Guide_PMM_Glossary

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SAP
Project Glossary of Terms Field
Services

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A
Acceptance The act of taking custody based on satisfactory verification.
Acceptance Criteria The requirements and conditions that must be met for acceptance of the
deliverables.
Acceptance Test Tests conducted in accordance with an approved verification plan and approved
test procedures. Tests are best conducted by an independent organization and
witnessed by a representative of the buyer for compliance with the test
procedure and verification plan.
Acceptance Test Detailed step-by-step instructions for the set-up, operation, and evaluation of
Procedure (ATP) tests. The procedure includes the approach to sampling and statistical quality
control.
Accrued Cost A cost that is incurred all at once at a certain time in a project or gradually, for
instance, over the entire time a task is being worked on.
Acquisition The obtaining under contract of supplies and services to meet the needs of a
project.
Acquisition Plan The document that describes the approach for acquisition. It defines competitive
or sole source, schedule, funding, manpower, facilities, risk, etc. Also called the
System Acquisition Plan.
Activity An element of work performed during the course of a project. An activity
normally has an expected duration, expected cost, and expected resource
requirements. Activities are often subdivided into tasks.
Activity Definition Identifying the specific activities that must be performed in order to produce the
various project deliverables.
Activity Description A short phrase or label used in a project network diagram. The activity
(AD) description normally describes the scope of work of the activity.
Activity Duration Estimating the number of work periods which will be needed to complete
Estimating individual activities.
Activity-On-Arrow See arrow diagramming method.
(AOA)
Activity-On-Node See precedence diagramming method.
(AON)
Activity Sequencing Identifying and documenting dependencies among schedule activities
Actual Cost (AC) Total costs incurred that must relate to whatever cost was budgeted within the
planned value and earned value (which can sometimes be direct labor hours
alone, direct costs alone, or all costs including indirect costs) in accomplishing
work during a given time period. See also earned value.

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Actual Cost of Work This term has been replaced with the term actual cost.
Performed (ACWP)
Actual Finish Date The point in time that work actually ended on an activity. (Note: in some
(AF) application areas, the activity is considered "finished" when work is
"substantially complete.")
Actual Start Date The point in time that work actually started on an activity.
(AS)
Administrative Generating, gathering, and disseminating information to formalize phase or
Closure project completion.
Analogous An estimating technique that compares a project or activity to a similar previous
Estimating project or activity.
Application Area A category of projects that have common elements not present in all projects.
Application areas are usually defined in terms of either the product of the project
(i.e., by similar technologies or industry sectors) or the type of customer (e.g.,
internal vs. external, government vs. commercial). Application areas often
overlap.
Apportioned Effort Effort that is not itself readily divisible into short-span work packages but which
is related and proportional to measured effort in other work packages. Project
management overhead is an example. Also see Discrete Effort
Apportioned Task A task that is dependent on or related to the performance of another task.
Arrow The graphic presentation of an activity. See also arrow diagramming method.
Arrow Diagramming A network diagramming technique in which activities are represented by arrows.
Method (ADM) The tail of the arrow represents the start and the head represents the finish of
the activity (the length of the arrow does not represent the expected duration of
the activity). Activities are connected at points called nodes (usually drawn as
small circles) to illustrate the sequence in which the activities are expected to be
performed. See also precedence diagramming method.
As-of Date See data date.
Assumptions Assumptions are factors that, for planning purposes, are considered to be true,
real, or certain. Assumptions affect all aspects of project planning, and are part
of the progressive elaboration of the project. Project teams frequently identify,
document, and validate assumptions as part of their planning process.
Assumptions generally involve a degree of risk.
Assumptions A technique that explores the assumptions' accuracy and identifies risks to the
analysis project from inaccuracy, inconsistency or incompleteness of assumptions.
Award The assignment of work under Contract.
Award Fee A contract fee provision used to motivate a contractor to respond to issues that
are assigned and measured periodically and subjectively. The contract specifies
award fee periods, usually six to nine months long. The award fee criteria are
negotiated prior to the start of the award fee period, providing the buyer
flexibility to change the incentive emphasis as the project evolves. The
determination is made unilaterally by the buyer and is not subject to the legal
disputes clause provisions.

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B
Backward Pass The calculation of late finish dates and late start dates for the uncompleted
portions of all network activities. Determined by working backwards through the
network logic from the project's end date. The end date may be calculated in a
forward pass or set by the customer or sponsor. See also network analysis.
Bar Chart A graphic display of schedule-related information. In the typical bar chart,
activities or other project elements are listed down the left side of the chart,
dates are shown across the top, and activity durations are shown as date-
placed horizontal bars. Also called a Gantt chart.
Baseline The original plan (for a project, a work package, or an activity), plus or minus
approved changes. Usually used with a modifier (e.g., cost baseline, schedule
baseline, performance measurement baseline).
Baseline Finish Date See scheduled finish date.
Baseline Start Date See scheduled start date.
Bottom Up Cost The preparation of detailed estimates for every task in the work breakdown
Estimating structure and summing them up to provide a total project cost estimate or cost
plan.
Brainstorming A general creativity technique that can be used to identify ideas, risks, or
solutions to issues using a group of team members or subject-matter experts.
Typically, a brainstorming session is structured so that each participant's ideas
are recorded for later analysis.
Budget The planned cost for an activity or project.
Budget At The estimated total cost of the project when done.
Completion (BAC)
Budget Estimate See estimate.
Budgeted Cost of This term has been replaced with the term earned value.
Work Performed
(BCWP)
Budgeted Cost of This term has been replaced with the term planned value.
Work Scheduled
(BCWS)
Buffer See reserve.
Business Case A document used to justify the commitment of resources to a project.

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C
Calendar The calendar used in developing a project plan. This calendar identifies project
work days, and can be altered so weekends, holidays, weather days, etc., are
not included.
Calendar Unit The smallest unit of time used in scheduling the project. Calendar units are

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generally in hours, days, or weeks, but can also be in shifts or even in minutes.
Used primarily in relation to project management software.
Capital Asset Tangible property, including durable goods, equipment, buildings, installations,
and land.
Capital Cost The total expenditure for acquiring an asset. The sum of all moneys spent on a
project and transferred to the capital account of an organization, usually upon
completion.
Change Control The process of accepting or rejecting changes to the project's baselines. Lack
of change control is one of the most common causes of scope creep.
Change Control A formally constituted group of stakeholders responsible for approving or
Board (CCB) rejecting changes to the project baselines.
Change Order A unilateral written order to a contractor to modify a contractual requirement
within the scope of contract and consistent with the terms of that contract.
Chart of Accounts Any numbering system used to monitor project costs by category (e.g., labor,
supplies, and materials). The project chart of accounts is usually based upon
the corporate chart of accounts of the primary performing organization. See also
code of accounts.
Charter See project charter.
Checklist A listing of many possible risks that might occur on a project. It is used as tool in
the risk identification process. Checklists are comprehensive, listing several
types of risk that have been encountered on prior projects.
Code of Accounts Any numbering system used to uniquely identify each element of the work
breakdown structure. See also chart of accounts.
Committed Costs Costs that will still be incurred even if the project is terminated.
Communications Determining the information and communications needs of the project
Planning stakeholders: who needs what information, when they will need it, and how it
will be given to them.
Component A constituent part, an element.
Configuration The process to:
Management
 Define the evolving baselines of the project
 Control changes to the approved baselines
 Record and communicate the change and change status

Conflict Two or more parties having differing interests or perspectives that require
resolution to achieve project goals.
Conflict Management Handling of conflicts between project participants or groups in order to create
optimal project results.
Conflict Resolution To seek a solution to a problem, five methods in particular have been proven
through confrontation, compromise, smoothing, forcing and withdrawal.
Constraint Applicable restriction that will affect the performance of the project. Any factor
that affects when an activity can be scheduled.
Contingencies See reserve and contingency planning.
Contingency See reserve.
Allowance
Contingency The development of a management plan that identifies alternative strategies to
Planning be used to ensure project success if specified risk events occur.

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Contingency Reserve The amount of money or time needed above the estimate to reduce the risk of
overruns of project objectives to a level acceptable to the organization.
Contract A contract is a mutually binding agreement which obligates the seller to provide
the specified product and obligates the buyer to pay for it. Contracts generally
fall into one of three broad categories:

 Fixed price or lump sum contracts - This category of contract
involves a fixed total price for a well-defined product. Fixed price
contracts may also include incentives for meeting or exceeding selected
project objectives such as schedule targets.
 Cost reimbursable contracts - This category of contract involves
payment (reimbursement) to the contractor for its actual costs. Costs
are usually classified as direct costs (costs incurred directly by the
project, such as wages for members of the project team) and indirect
costs (costs allocated to the project by the performing organization as a
cost of doing business, such as salaries for corporate executives).
Indirect costs are usually calculated as a percentage of direct costs.
Cost reimbursable contracts often include incentives for meeting or
exceeding selected project objectives such as schedule targets or total
cost.
 Time and material contracts-time and material contracts are a hybrid
type of contractual arrangement that contain aspects of both cost
reimbursable and fixed-price-type arrangements. Time and material
contracts resemble cost-type arrangements in that they are open
ended, because the full value of the arrangement is not defined at the
time of the award. Thus, time and material contracts can grow in
contract value as if they were cost-reimbursable-type arrangements.
Conversely, time and material arrangements can also resemble fixed-
unit arrangements when, for example, the unit rates are preset by the
buyer and seller as when both parties agree on the rates for the
category of "senior engineers."

Contract Managing the contract and relationship between the seller and the buyer.
Administration
Contract Close-out Completion and settlement of the contract, including resolution of all outstanding
items.
Control The process of comparing actual performance with planned performance,
analyzing variances, evaluating possible alternatives, and taking appropriate
corrective action as needed.
Control Account Plan Previously called a Cost Account Plan. The CAP is a management control point
(CAP) where the integration of scope and budget and schedule takes place, and where
the measurement of performance will happen. CAPs are placed at selected
management points of the work breakdown structure.
Control Charts Control charts are a graphic display of the results, over time and against
established control limits, of a process. They are used to determine if the
process is "in control" or in need of adjustment.
Control Gate A major project milestone at which the project sponsor has the opportunity at
the end of one phase of exercising a ‘go/no-go’ decision on the continuation of
the project into the succeeding phase.
Corrective Action Changes made to bring expected future performance of the project into line with
the plan.

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Cost The monetary value of a project activity, composed of labor, materials, and
other direct and indirect elements.
Cost Budgeting Allocating the cost estimates to individual work activities.
Cost Control Controlling changes to the project budget.
Cost Estimating Developing an approximation (estimate) of the cost of the resources needed to
complete project activities.
Cost of Quality The costs incurred to ensure quality. The cost of quality includes quality
planning, quality control, quality assurance, and rework.
Cost Performance The cost efficiency ratio of earned value to actual costs. CPI is often used to
Index (CPI) predict the magnitude of a possible cost overrun using the following formula:
BAC/SPI = projected cost at completion. CPI = EV divided by AC.
Cost Plus Fixed Fee A type of contract where the buyer reimburses the seller for the seller's
(CPFF) Contract allowable costs (allowable costs are defined by the contract) plus a fixed
amount of profit (fee).
Cost Plus Incentive A type of contract where the buyer reimburses the seller for the seller's
Fee (CPIF) Contract allowable costs (allowable costs are defined by the contract), and the seller
earns its profit if it meets defined performance criteria.
Cost Variance (CV) 1. Any difference between the estimated cost of an activity and the actual
cost of that activity.
2. In earned value, Earned Value less Actual Cost = CV where a positive
number is a favorable situation and a negative number is an
unfavorable position.

Crashing Taking action to decrease the total project duration after analyzing a number of
alternatives to determine how to get the maximum duration compression for the
least cost, including reducing activity duration and assigning additional
resources. Also see Fast Tracking.
Critical Activity Any activity on a critical path. Most commonly determined by using the critical
path method. Although some activities are "critical" in the dictionary sense
without being on the critical path, this meaning is seldom used in the project
context.
Critical Chain A scheduling technique that modified the schedule to account for limited
Method resources.
Critical Path The series of activities that determines the duration of the project. In a
deterministic model, the critical path is usually defined as those activities with
float less than or equal to a specified value, often zero, It is the longest path
through the project. See critical path method.
Critical Path Method A network analysis technique used to predict project duration by analyzing
(CPM) which sequence of activities (which path) has the least amount of scheduling
flexibility (the least amount of float). Early dates are calculated by means of a
forward pass using a specified start date. Late dates are calculated by means of
a backward pass starting from a specified completion date (usually the forward
pass's calculated project early finish date).
Current Finish Date The current estimate of the point in time when an activity will be completed.
Current Start Date The current estimate of the point in time when an activity will begin.
Customers The individuals or organizations requesting the project's product or service. The
clients are not necessarily the users of the project's product or service.

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D
Data Date (DD) The date at which, or up to which, the project's reporting system has provided
actual status and accomplishments. Also called as-of-date.
Decision Tree The decision tree is a diagram that describes a decision under consideration
Analysis and the implications of choosing one or another of the available alternatives. It
Incorporates probabilities or risks and the s\costs or rewards of each logical
path of events and future decisions.
Decomposition The technique of dividing the scope and deliverables into smaller, more
manageable components to allow for effective execution, monitoring, and
controlling of the project.
Definitive Estimate See estimate.
Deliverable Any measurable, tangible, verifiable outcome, result, or item that must be
produced to complete a project or part of a project. Often used more narrowly in
reference to an external deliverable, which is a deliverable that is subject to
approval by the project sponsor or customer.

Any item that must be produced to complete a project or part of a project.
Deliverables are required to the process. Examples include Project Charter and
Project Plan
Delphi Technique A process where a consensus view is reached by consultation with experts.
Often used as an estimating technique.
Dependency See logical relationship.
Direct Project Costs The costs directly attributable to a project, including all personnel, goods and/or
services together with all their associated costs, but not including indirect project
costs, such as any overhead and office costs incurred in support of the project.
Discrete Effort An effort that is distinct and related to a specific deliverable of element of the
work breakdown structure. Also see apportioned effort.
Dummy Activity An activity of zero duration used to show a logical relationship in the arrow
diagramming method. Dummy activities are used when logical relationships
cannot be completely or correctly described with regular activity arrows.
Dummies are shown graphically as a dashed line headed by an arrow.
Duration (DU) The number of work periods (not including holidays or other non-working
periods) required to complete an activity or other project element. Usually
expressed as workdays or workweeks. Sometimes incorrectly equated with
elapsed time. See also effort.
Duration Shortening the project schedule without reducing the project scope. Duration
Compression compression is not always possible and often requires an increase in project
cost.

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E
Early Finish Date In the critical path method, the earliest possible point in time on which the
(EF) uncompleted portions of an activity (or the project) can finish based on the
network logic and any schedule constraints. Early finish dates can change as
the project progresses and changes are made to the project plan.
Early Start Date (ES) In the critical path method, the earliest possible point in time on which the
uncompleted portions of an activity (or the project) can start, based on the
network logic and any schedule constraints. Early start dates can change as the
project progresses and changes are made to the project plan.
Earned Value (EV) The physical work accomplished plus the authorized budget for this work The
sum of the approved cost estimates (May include overheard allocation) for
activities (or portions of activities) completed during a given period (Usually
project-to-date). Previously called the budgeted cost of work performed (BCWP)
for an activity or group of activities.
Earned Value A method for integrating scope, schedule, and resources, and for measuring
Management (EVM) project performance. It compares the amount of work that was planned with
what was actually earned with what was actually spent to determine if cost and
schedule performance are as planned.
Effort The number of labor units required to complete an activity or other project
element. Usually expressed as staff hours, staff days, or staff weeks. Should not
be confused with duration.
Element One of the parts, substances, or principles hat make up a compound or complex
whole.
Estimate An assessment of the likely quantitative result. Usually applied to project costs
and durations and should always include some indication of accuracy (e.g., ± x
percent). Usually used with a modifier (e.g., preliminary, conceptual, feasibility).
Some application areas have specific modifiers that imply particular accuracy
ranges (e.g., order-of-magnitude estimate, budget estimate, and definitive
estimate in engineering and construction projects).
Estimate At The expected total cost of an activity, a group of activities, or of the project
Completion (EAC) when the defined scope of work has been completed. Most techniques for
forecasting EAC include some adjustment of the original cost estimate based on
project performance to date.
Estimate To The expected additional cost needed to complete an activity, a group of
Complete (ETC) activities, or the project. Most techniques for forecasting ETC include some
adjustment to the original estimate based on project performance to date. Also
called "estimated to complete." See also earned value and estimate at
completion.
Event An event is an identifiable single point in time on a project.
Event-on-Node A network diagramming technique in which events are represented by boxes (or
nodes) connected by arrows to show the sequence in which the events are to
occur. Used in the original Program Evaluation and Review Technique.
Exception Report Document that includes only major variations from plan (rather than all
variations).

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F
Fast Tracking Compressing the project schedule by overlapping activities that would normally
be done in sequence, such as design and construction.
Finish Date A point in time associated with an activity's completion. Usually qualified by one
of the following: actual, planned, estimated, scheduled, early, late, baseline,
target or current.
Finish-to-Finish (FF) See logical relationship.
Finish-to-Start (FS) See logical relationship.
Firm Fixed Price A type of contract where the buyer pays the seller a set amount (as defined by
(FFP) Contract the contract) regardless of the seller's costs.
Fixed Price Contract See firm fixed price contract.
Fixed Price Incentive A type of contract where the buyer pays the seller a set amount (as defined by
Fee (FPIF) Contract the contract), and the seller can earn an additional amount if it meets defined
performance criteria
Float The amount of time that an activity may be delayed from its early start without
delaying the project finish date. Float is a mathematical calculation and can
change as the project progresses and changes are made to the project plan.
Also called slack, total float, and path float. See also free float.
Forecast Estimates on the project’s future based on information and knowledge available
at the time of the forecast. See Estimate at Completion and Estimate to
Completion.
Forecast Final Cost See estimate at completion.
Forward Pass The calculation of the early start and early finish dates for the uncompleted
portions of all network activities. See also network analysis and backward pass.

Free Float (FF) The amount of time an activity can be delayed without delaying the early start of
any immediately following activities. See also float.
Functional Manager A manager responsible for activities in a specialized department or function
(e.g., engineering, manufacturing, marketing).
Functional An organization structure in which staff are grouped hierarchically by specialty
Organization (e.g., production, marketing, engineering, and accounting at the top level; with
engineering, further divided into mechanical, electrical, and others).
Functional Team
Funding The status of internal fund allocation, or allocation by an external agency, if
applicable, to enable payment for the performance of the project scope. The
status of internal or external monies available for performing the work.

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G
Gantt Chart See bar chart.
Grade A category or rank used to distinguish items that have the same functional use
(e.g., "hammer") but do not share the same requirements for quality (e.g.,
different hammers may need to withstand different amounts of force).
Graphical Evaluation A network analysis technique that allows for conditional and probabilistic
and Review treatment of logical relationships (i.e., some activities may not be performed).
Technique (GERT)
Guideline Formal documents describing how to perform specific activities and/or tasks.
Examples include developing a risk management approach and project
scheduling guidelines.

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H
Hammock An aggregate or summary activity (a group of related activities is shown as one
and reported at a summary level). A hammock may or may not have an internal
sequence. See also subproject and subnet.
Hanger An unintended break in a network path. Hangers are usually caused by missing
activities or missing logical relationships.

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I
Imposed Finish A finish date imposed on an activity by external constraints.
Imposed Start A start date imposed on an activity by external constraints. May lead to
hypercritical paths and negative float.
Information Making needed information available to project stakeholders in a timely manner.
Distribution
Initiation Authorizing the project or phase.
In Progress An activity that has been started, but not yet completed.
Indirect Cost Resources expended which are not directly identified to any specific contract,
project, product or service, such as Overhead and G&A.
Integrated Change Coordinating changes across the entire project.
Control
Integrated See earned value.
Cost/Schedule

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Reporting
Issue A question, dispute, or matter not resolved and under discussion. An issue can
be a point of disagreement on an aspect of the project.

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K
Key Event Schedule See master schedule.
Key Performance Those project management indicators that:
Indicators
 Are determined at the beginning of the project
 Reflect directly on the key objectives [goals] of the project
 Provide the basis for project management trade-off decisions during the
course of the project.

And at completion of the project these KPIs:

 Will be the most relevant measures to confirm the acceptability of the
project and its product by the project's stakeholders as being
"successful"
 Can be measured in some way, at some time, on some scale.

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L
Lag A modification of a logical relationship which directs a delay in the successor
task. For example, in a finish-to-start dependency with a 10-day lag, the
successor activity cannot start until 10 days after the predecessor has finished.
See also lead.
Late Finish Date (LF) In the critical path method, the latest possible point in time that an activity may
be completed without delaying a specified milestone (usually the project finish
date).
Late Start Date (LS) In the critical path method, the latest possible point in time that an activity may
begin without delaying a specified milestone (usually the project finish date).
Lead A modification of a logical relationship which allows an acceleration of the
successor task. For example, in a finish-to-start dependency with a 10-day lead,
the successor activity can start 10 days before the predecessor has finished.
See also lag.
Lessons Learned The learning gained from the process of performing the project. Lessons
learned may be identified at any point. Also considered a project record.

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Level of Effort (LOE) Support-type activity (e.g., vendor or customer liaison) that does not readily lend
itself to measurement of discrete accomplishment. It is generally characterized
by a uniform rate of activity over a specific period of time determined by the
activities it supports.
Leveling See resource leveling.
Life-cycle Costing The concept of including acquisition, operating, and disposal costs when
evaluating various alternatives.
Link See logical relationship.
Liquidated Damages A stipulation in a contract of a monetary amount that must be paid by the
contractor if the contractor fails to deliver supplies or perform services as
specified in the contract or any subsequent modification. Payments are in lieu of
actual damages related to the failure.
Logic See network logic.
Logic Diagram See project network diagram.
Logical Relationship A dependency between two project activities, or between a project activity and a
milestone. See also precedence relationship. The four possible types of logical
relationships are:

 Finish-to-start-the initiation of work of the successor depends upon the
completion of work of the predecessor.
 Finish-to-finish-the completion of the work of the successor cannot
finish until the completion of work of the predecessor.
 Start-to-start-the initiation of work of the successor depends upon the
initiation of the work of the predecessor.
 Start-to-finish-the completion of the successor is dependent upon the
initiation of the predecessor.

Loop A network path that passes the same node twice. Loops cannot be analyzed
using traditional network analysis techniques such as critical path method and
program evaluation and review technique.

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M
Management by The issue of management reports to responsible managers only when action is
Exception called for. This helps the manager to avoid wading through voluminous reports
where progress is going according to plan. However, the system may require
subjective judgment by someone who is not as well placed to do so as the
manager himself. Exception reports tend to be harbingers of bad news without
the good news and hence seen as detrimental rather than beneficial.
Management Styles The project manager may adopt several different management styles, according
to circumstances, in the process of leadership and team motivation. These
include:

 Authoritarian: Lets individuals know what is expected of them, gives

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specific guidance as to what should be done, makes his part of the
group understood, schedules work to be done, and asks group
members to follow standard rules and regulations.
 Combative: A project manager that is marked by an eagerness to fight
or be disagreeable over any given situation.
 Conciliatory: A project manager that is friendly and agreeable; one that
attempts to assemble and unite all project parties involved to provide a
compatible working team.
 Disruptive: A project manager that tends to break apart the unity of a
group, one that tends to be an agitator and causes disorder on a
project.
 Ethical: A project manager that is honest, sincere, able to motivate and
to press for the best and fairest solution, one generally goes "by the
books."
 Facilitating: The project manager is available to answer questions and
give guidance when needed; he does not interfere with day to day
tasks, but rather maintains that status quo.
 Intimidating: A project manager that frequently reprimands employees
for the sake of an image as a "tough guy," at the risk of lowering
department morale.
 Judicial: A project manager that exercises the use of sound judgment or
is characterized by applying sound judgment to most areas of the
project.
 Promotional: Encourages subordinates to realize their full potential,
cultivates a team spirit and lets subordinates know that good work will
be rewarded.
 Secretive: A project manager that is not open or outgoing in speech
activity, or purpose much to the detriment of the overall project.

Master Schedule A summary-level schedule which identifies the major activities and key
milestones. See also milestone schedule.
Mathematical See network analysis.
Analysis
Matrix Organization Any organizational structure in which the project manager shares responsibility
with the functional managers for assigning priorities and for directing the work of
individuals assigned to the project.
Milestone A significant event in the project, usually completion of a major deliverable.
Milestone Schedule A summary-level schedule, which identifies the major milestones. See also
master schedule.
Mission Statement Brief summary, approximately one or two sentences, that sums up the
background, purposes and benefits of the project.
Mitigation See risk mitigation.
Monitoring The capture, analysis, and reporting of project performance, usually as
compared to plan.
Monte Carlo Analysis A technique that performs a project simulation many times to calculated a
distribution of likely results. See simulation.

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N
Near-Critical Activity An activity that has low total float.
Negative Float The amount of time by which the early date of an activity exceeds its late date.
Network See project network diagram.
Network Analysis The process of identifying early and late start and finish dates for the
uncompleted portions of project activities. See also Critical Path Method,
Program Evaluation and Review Technique, and Graphical Evaluation and
Review Technique.
Network Logic The collection of activity dependencies that make up a project network diagram.
Network Path Any continuous series of connected activities in a project network diagram.
Node One of the defining points of a network; a junction point joined to some or all of
the other dependency lines. See also arrow diagramming method and
precedence diagramming method.
Not Earlier Than A restriction on an activity that indicates that it may not start or end earlier than
a specified date.
Not Later Than A restriction on an activity that indicates that it may not start or end later than a
specified date.

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O
Objective Something toward which project work is directed, such as a result, product or
service. An objective should be SMART (specific, measurable, attainable,
realistic, and time-bound).
Order of Magnitude See estimate.
Estimate
Organizational A depiction of the project organization arranged so as to relate work packages
Breakdown Structure to organizational units.
(OBS)
Organizational Identifying, documenting, and assigning project roles, responsibilities, and
Planning reporting relationships.
Overhead Costs incurred in the operation of a business which cannot be directly related to
the individual products or services being produced. See also Indirect Cost.
Overlap See lead.

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P
Parallel Activities Two or more activities than can be done at the same time. This allows a project
to be completed faster than if the activities were arranged serially in a straight
line.
Parametric An estimating technique that uses a statistical relationship between historical
Estimating data and other variables (e.g., square footage in construction, lines of code in
software development) to calculate an estimate.
Pareto Diagram A histogram, ordered by frequency of occurrence that shows how many results
were generated by each identified cause.
Path A set of sequentially connected activities in a project network diagram.
Path Convergence The node in the schedule where parallel paths merge or join. At that node,
delays or elongation or any converging path can delay the project. In
quantitative risk analysis of a schedule, significant risk may occur at this point.
Path Float See float.
Percent Complete An estimate, expressed as a percent, of the amount of work which has been
(PC) completed on an activity or group of activities.
Performance An approved plan against which deviations are compared for management
Measurement control.
Baseline
Performance Collecting and disseminating performance information. This includes status
Reporting reporting progress measurement and forecasting.
Performing The enterprise whose employees are most directly involved in doing the work of
Organization the project.
PERT Chart The term is commonly used to refer to a project network diagram. See program
evaluation and review technique for the traditional definition of PERT.
Phase See project phase.
Planned Finish Date See scheduled finish date.
(PF)
Planned Start Date See scheduled start date.
(PS)
Planned Value (PV) The physical work scheduled, plus the authorized budget to accomplish the
scheduled work. Previously, this was called the budgeted costs for work
scheduled(BCWS).
Planning Package A logical group of work within a cost account, that is identified and budgeted in
early baseline planning but is not yet subdivided into work packages.
Portfolio A group of projects or other items that are being worked on at the same time or
have been completed and are used as an indicator of ability.
Portfolio The management of a number of projects that do not share a common
Management objective. For example, the responsibility of an operations manager of a
company managing several different projects for different client.

The selection and review of a set of projects and programs to meet business
and organizational goals.
Positive Float The amount of time that an activity's start can be delayed without affecting the
project completion date. An activity with positive float is not on the critical path

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and is called a non-critical activity.
Precedence A network diagramming technique in which activities are represented by boxes
Diagramming Method (or nodes). Activities are linked by precedence relationships to show the
(PDM) sequence in which the activities are to be performed.
Precedence The term used in the precedence diagramming method for a logical relationship.
Relationship In current usage, however, precedence relationship, logical relationship, and
dependency are widely used interchangeably regardless of the diagramming
method in use.
Predecessor Activity 1. In the arrow diagramming method, the activity which enters a node.

2. In the precedence diagramming method, the "from" activity.
Preventive Action An activity, that when completed, reduces the probability of a negative impact
from a project risk.
Price Cost plus any fee or profit applicable to the contract type. The amount paid for a
supply or service.
Probability and A common way to determine whether a risk is considered low, moderate, or
Impact Matrix high by combining the two dimensions of a risk, its probability of occurrence,
and its impact on objectives if it occurs.
Procurement Determining what to procure and when.
Planning
Procurement A macro view of the manner or approach to securing the necessary resources
Strategy for carrying out the work of the project. Procurement strategy should be
established early on in the project planning phase, since procurement strategy
decisions will affect the design of the work breakdown structure. Procurement
strategy may range from completing all of the work in-house, or a single
complete contract to a number of separate trade contracts under the direction of
a coordinating (e.g. construction) manager.
Product Scope The features and functions that characterize a product or service.
Program A group of related projects managed in a coordinated way. Programs usually
include an element of ongoing work.
Program Evaluation An event-oriented network analysis technique used to estimate project duration
and Review when there is uncertainty in the individual activity duration estimates. PERT
Technique (PERT) applies the critical path method using durations that are computed by a
weighted average of optimistic, pessimistic, and most likely duration estimates.
ERT computes the standard deviation of the completion date from those of the
path's activity durations. Also known as the Method of Moments Analysis.
Program The management of a related series of projects executed over a broad period of
Management time, and which are designed to accomplish broad goals, to which the individual
projects contribute.
Program Manager The program manager is responsible for managing a group of related projects.

Progressive The technique of adding more details to the plan as more information becomes
Elaboration known. Also see Rolling Wave Planning.
Progress Payment Interim payment for delivered work in accordance with contract terms generally
tied to meeting specified performance milestones.
Project A temporary endeavor undertaken to create a unique product or service, or
result.
Project Charter A document issued by senior management that provides the project manager

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with the authority to apply organizational resources to project activities.
Project A subset of project management that includes the processes required to ensure
Communications proper collection and dissemination of project information. It consists of
Management communications planning, information distribution, performance reporting, and
administrative closure.
Project Cost A subset of project management that includes the processes required to ensure
Management that the project is completed within the approved budget. It consists of resource
planning, cost estimating, cost budgeting, and cost control.
Project Execution Carrying out the project management plan by performing the activities included
therein.
Project Human A subset of project management that includes the processes required to make
Resource the most effective use of the people involved with the project. It consists of
Management organizational planning, staff acquisition, and team development.
Project Integration A subset of project management that includes the processes required to ensure
Management that the various elements of the project are properly coordinated. It consists of
project plan development, project plan execution, and overall change control.
Project Life Cycle A collection of generally sequential project phases whose name and number are
determined by the control needs of the organization or organizations involved in
the project.
Project Management The application of knowledge, skills, tools, and techniques to project activities to
meet the project requirements.
Project Management An inclusive term that describes the sum of knowledge within the profession of
Body of Knowledge project management. As with other professions such as law, medicine, and
®
(PMBOK ) accounting, the body of knowledge rests with the practitioners and academics
that apply and advance it. The PMBOK includes proven, traditional practices
which are widely applied as well as innovative and advanced ones which have
seen more limited use.
Project Management A formal, approved document used to guide project execution, monitoring and
Plan controlling. The primary uses of the project management plan are to document
planning assumptions and decisions, to facilitate communication among
stakeholders, and to document approved scope, cost, and schedule baselines.
A project management plan may be summary or detailed.
Project Management An individual certified as such by the Project Management Institute.
Professional (PMP)
Project Management A class of computer applications specifically designed to aid with planning and
Software controlling project costs and schedules.
Project Management The members of the project team who are directly involved in project
Team management activities. On some smaller projects, the project management
team may include virtually all of the project team members.
Project Manager (PM) The individual responsible for managing a project. The project manager,
identified in either the Initiating or Planning Process, is responsible for
coordinating day-to-day activities and resource management for the project.
Project Network Any schematic display of the logical relationships of project activities. Always
Diagram drawn from left to right to reflect project chronology. Often incorrectly referred to
as a "PERT chart."
Project Management Needs definition
Office (PMO)
Project Phase A collection of logically related project activities, usually culminating in the
completion of a major deliverable.

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Project Management Taking the results of other planning processes and putting them into a
Plan Development consistent, coherent document.

Project Planning The development and maintenance of the project management plan.
Project Procurement A subset of project management that includes the processes required to acquire
Management goods and services from outside the performing organization. It consists of
procurement planning, solicitation planning, solicitation, source selection,
contract administration, and contract close-out.
Project Quality A subset of project management that includes the processes required to ensure
Management that the project will satisfy the needs for which it was undertaken. It consists of
quality planning, quality assurance, and quality control.
Project Risk Risk management is the systematic process of identifying analyzing, and
Management responding to project risk. It includes maximizing the probability and
consequences of positive events and minimizing the probability and
consequences of events adverse to project objectives. It includes the processes
of risk management planning, risk identification, qualitative risk analysis,
quantitative risk analysis, risk response planning, and risk monitoring and
control.
Project Schedule The planned dates for performing activities and the planned dates for meeting
milestones.
Project Scope The work that must be done to deliver a product with the specific features and
functions.
Project Scope A subset of project management that includes the processes required to ensure
Management that the project includes all of the work required, and only the work required, to
complete the project successfully. It consists of initiation, scope planning, scope
definition, scope verification, and scope change control.
Project Sponsor See Sponsor
Project Stakeholders See Stakeholders
Project Team Individuals or groups who are assigned to and working on the project. The team
may be further defined as core team and extended team, where core team
refers to members that are engaged on a more frequent basis.
Project Team The people who report either directly or indirectly to the project manager.
Members
Project Time A subset of project management that includes the processes required to ensure
Management timely completion of the project. It consists of activity definition, activity
sequencing, activity duration estimating, schedule development, and schedule
control.
Projectized Any organizational structure in which the project manager has full authority to
Organization assign priorities and to direct the work of individuals assigned to the project.
Purchase Order A standard document used to obtain supplies and non-personnel services when
the total amount is relatively small. The issue of a Purchase Order creates a
contractual commitment.

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Q
Qualitative Risk Performing a qualitative analysis of risks and conditions to prioritize their effects
Analysis on project objectives. It involves assessing the probability and impact of project
risk(s) and using methods such as the probability and impact matrix to classify
risks into categories of high, moderate, and low for prioritized risk response
planning.
Quality Assurance 1. Quality Assurance is responsible for evaluating overall project
(QA) performance on a regular basis to provide confidence that the project
will satisfy the relevant quality standards.
2. The process of evaluating overall project performance on a regular
basis to provide confidence that the project will satisfy the relevant
quality standards.
3. The organizational unit that is assigned responsibility for quality
assurance.

Quality Control (QC) 1. Quality Control is responsible for monitoring specific project results to
determine if they comply with relevant quality standards and identifying
ways to eliminate causes of unsatisfactory performance. In projects
associated with the development of products and systems, Quality
Control is typically associated with testing.
2. The process of monitoring specific project results to determine if they
comply with relevant quality standards and identifying ways to eliminate
causes of unsatisfactory performance.
3. The organizational unit that is assigned responsibility for quality control.

Quality Planning Identifying which quality standards are relevant to the project and determining
how to satisfy them.
Quantitative Risk Measuring the probability and consequences of risks and estimating their
Analysis implications for project objectives. Risks are characterized by probability
distributions of possible outcomes. This process uses quantitative techniques
such as simulation and decision tree analysis.

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Remaining Duration The time needed to complete an activity.
(RDU)
Request for Proposal A type of bid document used to solicit proposals from prospective sellers of
(RFP) products or services. In some application areas it may have a narrower or more
specific meaning.
Request for Generally, this term is equivalent to request for proposal. However, in some
Quotation (RFQ) application areas it may have a narrower or more specific meaning.
Requirement A condition or capability that the system must have to met needs of customers

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or stakeholders.
Reserve A provision in the project plan to mitigate cost and/or schedule risk. Often used
with a modifier (e.g., management reserve, contingency reserve) to provide
further detail on what types of risk are meant to be mitigated. The specific
meaning of the modified term varies by application area.
Residual Risk A Risk that remains after risk responses have been implemented.
Resource Project input (time, money, labor, machinery, etc.)
Resource Allocation The assignment of resources to tasks in a project.
Resource Availability The extent to which resources are available to meet the project's needs.
Resource Calendar A calendar that defines the working and non-working patterns for specific
resources.
Resource Code The code used to identify a given resource type.
Resource Histogram A view of project data in which resource requirements, usage, and availabilities
are shown against a time scale.
Resource Leveling Any form of network analysis in which scheduling decisions (start and finish
dates) are driven by resource management concerns (e.g., limited resource
availability or difficult-to-manage changes in resource levels).
Resource Planning Determining what resources (people, equipment, and materials) are needed in
what quantities to perform project activities.
Resource Pool A group of people who can generally do the same work, so that they can be
chosen randomly for assignment to a project.
Resource The requirement for a particular resource by a particular activity.
Requirement
Resource Smoothing The process of rescheduling activities such that the requirement for resources
on the project do not exceed resource limits. In smoothing, as opposed to
resource leveling, the project completion date may not be delayed. Activities
may only be delayed within their float.
Resource Thresholds In resource-limited scheduling it is possible to specify that a particular resource
may be exceeded, if necessary, by an amount not to exceed the specified
threshold for that resource.
Resource-Limited A project schedule whose start and finish dates reflect expected resource
Schedule availability. The final project schedule should always be resource-limited.
Responsibility A structure which relates the project organization structure to the work
Assignment Matrix breakdown structure to help ensure that each element of the project's scope of
(RAM) work is assigned to a responsible individual.
Responsibility Chart See responsibility assignment matrix.
Responsibility Matrix See responsibility assignment matrix.
Restraint An externally imposed factor affecting when an activity can be scheduled. The
external factor may be labor, cost, equipment, or other such resource
Retainage A portion of a contract payment that is held until contract completion in order to
ensure full performance of the contract terms.
Rework Action taken to bring a defective or nonconforming item into compliance with
requirements or specification.
Risk An uncertain event or condition that, if it occurs, has a positive or negative effect
on a project's objectives.
Risk Acceptance This technique of the risk response planning process indicates that the project

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team has decided not to change the project plan to deal with a risk, or is unable
to identify any other suitable response strategy.
Risk Avoidance Risk avoidance I changing the project plan to eliminate the risk or to protect the
project objectives from its impact. It is a tool of the risk response planning
process.
Risk Category A source of potential risk reflecting technical, project management,
organizational, or external sources.
Risk Database A repository that provides for collection, maintenance, and analysis of data
gathered and used in the risk management processes. lessons-learned program
uses a risk database. This is an output of the risk monitoring and control
process.
Risk Event A discrete occurrence that may affect the project for better or worse.
Risk Identification Determining which risk might affect the project and documenting their
characteristics. Tools used include brainstorming and checklists.
Risk Management Documents how the risk processes will be carried out during the project. This is
Plan the output of risk management planning.
Risk Management Deciding how to approach and plan risk management activities for a project.
Planning
Risk Mitigation Risk mitigation seeks to reduce the probability and/or impact of a risk to below
an acceptable threshold.
Risk Monitoring and Monitoring residual risks, identifying new risks, executing risk reduction plans,
Control and evaluating their effectiveness throughout the project life cycle.
Risk Register A document detailing all identified risks, including description, cause, probability
of occurring, impact(s) on objectives, proposed responses, owners, and current
status.
Risk Response Plan See Risk Register
Risk Response Developing procedures and techniques to enhance opportunities and reduce
Planning threats to the project's objectives. The tools include avoidance, mitigation,
transference, and acceptance.
Risk Transference Risk transference is seeking to shift the impact of a risk to a third party together
with ownership of the response.
Rolling Wave Cost and schedule planning where details are developed for the near term and
Planning general allocations are made for the out periods. Detail is developed for the out
periods as information becomes available to do so.
Rough Order of Estimated cost based on approximate cost models or expert analysis. It is
Magnitude Estimate usually based on top level requirements or specifications, and an overall
(ROM) prediction of work to be done to satisfy the requirements. The ROM is usually
used for financial planning purposes only.

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Schedule See project schedule.
Schedule Analysis See network analysis.

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Schedule See duration compression.
Compression
Schedule Control Controlling changes to the project schedule.
Schedule Analyzing activity sequences, activity durations, and resource requirements to
Development create the project schedule.
Schedule The schedule efficiency ratio of earned value accomplished against the planned
Performance Index value. The SPI describes what portion of the planned schedule was actually
(SPI) accomplished. The SPI = EV divided by PV.
Schedule Variance 1. Any difference between the scheduled completion of an activity and the
actual completion of that activity.
2. In earned value, Earned Value less Planned Value = SV where a
positive number is a favorable situation and a negative number is an
unfavorable position.

Scheduled Finish The point in time work was scheduled to finish on an activity. The scheduled
Date (SF) finish date is normally within the range of dates delimited by the early finish date
and the late finish date. It may reflect leveling of scarce resources.
Scheduled Start Date The point in time work was scheduled to start on an activity. The scheduled start
(SS) date is normally within the range of dates delimited by the early start date and
the late start date. It may reflect leveling of scarce resources.
Scope The sum of the products and services to be provided as a project.
Scope Baseline See baseline.
Scope Change Any change to the project scope. A scope change almost always requires an
adjustment to the project cost or schedule.
Scope Change Controlling changes to project scope.
Control
Scope Creep A progressive increase in scope. As some projects progress, especially through
development, requirements continuously change incrementally, causing the
user or developer to add to the project mission or objectives, i.e. with more work
involved, and consequent increases in the time and budget required.
Scope Definition Subdividing the major deliverables into smaller, more manageable components
to provide better control.
Scope Planning The process of progressively elaborating the work of the project, which includes
developing a written scope statement that includes the project justification, the
major deliverables, and the project objectives.
Scope Statement The scope statement provides a documented basis for making future project
decisions and for confirming or developing common understanding of project
scope among the stakeholders. As the project progresses, the scope statement
may need to be revised or refined to reflect approved changes to the scope of
the project.
Scope Verification Formalizing acceptance of the project scope.
S-Curve Graphic display of cumulative costs, labor hours, or other quantities, plotted
against time. The name derives from the S-like shape of the curve (flatter at the
beginning and end, steeper in the middle) produced on a project that starts
slowly, accelerates, and then tails off. Also a term for the cumulative likelihood
distribution that is a result of a simulation, a tool of quantitative risk analysis.
Secondary Risk A risk that arises as a direct result of implementing a risk response.
Seller The provider of goods or services to an organization.

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Senior Management The senior management team is comprised of senior members from the
Team organization that is performing the project work. The senior management team
has project decision making authority. The senior management team is
represented by (...) and has funding approval authority. Also, there may be
specific roles and responsibilities for certain members of the senior
management team (e.g., IT controller).
Simulation A simulation uses a project model that translates the uncertainties specified at a
detailed level into their potential impact on objectives that are expressed at the
level of the total project. Project simulations use computer models and
estimates of risk at a detailed level, and are typically performed using the Monte
Carlo technique.
Slack Term used in arrow diagramming method for float.
Slippage The amount of time a task has been delayed from its original baseline plan. The
slippage is the difference between the scheduled start or finish date for a task
and the baseline start or finish date. Slippage can occur when a baseline plan is
set and the actual dates subsequently entered for tasks are later than the
baseline dates or the actual durations are longer than the baseline plan
durations.
Software Software configuration management is a key process in managing software
Configuration development, operation, maintenance, and enhancement. Without SCM,
Management (SCM) considerable time and effort would be required to control the products of SDLC
projects or systems in production.
Solicitation Quotations, bids, offers, or proposals as appropriate.
Obtaining
Solicitation Planning Documenting product requirements and identifying potential sources.
Source Selection Choosing from among potential sellers.
Specification The document that prescribes the requirements with which the product or
services has to conform.
Sponsor The person or group that provides the financial resources for a project.
Staff Acquisition Getting the human resources needed assigned to and working on the project.
Stakeholder Individuals and organizations who are actively involved in the project, or whose
interests may be positively or negatively affected as a result of project execution
or project completion. They may also exert influence over the project and its
results
Stakeholder Those products, functionality, benefits, etc. resulting from the project that
Expectations stakeholders look forward to with some degree of certainty, rightly or wrongly.
Discrepancies between stakeholder needs, specified requirements,
expectations and actual results can be a significant source of dissatisfaction
with final project results. Hence the importance of good stakeholder
communication throughout the project.
Start Date A point in time associated with an activity's start, usually qualified by one of the
following: actual, planned, estimated, scheduled, early, late, target, baseline, or
current.
Start-to-Finish See logical relationship.
Start-to-Start See logical relationship.
Statement of Work A narrative description of products or services to be supplied under contract.
(SOW)
Status The comparison of actual progress against the plan to determine variance and
corrective action.

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Status Report A written reports given to both the project team and to a responsible person on
a regular basis stating the position of an activity, work package, or whole
project. Status Reports should be used to control the project and to keep
management informed of project status.
Steering Committee A group composed of senior management that provides oversight to the
project.
Stop Work Order Request for interim stoppage of work due to non-conformance, or funding or
technical limitations.
Subject Matter The SME is an individual or organization who provides specialized support and
Expert (SME) consultation to the project team.
Subnet A subdivision of a project network diagram usually representing some form of
subproject.
Sub-network See subnet.
Subproject A smaller portion of the overall project.
Successor Activity 1. In the arrow diagramming method, the activity which departs a node.
2. In the precedence diagramming method, the "to" activity.

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Target Completion An imposed date which constrains or otherwise modifies the network analysis.
Date (TC)
Target Finish Date The date that work is planned (targeted) to finish on an activity.
(TF)
Target Schedule See baseline.
Target Start Date The date that work is planned (targeted) to start on an activity.
(TS)
Task A generic term for work that is not included in the work breakdown structure, but
potentially could be a further decomposition of work by the individuals
responsible for that work. Also, lowest level of effort on a project.
Team Development Developing individual and group skills to enhance project performance.
Team Members See project team members.
Technical Technical performance measurement compares technical accomplishments
Performance during project execution to the project plan's schedule of technical achievement.
Measurement
Technical Shared Technical Shared Services provide consultation and support related to
Services (O&T) infrastructure areas. Consultation and support include infrastructure
assessments, defining, purchasing, testing and deploying infrastructure
components, and on-going infrastructure support. The infrastructure
components include LAN, WAN, servers, routers, gateways, network software,
etc.
Template Structure that serves as a model for other to follow. Templates can be applied to

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deliverables and tool. For example, there will be templates for a Project Charter
and a Change Control Log.
Test Lead The Test Lead develops the test plan, manages the testing process, activities,
and testing personnel and maintains the test documentation. For larger projects
the Test Lead should be from a test organization or from an organizational unit
separate from the actual Development Team.
Test Team The Test Team is responsible for testing the product, system, or application.
The Test Team along with the Test Lead, manage the verification and validation
of the developed solution.
Time Now The current calendar date from which a network analysis, report, or update is
being made.
Time-Limited The production of scheduled dates in which resource constraints may be
Scheduling relaxed in order to avoid any delay in project completion.
Time-Phased Budget The sum of budgets time-phased in accordance with the baseline schedule.
When summed at selected higher level elements of the Work Breakdown
Structure, this should include both direct and indirect budgets.
Time-Scaled Network Any project network diagram drawn in such a way that the positioning and
Diagram length of the activity represents its duration. Essentially, it is a bar chart that
includes network logic.
Tool Any item used to help in creating deliverables or completing the project. Tools
are typically optional. Examples include Change control Log and Meeting
Agenda Template.
Top Down Cost The preparation of a cost estimate by using judgment and experience to arrive
Estimating at an overall total amount, usually done by an experienced estimator or
manager making a subjective comparison of the project with similar previous
projects.
Total Float (TF) See float.
Total Quality A common approach to implementing a quality improvement program within an
Management (TQM) organization.
Transference See risk transference.
Trending A review of current progress compared to last reported progress which, when
displayed graphically, shows whether a course correction is necessary to
achieve the baseline plan
Triggers Triggers, sometimes called risk symptoms or warning signs, are indications that
a risk has occurred or is about to occur. Triggers may be discovered in the risk
identification process and watched in the risk monitoring and control process.
Triple Constraint A framework for evaluating demands on a project, represented by a triangle with
scope, schedule, and cost as the three parameters.

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U
User Individuals or groups who will use the software system and/or application.

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V
Validation As in Project Validation, the process of providing evidence that a system meets
the needs of the user, i.e. "Are we building the ‘Right Thing’?"
Value Engineering Value engineering is a creative approach used to optimize life-cycle cost, save
(VE) time, increase profits, improve quality, expand market share, solve problems,
and/or use resources more effectively.
Variance The difference between the baseline and scheduled task or resource
information. Variances occur when you set a baseline plan and begin entering
actual information into your schedule or cost spreadsheet.
Variance Threshold The amount of a variance which will require a formal problem analysis report, as
agreed to by the contractor and the customer. Variance parameters will differ
depending on the function, level and stage of the project.

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W
Work Breakdown A deliverable-oriented grouping of project elements which organizes and
Structure (WBS) defines the total scope of the project. Each descending level represents an
increasingly detailed definition of project deliverables.
Work Breakdown A document that captures additional information to support the WBS, including
Structure Dictionary descriptions, dates, resource requirements, and cost estimates.
Work Item Term no longer is common usage. Synonymous with activity - see activity.
Workaround A response to a negative risk event. Distinguished from contingency plan in that
a workaround is not planned in advance of the occurrence of the risk event.

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