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  • PMI LEXICONOF PROJECT MANAGEMENT TERMS

    VERSION 3.2

    September 2017

  • Project Management Institute

    PMI Lexicon of Project Management Terms

    Version 3.2

  • PMILexiconofProjectManagementTermsVersion3.2

    2017 Project Management Institute, Inc. All rights reserved.

    Published by: Project Management Institute, Inc.

    14 Campus Boulevard

    Newtown Square, Pennsylvania 19073-3299 USA

    Phone: +610-356-4600

    Fax: +610-356-4647

    Email: [email protected]

    Internet: www.PMI.org

    2017 Project Management Institute, Inc. All rights reserved.

    PMI, the PMI logo, PMBOK, OPM3, PMP, CAPM, PgMP, PfMP, PMI-RMP, PMI-SP, PMI-ACP, PMI-PBA, PROJECT MANAGEMENT JOURNAL, PM NETWORK, PMI TODAY, PULSE OF THE PROFESSION and the slogan MAKING PROJECT MANAGEMENT INDISPENSABLE FOR BUSINESS RESULTS. are all marks of Project Management Institute, Inc. For a comprehensive list of PMI trademarks, contact the PMI Legal Department. All other trademarks, service marks, trade names, trade dress, product names and logos appearing herein are the property of their respective owners. Any rights not expressly granted herein are reserved.

    PMI Publications welcomes corrections and comments on its books. Please feel free to send comments on typographical, formatting, or other errors. Simply make a copy of the relevant page of the book, mark the error, and send it to: Book Editor, PMI Publications, 14 Campus Boulevard, Newtown Square, PA 19073-3299 USA.

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  • PMILexiconofProjectManagementTermsVersion3.2

    2017 Project Management Institute, Inc. All rights reserved.

    PREFACEWelcometoVersion3.2ofthePMILexiconofProjectManagementTerms.TheLexicon

    wasfirstpublished in2012,andwasheraldedasPMIsnewesttoolforproject,program,andportfoliomanagers, providing access to approximately 150 clear and concise definitions forfrequentlyusedterms.Intheyearssinceitsintroduction,ithasgrowntoinclude200+definitionsandPMI standarddevelopmentcommitteesarechartered touse thePMILexicondefinitionswithoutmodification.

    ThePMILexiconofProjectManagementTermscontainsfoundationaltermsusedwithinprofessional project, program, and portfolio management. This tool should be used bylexicographersandstandardsteamsasareferencesourceandnotasaglossaryofeverypossibleproject,program,orportfoliomanagementrelatedtermthatwouldnormallybedefinedintheglossaryofatypicalPMIglobalstandard.

    SinceJanuary2016,theLexiconcommitteehasbeencharteredtomaintaintheLexicon,addresschangerequestsfromthepublic,andworkwithstandarddevelopmentcommitteestoensurethatglossariesanddefinitionswithinthecontentofthestandardsarealignedwiththePMILexiconandwithoneanother.Membersofthe2017LexiconCommitteeare:

    ElenaDunne,PhD,PMP(CommitteeChair)

    EtienneCornu,PhD,PMP,PMIRMP(CommitteeViceChair)

    DianneE.Allen,PMP,M.Eng.,P.Eng.

    DebraA.Hunter,PMP

    LarryMarks,PMP

    NanetteS.Patton,MSBA,PMP

    QuintonvanEeden,PMP,PMIRMP

    This Lexicon is the intellectual property of PMI and, as such,may only be used aspermitted by PMI. PMI permits and encourages the use of specific terms and definitionscontainedinthisLexiconprovidedthatattributiontoPMIisprovided.However,thePMILexiconofProjectManagementTermsmaynotbereproduced inwholeor inpartnormayderivativeworksbecreatedbasedon it (includingbutnot limited to translations),without theexpresswrittenpermissionofPMI.Forinformationregardingpermissions,pleaselogontoPMI.organdclickonKnowledgeCenterforlinkstothePermissionsFAQandthePermissionsForm.

  • PMILexiconofProjectManagementTermsVersion3.2

    2017 Project Management Institute, Inc. All rights reserved.

    1

    Acceptance Criteria. A set of conditions that are met before deliverables are accepted. See alsodeliverableandrequirement.

    Activity.Adistinct,scheduledportionofworkperformedduringthecourseofaproject.

    Activity Code.An alphanumeric value assigned to each activity that enables classifying, sorting, andfiltering.Seealsoactivityidentifierandactivitylabel.

    Activity Identifier.Auniquealphanumericvalueassigned toanactivityandused todifferentiate thatactivityfromotheractivities.Seealsoactivitycodeandactivitylabel.

    ActivityLabel.Aphrasethatnamesanddescribesanactivity.Seealsoactivitycodeandactivityidentifier.

    ActualCost(AC).Therealizedcostincurredfortheworkperformedonanactivityduringaspecifictimeperiod.Seealsobudgetatcompletion(BAC),earnedvalue(EV),estimateatcompletion(EAC),estimatetocomplete(ETC),andplannedvalue(PV).

    AnalogousEstimating.Atechniqueforestimatingthedurationorcostofanactivityoraprojectusinghistoricaldatafromasimilaractivityorproject.Seealsobottomupestimating,parametricestimating,programevaluationandreviewtechnique(PERT),andthreepointestimating.

    ApportionedEffort.Anactivitywhereeffortisallottedproportionatelyacrosscertaindiscreteeffortsandnotdivisible intodiscreteefforts.[Note:Apportionedeffort isoneofthreeearnedvaluemanagement(EVM)typesofactivitiesusedtomeasureworkperformance].Seealsodiscreteeffortandlevelofeffort.

    Assumption.A factor in theplanningprocessconsideredtobe true,real,orcertain,withoutproofordemonstration.

    BackwardPass.Acriticalpathmethodtechnique forcalculatingthe latestartand late finishdatesbyworkingbackwardthroughtheschedulemodelfromtheprojectenddate.Seealsoforwardpass.

    Baseline. The approved versionof aworkproduct that canbe changedusing formal change controlproceduresandisusedasthebasisforcomparisontoactualresults.Seealsocostbaseline,performancemeasurementbaseline,schedulebaseline,andscopebaseline.

    BottomUpEstimating.Amethodofestimatingprojectdurationorcostbyaggregatingtheestimatesofthe lowerlevel componentsof theworkbreakdown structure (WBS). Seealsoanalogousestimating,parametricestimating,programevaluationandreviewtechnique(PERT),andthreepointestimating.

    BudgetatCompletion(BAC).Thesumofallbudgetsestablishedfortheworktobeperformed.Seealsoactualcost(AC),earnedvalue(EV),estimateatcompletion(EAC),estimatetocomplete(ETC),andplannedvalue(PV).

    ChangeControl.Aprocesswherebymodifications todocuments,deliverables,orbaselinesassociatedwiththeprojectare identified,documented,approved,orrejected.Seealsochangecontrolboardandchangecontrolsystem.

  • PMILexiconofProjectManagementTermsVersion3.2

    2017 Project Management Institute, Inc. All rights reserved.

    2

    Change Control Board.A formally chartered group responsible for reviewing, evaluating, approving,delaying,orrejectingchangestotheproject,andforrecordingandcommunicatingsuchdecisions.Seealsochangecontrolandchangecontrolsystem.

    ChangeControlSystem.Asetofproceduresthatdescribeshowmodificationstotheprojectdeliverablesanddocumentationaremanagedandcontrolled.Seealsochangecontrolandchangecontrolboard.

    ChangeRequest.Aformalproposaltomodifyadocument,deliverable,orbaseline.

    CodeofAccounts.Anumberingsystemusedtouniquelyidentifyeachcomponentoftheworkbreakdownstructure.

    CommunicationsManagementPlan.Acomponentof theproject,program,orportfoliomanagementplanthatdescribeshow,when,andbywhominformationwillbeadministeredanddisseminated.Seealsoprojectmanagementplan.

    ConfigurationManagement System. A collection of procedures used to track project artifacts andmonitorandcontrolchangestotheseartifacts.

    Constraint.Afactorthatlimitstheoptionsformanagingaproject,program,portfolio,orprocess.

    ContingencyPlan.Adocumentdescribingactionsthattheprojectteamcantakeifpredeterminedtriggerconditionsoccur.

    ContingencyReserve.Timeormoneyallocatedinthescheduleorcostbaselineforknownriskswithactiveresponsestrategies.Seealsomanagementreserveandprojectbudget.

    Control Account. Amanagement control pointwhere scope, budget, actual cost, and schedule areintegratedandcomparedtoearnedvalueforperformancemeasurement.

    CorrectiveAction.An intentionalactivity that realigns theperformanceof theprojectworkwith theprojectmanagementplan.Seealsopreventiveaction.

    CostBaseline.Theapprovedversionofworkpackagecostestimatesandcontingencyreservethatcanbechangedusingformalchangecontrolproceduresandisusedasthebasisforcomparisontoactualresults.Seealsobaseline,performancemeasurementbaseline,schedulebaseline,andscopebaseline.

    CostManagementPlan.Acomponentofaprojectorprogrammanagementplanthatdescribeshowcostswillbeplanned,structured,andcontrolled.Seealsoprojectmanagementplan.

    CostPerformanceIndex(CPI).Ameasureofthecostefficiencyofbudgetedresourcesexpressedastheratioofearnedvaluetoactualcost.Seealsoscheduleperformanceindex(SPI).

    CostVariance(CV).Theamountofbudgetdeficitorsurplusatagivenpoint intime,expressedasthedifferencebetweentheearnedvalueandtheactualcost.Seealsoschedulevariance(SV).

    Crashing. A schedule compression technique used to shorten the schedule duration for the leastincrementalcostbyaddingresources.Seealsofasttrackingandschedulecompression.

  • PMILexiconofProjectManagementTermsVersion3.2

    2017 Project Management Institute, Inc. All rights reserved.

    3

    CriticalChainMethod.Aschedulemethodthatallowstheprojectteamtoplacebuffersonanyprojectschedulepathtoaccountforlimitedresourcesandprojectuncertainties.

    Critical Path. The sequence of activities that represents the longest path through a project,whichde