Schedule

schedule.Monitor. Collect project performance data with respect to a plan, produce performance measures, and report anddisseminate performance information.Monitor and Control Project Work. The process of tracking, reviewing, and reporting the progress to meet theperformance objectives defined in the project management plan.Monitoring and Controlling Process Group. Those processes required to track, review, and regulate the progressand performance of the project; identify any areas in which changes to the plan are required; and initiate thecorresponding changes.GlossaryMonte Carlo Simulation. A process which generates hundreds or thousands of probable performance outcomesbased on probability distributions for cost and schedule on individual tasks. The outcomes are then used to generatea probability distribution for the project as a whole.Most Likely Duration. An estimate of the most probable activity duration that takes into account all of the knownvariables that could affect performance.Multi-Criteria Decision Analysis. This technique utilizes a decision matrix to provide a systematic analyticalapproach for establishing criteria, such as risk levels, uncertainty, and valuation, to evaluate and rank many ideas.Near-Critical Activity. A schedule activity that has low total float. The concept of near-critical is equally applicableto a schedule activity or schedule network path. The limit below which total float is considered near critical issubject to expert judgment and varies from project to project.Negotiated Settlements. The process of reaching final equitable settlement of all outstanding issues, claims, anddisputes through negotiation.Negotiation. The process and activities to resolving disputes through consultations between involved parties.Network. See project schedule network diagram.Network Analysis. See schedule network analysis.Network Logic. The collection of schedule activity dependencies that makes up a project schedule networkdiagram.Network Path. Any continuous series of schedule activities connected with logical relationships in a projectschedule network diagram.Networking. Establishing connections and relationships with other people from the same or other organizations.Node. One of the defining points of a schedule network; a junction point joined to some or all of the other dependencylines.Nominal Group Technique. A technique that enhances brainstorming with a voting process used to rank themost useful ideas for further brainstorming or for prioritization.GlossaryNonconformance Work. In the cost of quality framework, nonconformance work is done to deal with theconsequences of errors and failures in doing activities correctly on the first attempt. In efficient quality managementsystems, the amount of nonconformance work will approach zero.Objective. Something toward which work is to be directed, a strategic position to be attained, a purpose to beachieved, a result to be obtained, a product to be produced, or a service to be performed.Observations. A technique that provides a direct way of viewing individuals in their environment performing theirjobs or tasks and carrying out processes.Opportunity. A risk that would have a positive effect on one or more project objectives.Optimistic Duration. An estimate of the shortest activity duration that takes into account all of the knownvariables that could affect performance.Organizational Breakdown Structure (OBS). A hierarchical representation of the project organization thatillustrates the relationship between project activities and the organizational units that will perform those activities.Organizational Process Assets. Plans, processes, policies, procedures, and knowledge bases that are specific toand used by the performing organization.Organizational Project Management Maturity. The level of an organization?s ability to deliver the desired strategicoutcomes in a predictable, controllable, and reliable manner.Output. A product, result, or service generated by a process. May be an input to a successor process.Parametric Estimating. An estimating technique in which an algorithm is used to calculate cost or durationbased on historical data and project parameters.Pareto Diagram. A histogram, ordered by frequency of occurrence, that shows how many results weregenerated by each identified cause.Path Convergence. A relationship in which a schedule activity has more than one predecessor.Path Divergence. A relationship in which a schedule activity has more than one successor.Payment Systems. The system used to provide and track supplier?s invoices and payments for services andproducts.GlossaryPercent Complete. An estimate expressed as a percent of the amount of work that has been completed on anactivity or a work breakdown structure component.Perform Integrated Change Control. The process of reviewing all change requests; approving changesand managing changes to deliverables, organizational process assets, project documents, and the projectmanagement plan; and communicating their disposition.Perform Qualitative Risk Analysis. The process of prioritizing risks for further analysis or action by assessing andcombining their probability of occurrence and impact.Perform Quality Assurance. The process of auditing the quality requirements and the results from quality controlmeasurements to ensure that appropriate quality standards and operational definitions are used.Perform Quantitative Risk Analysis. The process of numerically analyzing the effect of identified risks on overallproject objectives.Performance Measurement Baseline. An approved, integrated scope-schedule-cost plan for the project workagainst which project execution is compared to measure and manage performance. The PMB includes contingencyreserve, but excludes management reserve.Performance Reporting. See work performance reports.Performance Reports. See work performance reports.Performance Reviews. A technique that is used to measure, compare, and analyze actual performance ofwork in progress on the project against the baseline.Performing Organization. An enterprise whose personnel are most directly involved in doing the work of theproject or program.Pessimistic Duration. Estimate of the longest activity duration that takes into account all of the known variablesthat could affect performance.Phase. See project phase.Phase Gate. A review at the end of a phase in which a decision is made to continue to the next phase, tocontinue with modification, or to end a project or program.Plan Communications Management. The process of developing an appropriate approach and plan for projectcommunications based on stakeholder?s information needs and requirements and available organizational assets.GlossaryPlan Cost Management. The process that establishes the policies, procedures, and documentation for planning,managing, expending, and controlling project costs.Plan Human Resource Management. The process of identifying and documenting project roles, responsibilities,required skills, reporting relationships, and creating a staffing management plan.Plan Procurement Management. The process of documenting project procurement decisions, specifying theapproach, and identifying potential sellers.Plan Quality Management. The process of identifying quality requirements and/or standards for the project and itsdeliverables, and documenting how the project will demonstrate compliance with quality requirements.Plan Risk Management. The process of defining how to conduct risk management activities for a project.Plan Risk Responses. The process of developing options and actions to enhance opportunities and to reducethreats to project objectives.Plan Schedule Management. The process of establishing the policies, procedures, and documentation forplanning, developing, managing, executing, and controlling the project schedule.Plan Scope Management. The process of creating a scope management plan that documents how the projectscope will be defined, validated, and controlled.Plan Stakeholder Management. The process of developing appropriate management strategies to effectivelyengage stakeholders throughout the project life cycle, based on the analysis of their needs, interests, and potentialimpact on project success.Planned Value (PV). The authorized budget assigned to scheduled work.Planning Package. A work breakdown structure component below the control account with known workcontent but without detailed schedule activities. See also control account.Planning Process Group. Those processes required to establish the scope of the project, refine the objectives, anddefine the course of action required to attain the objectives that the project was undertaken to achieve.Plurality. Decisions made by the largest block in a group, even if a majority is not achieved.Policy. A structured pattern of actions adopted by an organization such that the organization?s policy can beexplained as a set of basic principles that govern the organization?s conduct.GlossaryPortfolio. Projects, programs, subportfolios, and operations managed as a group to achieve strategic objectives.Portfolio Management. The centralized management of one or more portfolios to achieve strategic objectives.Practice. A specific type of professional or management activity that contributes to the execution of a processand that may employ one or more techniques and tools.Precedence Diagramming Method (PDM). A technique used for constructing a schedule model in whichactivities are represented by nodes and are graphically linked by one or more logical relationships to show thesequence in which the activities are to be performed.Precedence Relationship. The term used in the precedence diagramming method for a logical relationship. In currentusage, however, precedence relationship, logical relationship, and dependency are widely used interchangeably,regardless of the diagramming method used. See also logical relationship.Precision. Within the quality management system, precision is a measure of exactness.Predecessor Activity. An activity that logically comes before a dependent activity in a schedule.Predictive Life Cycle. A form of project life cycle in which the project scope, and the time and cost required todeliver that scope, are determined as early in the life cycle as possible.Preferential Logic. See discretionary dependency.Preferred Logic. See discretionary dependency.Preventive Action. An intentional activity that ensures the future performance of the project work is alignedwith the project management plan.Prioritization Matrices. A quality management planning tool used to identify key issues and evaluate suitablealternatives to define a set of implementation priorities.Probability and Impact Matrix. A grid for mapping the probability of each risk occurrence and its impact onproject objectives if that risk occurs.Procedure. An established method of accomplishing a consistent performance or result, a procedure typicallycan be described as the sequence of steps that will be used to execute a process.Process. A systematic series of activities directed towards causing an end result such that one or more inputswill be acted upon to create one or more outputs.GlossaryProcess Analysis. A process analysis follows the steps outlined in the process improvement plan to identifyneeded improvements.Process Decision Program Charts (PDPC). The PDPC is used to understand a goal in relation to the steps forgetting to the goal.Process Improvement Plan. A subsidiary plan of the project management plan. It details the steps for analyzingprocesses to identify activities that enhance their value.Procurement Audits. The review of contracts and contracting processes for completeness, accuracy, andeffectiveness.Procurement Documents. The documents utilized in bid and proposal activities, which include the buyer?sInvitation for Bid, Invitation for Negotiations, Request for Information, Request for Quotation, Request for Proposal,and seller?s responses.Procurement Management Plan. A component of the project or program management plan that describeshow a project team will acquire goods and services from outside the performing organization.Procurement Performance Reviews. A structured review of the seller?s progress to deliver project scope andquality, within cost and on schedule, as compared to the contract.Procurement Statement of Work. Describes the procurement item in sufficient detail to allow prospective sellersto determine if they are capable of providing the products, services, or results.Product. An artifact that is produced, is quantifiable, and can be either an end item in itself or a component item.Additional words for products are material and goods. Contrast with result. See also deliverable.Product Analysis. For projects that have a product as a deliverable, it is a tool to define scope that generally meansasking questions about a product and forming answers to describe the use, characteristics, and other the relevantaspects of what is going to be manufactured.Product Life Cycle. The series of phases that represent the evolution of a product, from concept through delivery,growth, maturity, and to retirement.Product Scope. The features and functions that characterize a product, service, or result.Product Scope Description. The documented narrative description of the product scope.GlossaryProgram. A group of related projects, subprograms, and program activities managed in a coordinated way toobtain benefits not available from managing them individually.Program Evaluation and Review Technique (PERT ). A technique for estimating that applies a weightedaverage of optimistic, pessimistic, and most likely estimates when there is uncertainty with the individual activityestimates.Program Management. The application of knowledge, skills, tools, and techniques to a program to meet theprogram requirements and to obtain benefits and control not available by managing projects individually.Progressive Elaboration. The iterative process of increasing the level of detail in a project management plan asgreater amounts of information and more accurate estimates become available.Project. A temporary endeavor undertaken to create a unique product, service, or result.Project-Based Organizations (PBOs). A variety of organizational forms that involve the creation of temporarysystems for the performance of projects. PBOs conduct the majority of their activities as projects and/or provideproject over functional approaches.Project Calendar. A calendar that identifies working days and shifts that are available for scheduled activities.Project Charter. A document issued by the project initiator or sponsor that formally authorizes the existenceof a project and provides the project manager with the authority to apply organizational resources to projectactivities.Project Communications Management. Project Communications Management includes the processes thatare required to ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval,management, control, monitoring, and the ultimate disposition of project information.Project Cost Management. Project Cost Management includes the processes involved in planning, estimating,budgeting, financing, funding, managing, and controlling costs so that the project can be completed within theapproved budget.Project Funding Requirements. Forecast project costs to be paid that are derived from the cost baseline for totalor periodic requirements, including projected expenditures plus anticipated liabilities.Project Governance. The alignment of project objectives with the strategy of the larger organization by theproject sponsor and project team. A project?s governance is defined by and is required to fit within the largercontext of the program or organization sponsoring it, but is separate from organizational governance.GlossaryProject Human Resource Management. Project Human Resource Management includes the processes thatorganize, manage, and lead the project team.Project Initiation. Launching a process that can result in the authorization of a new project.Project Integration Management. Project Integration Management includes the processes and activities neededto identify, define, combine, unify, and coordinate the various processes and project management activities withinthe Project Management Process Groups.Project Life Cycle. The series of phases that a project passes through from its initiation to its closure.Project Management. The application of knowledge, skills, tools, and techniques to project activities to meet theproject requirements.Project Management Body of Knowledge. An inclusive term that describes the sum of knowledge withinthe profession of project management. As with other professions, such as law, medicine, and accounting, thebody of knowledge rests with the practitioners and academics that apply and advance it. The complete projectmanagement body of knowledge includes proven traditional practices that are widely applied and innovativepractices that are emerging in the profession. The body of knowledge includes both published and unpublishedmaterials. This body of knowledge is constantly evolving. PMI?s PMBOK© Guide identifies a subset of the projectmanagement body of knowledge that is generally recognized as good practice.Project Management Information System. An information system consisting of the tools and techniques used togather, integrate, and disseminate the outputs of project management processes. It is used to support all aspectsof the project from initiating through closing, and can include both manual and automated systems.Project Management Knowledge Area. An identified area of project management defined by its knowledgerequirements and described in terms of its component processes, practices, inputs, outputs, tools, and techniques.Project Management Office (PMO). An organizational structure that standardizes the project-related governanceprocesses and facilitates the sharing of resources, methodologies, tools, and techniques.Project Management Plan. The document that describes how the project will be executed monitored, andcontrolled.Project Management Process Group. A logical grouping of project management inputs, tools and techniques,and outputs. The Project Management Process Groups include initiating processes, planning processes, executingprocesses, monitoring and controlling processes, and closing processes. Project Management Process Groups arenot project phases.GlossaryProject Management Staff. The members of the project team who perform project management activities such asschedule, communications, risk management, etc.Project Management System. The aggregation of the processes, tools, techniques, methodologies, resources, andprocedures to manage a project.Project Management Team. The members of the project team who are directly involved in project managementactivities. On some smaller projects, the project management team may include virtually all of the project teammembers.Project Manager (PM). The person assigned by the performing organization to lead the team that is responsiblefor achieving the project objectives.Project Organization Chart. A document that graphically depicts the project team members and theirinterrelationships for a specific project.Project Phase. A collection of logically related project activities that culminates in the completion of one ormore deliverables.Project Procurement Management. Project Procurement Management includes the processes necessary topurchase or acquire products, services, or results needed from outside the project team.Project Quality Management. Project Quality Management includes the processes and activities of the performingorganization that determine quality policies, objectives, and responsibilities so that the project will satisfy the needsfor which it was undertaken.Project Risk Management. Project Risk Management includes the processes of conducting risk managementplanning, identification, analysis, response planning, and controlling risk on a project.Project Schedule. An output of a schedule model that presents linked activities with planned dates, durations,milestones, and resources.Project Schedule Network Diagram. A graphical representation of the logical relationships among the projectschedule activities.Project Scope. The work performed to deliver a product, service, or result with the specified features and functions.Project Scope Management. Project Scope Management includes the processes required to ensure that theproject includes all the work required, and only the work required, to complete the project successfully.GlossaryProject Scope Statement. The description of the project scope, major deliverables, assumptions, and constraints.Project Stakeholder Management. Project Stakeholder Management includes the processes required to identifyall people or organizations impacted by the project, analyzing stakeholder expectations and impact on the project,and developing appropriate management strategies for effectively engaging stakeholders in project decisions andexecution.Project Statement of Work. See statement of work.Project Team. A set of individuals who support the project manager in performing the work of the project toachieve its objectives.Project Team Directory. A documented list of project team members, their project roles, and communicationinformation.Project Time Management. Project Time Management includes the processes required to manage the timelycompletion of the project.Projectized Organization. Any organizational structure in which the project manager has full authority to assignpriorities, apply resources, and direct the work of persons assigned to the project.Proposal Evaluation Techniques. The process of reviewing proposals provided by suppliers to support contractaward decisions.Prototypes. A method of obtaining early feedback on requirements by providing a working model of the expectedproduct before actually building it.Quality. The degree to which a set of inherent characteristics fulfills requirements.Quality Audits. A quality audit is a structured, independent process to determine if project activities complywith organizational and project policies, processes, and procedures.Quality Checklists. A structured tool used to verify that a set of required steps has been performed.Quality Control Measurements. The documented results of control quality activities.Quality Function Deployment (QFD). A facilitated workshop technique that helps to determine criticalcharacteristics for new product development.Quality Management and Control Tools. They are a type of quality planning tools used to link and sequence theactivities identified.GlossaryQuality Management Plan. A component of the project or program management plan that describes how anorganization?s quality policies will be implemented.Quality Management System. The organizational framework whose structure provides the policies, processes,procedures, and resources required to implement the quality management plan. The typical project qualitymanagement plan should be compatible to the organization?s quality management system.Quality Metrics. A description of a project or product attribute and how to measure it.Quality Policy. A policy specific to the Project Quality Management Knowledge Area, it establishes the basicprinciples that should govern the organization?s actions as it implements its system for quality management.Quality Requirement. A condition or capability that will be used to assess conformance by validating theacceptability of an attribute for the quality of a result.Quantitative Risk Analysis and Modeling Techniques. Commonly used techniques for both event-oriented andproject-oriented analysis approaches.Questionnaires and Surveys. Written sets of questions designed to quickly accumulate information from a largenumber of respondents.RACI. A common type of responsibility assignment matrix that uses responsible, accountable, consult, and informstatuses to define the involvement of stakeholders in project activities.Records Management System. A specific set of processes, related control functions, and tools that areconsolidated and combined to record and retain information about the project.Regression Analysis. An analytic technique where a series of input variables are examined in relation to theircorresponding output results in order to develop a mathematical or statistical relationship.Regulation. Requirements imposed by a governmental body. These requirements can establish product, process, orservice characteristics, including applicable administrative provisions that have government-mandated compliance.Reporting Systems. Facilities, processes, and procedures used to generate or consolidate reports from one ormore information management systems and facilitate report distribution to the project stakeholders.Request for Information (RFI). A type of procurement document whereby the buyer requests a potential sellerto provide various pieces of information related to a product or service or seller capability.GlossaryRequest for Proposal (RFP). A type of procurement document used to request proposals from prospectivesellers of products or services. In some application areas, it may have a narrower or more specific meaning.Request for Quotation (RFQ). A type of procurement document used to request price quotations fromprospective sellers of common or standard products or services. Sometimes used in place of request forproposal and, in some application areas, it may have a narrower or more specific meaning.Requested Change. A formally documented change request that is submitted for approval to the integratedchange control process.Requirement. A condition or capability that is required to be present in a product, service, or result to satisfy acontract or other formally imposed specification.Requirements Documentation. A description of how individual requirements meet the business need for theproject.Requirements Management Plan. A component of the project or program management plan that describes howrequirements will be analyzed, documented, and managed.Requirements Traceability Matrix. A grid that links product requirements from their origin to the deliverablesthat satisfy them.Reserve. A provision in the project management plan to mitigate cost and/or schedule risk. Often used with amodifier (e.g., management reserve, contingency reserve) to provide further detail on what types of risk are meantto be mitigated.Reserve Analysis. An analytical technique to determine the essential features and relationships of components inthe project management plan to establish a reserve for the schedule duration, budget, estimated cost, or funds fora project.Residual Risk. A risk that remains after risk responses have been implemented.Resource. Skilled human resources (specific disciplines either individually or in crews or teams), equipment,services, supplies, commodities, material, budgets, or funds.Resource Breakdown Structure. A hierarchical representation of resources by category and type.Resource Calendar. A calendar that identifies the working days and shifts on which each specific resource isavailable.GlossaryResource Histogram. A bar chart showing the amount of time that a resource is scheduled to work over a series oftime periods. Resource availability may be depicted as a line for comparison purposes. Contrasting bars may showactual amounts of resources used as the project progresses.Resource Leveling. A technique in which start and finish dates are adjusted based on resource constraints withthe goal of balancing demand for resources with the available supply.Resource Optimization Techniques. A technique that is used to adjust the start and finish dates of activities thatadjust planned resource use to be equal to or less than resource availability.Resource Smoothing. A technique which adjusts the activities of a schedule model such that the requirement forresources on the project do not exceed certain predefined resource limits.Responsibility. An assignment that can be delegated within a project management plan such that the assignedresource incurs a duty to perform the requirements of the assignment.Responsibility Assignment Matrix (RAM). A grid that shows the project resources assigned to each workpackage.Result. An output from performing project management processes and activities. Results include outcomes(e.g., integrated systems, revised process, restructured organization, tests, trained personnel, etc.) and documents(e.g., policies, plans, studies, procedures, specifications, reports, etc.). Contrast with product. See also deliverable.Rework. Action taken to bring a defective or nonconforming component into compliance with requirements orspecifications.Risk. An uncertain event or condition that, if it occurs, has a positive or negative effect on one or more projectobjectives.Risk Acceptance. A risk response strategy whereby the project team decides to acknowledge the risk and nottake any action unless the risk occurs.Risk Appetite. The degree of uncertainty an entity is willing to take on, in anticipation of a reward.Risk Audits. Examination and documentation of the effectiveness of risk responses in dealing with identified risksand their root causes, as well as the effectiveness of the risk management process.Risk Avoidance. A risk response strategy whereby the project team acts to eliminate the threat or protect theproject from its impact.GlossaryRisk Breakdown Structure (RBS). A hierarchical representation of risks according to their risk categories.Risk Categorization. Organization by sources of risk (e.g., using the RBS), the area of the project affected (e.g.,using the WBS), or other useful category (e.g., project phase) to determine the areas of the project most exposedto the effects of uncertainty.Risk Category. A group of potential causes of risk.Risk Data Quality Assessment. Technique to evaluate the degree to which the data about risks is useful for riskmanagement.Risk Management Plan. A component of the project, program, or portfolio management plan that describes howrisk management activities will be structured and performed.Risk Mitigation. A risk response strategy whereby the project team acts to reduce the probability of occurrenceor impact of a risk.Risk Reassessment. Risk reassessment is the identification of new risks, reassessment of current risks, and theclosing of risks that are outdated.Risk Register. A document in which the results of risk analysis and risk response planning are recorded.Risk Threshold. Measure of the level of uncertainty or the level of impact at which a stakeholder may have aspecific interest. Below that risk threshold, the organization will accept the risk. Above that risk threshold, theorganization will not tolerate the risk.Risk Tolerance. The degree, amount, or volume of risk that an organization or individual will withstand.Risk Transference. A risk response strategy whereby the project team shifts the impact of a threat to a thirdparty, together with ownership of the response.Risk Urgency Assessment. Review and determination of the timing of actions that may need to occur sooner thanother risk items.Role. A defined function to be performed by a project team member, such as testing, filing, inspecting, or coding.Rolling Wave Planning. An iterative planning technique in which the work to be accomplished in the near termis planned in detail, while the work in the future is planned at a higher level.GlossaryRoot Cause Analysis. An analytical technique used to determine the basic underlying reason that causes avariance or a defect or a risk. A root cause may underlie more than one variance or defect or risk.Scatter Diagram. A correlation chart that uses a regression line to explain or to predict how the change in anindependent variable will change a dependent variable.Schedule. See project schedule and see also schedule model.

This definition was found in the PMBOK V5

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