broader consensus on the organization’s future.
Stakes
The important parts of a business, situation, or project that might be at risk if something goes wrong.
Standard Operating Procedure (SOPs)
The set of step-by-step instructions compiled by an organization to effectively carry out routine operations. SOPs aim for quality output and uniformity while avoiding miscommunication and failure to meet industry regulations.
Start-to-finish (SF)
In this type of dependency relationship, the first task must begin before the second task can be completed.
Start-to-Start (SS)
In this type of dependency relationship, the second task can’t begin until the first task begins.
Statement of Work (SoW)
A narrative description of products, services, or results to be delivered
by the project. In other words, a document that clearly lays out the products and services a vendor or contractor will provide for the organization
Steering Committee
A governing body of key stakeholders in charge of overseeing and supporting a project to ensure its goals are achieved. They are also referred to often as stakeholder boards, senior leadership teams, project working groups, or project oversight committees. In other words, the most senior decision-making body on any project; they have the authority to make changes to the budget and approve updates to the timeline or scope.
Story Points
A method for estimating user stories, tasks, and backlog items by assigning a point value based on effort and risk.
Strategic Initiatives
An initiative that serves to guide businesses and targets future goals. According to the PMI’s “A Guide to the Project Management Body of Knowledge (PMBOK),” successful projects must be strategically aligned with tan organization’s business strategy.
Stretch Goals
A way to describe a high-effort and high-risk goal that is intentionally set above normal standards to create exponential rewards, opportunities, and experience. However, this type of goal is typically set to inspire growth and counter complacency over one hundred percent completion.
Subject Matter Expert (SME)
A team member with a deep understanding of a particular job, process, department, function, technology, machine, material, or type of equipment.
Subtasks
Smaller tasks that are required to complete a larger task.
Success Criteria
The standards that measure how successful a project was in reaching its goals.
Summary Sheet
A one-or two-page write-up with just the most relevant information.
Summary Task
A header at the top of a project plan that describes a collection of subtasks.
Survey
A tool used to evaluate and measure the quality of a project’s process, goal, or deliverable.
Survey Question
A question designed to collect data that can help answer evaluation questions.
Synthesizing
Refers to gathering information from multiple sources and using those points to help form an analysis.
T-Shirt Sizes
There are several common relative estimation methods when estimating user stories. T-shirt sizes is one of the most common units to help teams estimate user stories in Agile projects. T-shirt sizes may seem like a somewhat unusual way to measure an item or user story. But when you think about assigning estimations to items based on sizes (e.g., XS, S, M, L, XL, XXL), it is actually very helpful and easy. Some of the benefits to using this technique are that it is quick, well understood by Agile experts, and a good introduction for teams who are just learning relative estimation. The team:
– Agrees on the chosen scale and metrics to be used.
– Identifies at least one anchor backlog item. That item will be assigned a T-shirt size. Some teams will choose two anchor items—one at the top of the range and one at the bottom of the range.
– Sorts through the remaining backlog items and agrees on T-shirt sizes for each of them.
Task Analysis
Details the actions or resources required to complete a task or an analysis to understand how long a task takes, or the categories of tasks that go into a larger project.
Task Buffer
Extra time tacked on to a specific task.
Team
A group of people who plan work, solve problems, make decisions, and review progress in service of a specific project or objective. Any activity geared towards strengthening the bond and workflows between a group of individual contributing employees. The goal is to create a cohesive team that can strive to meet the needs of their customers.
Team Dynamics
The forces, both conscious and unconscious, that impact team behavior and performance.
Team Dynamics and Culture
Refers to creating an effective team culture that is inclusive, supportive, and empowering; one of the four themes of the Agile principles.
Team Members
The people doing the day-to-day work and making the project happen.
Teamwork
An effective, collaborative way of working in which each person is committed to and heading towards a shared goal.
Test Case
A sequence of steps and its expected results.
Theory of Constraints
An approach that helps you to identify the crucial limiting factor, also referred to as a constraint or bottleneck which gets in the way of achieving a goal.
Three Pillars of Scrum
The foundational concepts on which Scrum is based transparency, inspection, and adaptation.
Three-point Estimating
A technique used to help determine the most realistic time estimate for a task.
Time and Materials Contract
Contract paid monthly based on the hours worked and other fees associated with the work, like travel and meals.
Time Blocking
A time management method that is built around dividing your day into blocks of time. Each block is specifically dedicated to accomplishing a specific task, or group of tasks.
Time Cost
Refers to the fact that time to complete a project is the only unfixed variable in project-based pricing, in comparison to scope of work and the fee, which are fixed.
Time Estimation
A prediction of the total amount of time required to complete a task.
Time Risk
The possibility that project tasks will take longer than anticipated to complete.
Time-phase a Budget
The act of spreading budget items out over the duration of a project.
Timebox
Timeboxing refers to setting a time limit. It is also used in Scrum, which refers to the estimated duration of an event.
Timeout
Refers to taking a moment away from the project to regroup and adjust the game plan.
Total Cost of Ownership (TCO)
The total cost of a project, from the initiation phase through completion.
Trench Wars
Conflicts that occur when two peers or groups can’t come to an agreement and neither party is willing to give in.
Triangular Distribution
A three-point estimation formula in which the weight of each estimate is identical, meaning the “most likely” case does not affect the final estimate more than the optimistic or pessimistic estimates.
Triple Constraint
The combination of the three most significant restrictions of any project scope, time, and cost.
Uncertainty
A lack of predictability or high potential for surprise.
Urgency
Getting team members to understand that the project is important and to identify what actions need to be taken to move the project along.
Use Case
All of the potential ways an end-user could use a product or service. They can be very helpful to understand a project’s scope and requirements or product design.
User Acceptance Test
A trial that helps a business make sure a product or solution works for its users; also called a User Acceptance Test – UAT.
User Story
A short, simple description of a feature told from the perspective of the user
Value Delivery
Refers to delivering the work as quickly as possible to get feedback and mitigate time risk; one of the four themes of the Agile principles.
Value Roadmap
An Agile way of mapping out the timelines and requirements for the product-development process.
Values
Principles that describe how employees are expected to behave.
Velocity
A measure of the amount of work a team can take on during a single Sprint.
Vendors
Individuals or businesses who provide goods and services to the project.
Vendor Management
The set of activities and practices that help ensure that chosen vendors deliver procurement items according to schedule and up to quality standards.
Vertical Slice
A type of milestone or deadline, with emphasis on demonstrating progress across all components of a project. The term, also called VS has origins from the video game industry.
Volatility
The rate of change and churn in a business or situation.
VUCA
The conditions that affect organizations in a changing and complex world; stands for volatility, uncertainty, complexity, and ambiguity.
Waterfall (aka Predictive Approach)
A project management methodology that refers to the sequential or linear ordering of phases. Also called predictive project management.
Work Breakdown Structure (WBS)
A hierarchical outline of the tasks required to complete a project that helps the project team plan, define, and organize scope.
Work Groups
People in an organization who work toward a common goal; based on and assigned by organizational or managerial hierarchy.
Work-in-progress (WIP) Limit
A constraint on how many work items are actively being worked on at any given time.
Working Styles
The compilations of behaviors and attitudes one applies to tasks and relationships at work. Three broad categories of management styles are autocratic, democratic, and laissez-faire.