Project Management Glossary Terms
pm4dev, 2015 –management for development series ProjectManagementGlossary of TermsPROJECT MANAGEMENT FORDEVELOPMENT ORGANIZATIONS
Project Management Glossary of TermsPROJECT MANAGEMENT FORDEVELOPMENT ORGANIZATIONSA methodology to manage developmentprojects for international humanitarianassistance and relief organizations PM4DEV 2015Our eBook is provided free of charge on the condition that it is not copied, modified, published,sold, re-branded, hired out or otherwise distributed for commercial purposes. Please giveappropriate citation credit to the authors and to PM4DEV.Feel free to distribute this eBook to any one you like, including peers, managers andorganizations to assist in their project management activities.www.pm4dev.com
Project Management Glossary of TermsGLOSSARY OFTERMSAcceptanceThe formal process of accepting delivery of a product ordeliverable.Acceptance CriteriaPerformance requirements and essential conditions thathave to be achieved before project deliverables areaccepted.AccountabilityThe obligation to report on one's actions.ActivityActions taken or work performed through which inputs,such as funds, technical assistance and other types ofresources are mobilized to produce specific outputs.Activity DurationActivity duration specifies the length of time (hours, days,weeks, months) that it takes to complete an activity. Thisinformation is optional in the data entry of an activity.Actual DatesActual dates are entered as the project progresses. Theseare the dates that activities really started and finished asopposed to planned or projected dates.ActualsThe cost or effort incurred in the performance of tasks.Also, the dates tasks have been started or completed andthe dates milestones have been reached.AlternativesA number of different solutions and approaches that mustbe evaluated and chosen to attain the objectives of aproject.Analogous EstimatingEstimating using similar projects or activities as a basis fordetermining the effort, cost and/or duration of a currentone. Usually used in Top-down Estimating.Approach StatementA high-level description of how the project will accomplishits goals and objectives.AssumptionSomething taken as true without proof. In planning,assumptions regarding staffing, complexity, learning curvesand many other factors are made to create plan scenarios.These provide the basis for estimating. Remember,assumptions are not facts. Make alternative assumptions towww.pm4dev.com
Project Management Glossary of Termsget a sense of what might happen in your project.AuthorityThe ability to get other people to act based on yourdecisions. Authority is generally based on the perceptionthat a person has been officially empowered to issuebinding orders. See Power.Award AgreementAn agreement made between an NGO and the projectdonor. Award Agreements may also be called grantagreements, cooperative award agreements,Balanced ScorecardA management and measurement system that enableorganizations to clarify their vision and strategy, andtranslate them into action. It provides feedback for both theinternal business processes and external outcomes in orderto continuously improve strategic performance and results.BaselineA point of reference. The plan used as the comparison pointfor project control reporting. There are three baselines in aproject—schedule baseline, cost baseline and product(scope) baseline. The combination of these is referred to asthe performance measurement baseline.Baseline ScheduleThe baseline schedule is a fixed project schedule. It is thestandard by which project performance is measured. Thecurrent schedule is copied into the baseline schedule whichremains frozen until it is reset. Resetting the baseline isdone when the scope of the project has been changedsignificantly. At that point, the original or current baselinebecomes invalid and should not be compared with thecurrent schedule.Baseline SurveyInformation on the pre-project status of project participantconditions against which Performance Indicators will becompared at midterm and at the end of the project.BeneficiaryThe person or organization that is the principle beneficiaryof the project. Generally the beneficiary has a significantauthority regarding the acceptance of the project outputsBenefits ManagementBenefits management is the identification of the benefits atan organizational level and the monitoring and realizationof those benefits.Best PracticeSomething that we have learned from experience on anumber of similarprojects around the world. This requires looking at anumber of “lessons- learned” fromprojects in the same field and noticing a trend that seemsto be true for all projects in thatfield.Bottom-up EstimatingApproximating the size (duration and cost) and risk of aproject (or phase) by breaking it down into activities, tasksand sub-tasks, estimating the effort, duration and cost ofwww.pm4dev.com
Project Management Glossary of Termseach and rolling them up to determine the full estimate.Determining duration through a bottom-up approachrequires sequencing and resource leveling to be done aspart of the scheduling process.BudgetThe amount allotted for the project that represents theestimate of planned expenditures and income. The budgetmay be expressed in terms of money or resource units(effort).Budgeting and costmanagementBudgeting and cost management are the estimating ofcosts and the setting of an agreed budget, and themanagement of actual and forecast costs against thatbudget.Calendar DateA specific date shown on the calendar (e.g., July 3, 1942)as opposed to a relative date. See Relative Dates.Capacity AssessmentAnalysis to measure the ability of the project, partners, andthe community to implement a particular Project Strategyand related Activities.ChangeDifference in an expected value or event. The mostsignificant changes in project management are related toscope definition, availability of resources, schedule andbudget.Change controlChange control is the process that ensures that all changesmade to a project’s baseline scope, time, cost and qualityobjectives or agreed benefits are identified, evaluated,approved, rejected or deferred.Change RequestA documented request for a change in scope or otheraspects of the plan.CharterA formal document providing authority to a projectmanager to conduct a project within scope, quality, time,cost, and resource constraints as laid down in thedocument.ClosingThe process of gaining formal acceptance of the results of aproject or phase and bringing it to an orderly end, includingthe archiving of project information and post-projectreview.CommunicationCommunication is the giving, receiving, processing andinterpretation of information. Information can be conveyedverbally, non-verbally, actively, passively, formally,informally, consciously or unconsciously.ConceptConcept is the first phase of the project life cycle. Duringthis phase the need, opportunity or problem is confirmed,the overall feasibility of the project is considered and apreferred solution identified. The business case for theproject will be produced in this phase.www.pm4dev.com
Project Management Glossary of TermsConflict managementConflict management is the process of identifying andaddressing differences. Effective conflict managementprevents differences becoming destructive elements in aproject.ConsensusUnanimous agreement among the decision-makers thateveryone can at least live with the decision (or solution). Tolive with the decision, one has to be convinced that thedecision will adequately achieve objectives. As long assomeone believes that the decision will not achieve theobjectives, there is no consensus.ConstraintA condition or occurrence that might restrict, limit, orregulate the project. Generally constraints are outside thecontrol of the project team. For example, a target date maybe a constraint on schedule. A schedule may be constrainedby resource limitations.ContingenciesPlanned actions for minimizing the damage caused by aproblem, in the event that a problem should occur.Contingency ReserveA designated amount of time and/or budget to account forparts of the project that cannot be fully predicted. Forexample, it is relatively certain that there will be somerework, but the amount of rework and where it will occur inthe project (or phase) are not known. These are sometimescalled "known unknowns". The purpose of the contingencyreserve is to provide a more accurate sense of the expectedcompletion date and cost of the project (or phase). SomePMs separate contingency reserves from managementreserves while others combine the two into a singlereserve. Reserves for changes and issues may be part ofthe contingency reserve or separate reserves.ControlControl is the process of comparing actual performancewith planned performance, analyzing the differences, andtaking the appropriate corrective actionCritical ActivityA critical activity has zero or negative float. This activityhas no allowance for work slippage. It must be finished ontime or the whole project will fall behind scheduleCritical PathThe path(s) in a project network that has the longestduration. This represents the series of activities thatdetermines the earliest completion of the project. Theremay be more than one critical path and the critical path(s)may change during the project.DeliverableAny measurable, tangible or intangible, verifiable item thatthat must be produced to complete a process, phase, orproject.DependencyA relationship between two or more tasks. A dependencymay be logical (see Logical Relationship) or resource based.www.pm4dev.com
Project Management Glossary of TermsDetailed ImplementationPlanA set of updated schedules, plans, targets and systems thathave sufficient detail to permit the smooth and effectiveproject implementation. It is completed after a projectproposal is approved and funded and beforeimplementation begins.Development GoalsThe underlying basis for which a project is undertakenDialogueA discussion in which the participants share their thoughtsand gain a better understanding of the subject and,possibly, reach consensus. This is contrasted with debate.DurationThe length of time required or planned for the execution ofa project activity. Measured in calendar time units—days,weeks, months.Early FinishThe Early Finish date is defined as the earliest calculateddate on which an activity can end. It is based on theactivity's Early Start which depends on the finish ofpredecessor activities and the activity duration.Early StartThe earliest time a task can begin. The time at which allthe tasks' predecessors have been completed and itsresources are planned to be available.Earned valuemanagementEarned value management (EVM) is a project controlprocess based on a structured approach to planning, costcollection and performance measurement. It facilitates theintegration of project scope, time and cost objectives andthe establishment of a baseline plan for performancemeasurement.EffortThe amount of human resource time required to perform anactivity. Measured in terms of person hours, person days,etc.Elapsed TimeElapsed time is the total number of calendar days(excluding non-work days such as weekends or holidays)that is needed to complete an activityEstimateAn assessment of the required duration, effort and/or costto complete a task or project. Since estimates are notactual, they should always be expressed with someindication of the degree of accuracy.Estimate to CompletionThe expected effort, cost and/or duration to complete aproject or any part of a project. It may be made at anypoint in the project's life.EstimatingEstimating uses a range of tools and techniques to produceestimates. An estimate is an approximation of project timeand cost targets that is refined throughout the project lifecycle.www.pm4dev.com
Project Management Glossary of TermsEvaluationA periodic, systematic assessment of a project’s relevance,efficiency, effectiveness and impact on a definedpopulation. Evaluation draws from data collected duringmonitoring, as well as data from additional surveys orstudies to assess project achievements against setobjectives.Evidence-basedReportingAn approach to report writing in which statements madeabout the progress of the project are supported withverifiable information.ExecutingThe process of coordinating the people and other resourcesin the performance of the project or the actual performanceof the project.ExposureThe likely loss or consequence of a risk. It is the combinedprobability and impact of a risk usually expressed as theproduct or probability x impact.Feasibility StudyA study to examine the viability of taking on a project.Finish FloatFinish float is the amount of excess time an activity has atits finish before a successor activity must start.Finish-To-Finish LagThe finish-to-finish lag is the minimum amount of time thatmust pass between the finish of one activity and the finishof its successor (s).Finish-To-Start LagThe finish-to-start lag is the minimum amount of time thatmust pass between the finish of one activity and the startof its successor(s).Fiscal YearThe 12-month period of July 1 to June 30 used for financialplanning and reporting purposes.FloatThe amount of time available for a task to slip before itresults in a delay of the project end date. It is thedifference between the task's early and late start dates.Free FloatFree float is the excess time available before the start ofthe next activity, assuming that both activities start ontheir early start dateGantt ChartA bar chart that depicts a schedule of activities andmilestones. Generally activities (which may be projects,operational activities, project activities, tasks, etc.) arelisted along the left side of the chart and the time line alongthe top or bottom. The activities are shown as horizontalbars of a length equivalent to the duration of the activity.Gantt Charts may be annotated with dependencyrelationships and other schedule-related information.GoalThe higher-order objective to which a developmentintervention is intended to contribute.www.pm4dev.com
Project Management Glossary of TermsGoal StatementA high-level statement of the project's object of study, itspurpose, its quality focus, and viewpoint. Should referencethe project's benefits in terms of improved social oreconomic conditions.GovernanceThe planning, influencing and conducting of the policy andaffairs of the project.Governance ModelThe agreed upon processes, roles and responsibilities forgoverning the progress and direction of a project.Governance of projectmanagementGovernance of project management (GoPM) concerns thoseareas of corporate governance that are specifically relatedto project activities. Effective governance of projectmanagement ensures that an organization’s projectportfolio is aligned to the organization’s objectives, isdelivered efficiently and is sustainable.GrantGrants are funds given to tax-exempt nonprofitorganizations or local governments by foundations,corporations, governments, small businesses andindividuals. Most grants are made to fund a specific projectand require some level of reporting. The process involvesan applicant submitting a proposal to a potential funder,either on the applicant's own initiative or in response to aRequest for Proposals from the funder.HistogramA histogram is a graphic display of resource usage over aperiod of time. It allows the detection of overused orunderused resources. The resource usage is displayed incolored vertical bars.Human resourcemanagementHuman resource management (HRM) is the understandingand application of the policy and procedures that directlyaffect the people working within the project team andworking group. These policies include recruitment,retention, reward, personal development, training andcareer development.ImpactPositive and negative long-term effects on identifiablepopulation groups produced by a development intervention,directly or indirectly, intended or unintended. These effectscan be economical, socio-cultural, institutional,environmental, technological or of other types.ImplementationImplementation is the third phase of the project life cycle,during which the project management plan (PMP) isexecuted, monitored and controlled. In this phase thedesign is finalized and used to build the deliverables.Incremental DeliveryA project life cycle strategy used to reduce the risk ofproject failure by dividing projects into more manageablepieces. The resulting sub-projects may deliver parts of thefull product, or product versions. These will be enhanced toincrease functionality or improve product quality insubsequent sub-projects.www.pm4dev.com
Project Management Glossary of TermsInformationmanagement andreportingInformation management is the collection, storage,dissemination, archiving and appropriate destruction ofproject information. Information reporting takesinformation and presents it in an appropriate format whichincludes the formal communication of project information tostakeholders.Initiating (Project)The process of describing and deciding to begin a project(or phase) and authorizing the Project Manager to expendresources, effort and money for those that are initiated.InputsThe financial, human, material, technological andinformation resources used for the developmentintervention.Issue managementIssue management is the process by which concerns thatthreaten the project objectives and cannot be resolved bythe project manager are identified and addressed toremove the threats they pose.Kick-Off MeetingA meeting at the beginning of the project or at thebeginning of a major phase of the project to start officiallythe project and help the team have an understanding ofobjectives, procedures and plans.LagLag is the time delay between the start or finish of anactivity and the start or finish of its successor(s).Late FinishLate Finish dates are defined as the latest dates by whichan activity can finish to avoid causing delays in the project.Many PM software packages calculate late dates with abackward pass from the end of the project to thebeginning.Late StartThe latest time a task can start before it causes a delay inthe project end date.LeadershipLeadership is the ability to establish vision and direction, toinfluence and align others towards a common purpose, andto empower and inspire people to achieve project success.It enables the project to proceed in an environment ofchange and uncertainty.Learning anddevelopmentLearning and development involve the continualimprovement of competencies in the organization. Theidentification and application of learning within projectsdevelop the organization’s capability to undertake currentand future projects.Legal awarenessLegal awareness provides project managementprofessionals with an understanding of the relevant legalduties, rights and processes that should be applied toprojects.www.pm4dev.com
Project Management Glossary of TermsLessons LearnedA set of statements captured after completion of a projector a portion of a project. The statements describe in aneutral way what did or did not work well, along with astatement regarding the risk of ignoring the lesson.Capturing and sharing the lessons learned is an importantpart of process improvement.LinkA relationship between two or more tasks. See LogicalRelationship.Log FrameA management tool used to improve the design ofinterventions, most often at the project level. It involvesidentifying strategic elements (inputs, outputs, outcomesand impact) and their causal relationships, indicators, andthe assumptions and risks that may influence success andfailure. It thus facilitates planning, execution andevaluation of a development intervention.Logical RelationshipA dependency relationship between two or more tasks orbetween tasks and milestones, such that one cannot startor finish before another has started or finished.Management ReserveA designated amount of time and/or budget to account forparts of the project that cannot be predicted. These aresometimes called "unknown unknowns." For example,major disruptions in the project caused by serious weatherconditions, accidents, etc. Use of the management reservegenerally requires a baseline change. See ContingencyReserve.Matrix OrganizationA business structure in which people are assigned to both afunctional group (departments, disciplines, etc.) and toprojects or processes which cut across the organization andrequire resources from multiple functional groups.Methods and proceduresMethods and procedures detail the standard practices to beused for managing projects throughout a life cycle. Themethods provide a consistent framework within whichproject management is performed. Procedures coverindividual aspects of project management practice and forman integral part of a method.MetricsMetrics are quantitative measures such as the number ofproject activities completed on time. They are used inimprovement programs to determine if improvement hastaken place or to determine if goals and objectives are met.MilestoneA point in time when a deliverable or set of deliverables isavailable. Generally used to denote a significant event suchas the completion of a phase of the project or of a set ofcritical activities. A milestone is an event; it has no durationor effort. It must be preceded by one or more tasks (eventhe beginning of a project is preceded by a set of tasks,which may be implied).www.pm4dev.com
Project Management Glossary of TermsMitigationActions taken to eliminate or reduce risk by reducing theprobability and or impact of occurrence.Mitigation StrategiesIdentification of the steps that can be taken to lessen therisk by lowering the probability of a risk event's occurrence,or to reduce its effect should the risk event occur.MonitoringThe process of monitoring, measuring and reporting onprogress and taking corrective action to ensure projectobjectives are met.Negative FloatNegative float indicates activities must start before theirpredecessors finish in order to meet a Target Finish date.All float is calculated when a project has its schedulecomputed. Negative float occurs when the differencebetween the late dates and the early dates (start or finish)of an activity are negative. In this situation, the late datesare earlier than the early dates. This can happen when theconstraints (Activity Target dates or a Project Target Finishdate) are added to a project.NegotiationNegotiation is a search for agreement, seeking acceptance,consensus and alignment of views. Negotiation in a projectcan take place on an informal basis throughout the projectlife cycle or on a formal basis such as during procurement,and between signatories to a contract.Network AnalysisNetwork analysis is the process of identifying early and latestart and finish dates for project activities. This is done witha forward and backward pass through the project.Network DiagramA graphic tool for depicting the sequence and relationshipsbetween tasks in a project. PERT Diagram, Critical PathDiagram, Arrow Diagram, Precedence Diagram, are allforms of network diagrams.NGOA non-governmental organization is a non-profitorganization that often conducts humanitarian anddevelopment work around the world.ObjectiveAn objective is something to be achieved. In projectmanagement, the objectives are the desired outcomes ofthe project or any part of the project, both in terms ofconcrete deliverables and behavioral outcomes (e.g.,improved service, more income, etc.).Organization StructureThe organization structure is the organizationalenvironment within which the project takes place. Theorganization structure defines the reporting and decisionmaking hierarchy of an organization and how projectmanagement operates within it.Organizational rolesOrganizational roles are the roles performed by individualsor groups in a project. Both roles and responsibilities withinprojects must be defined to address the transient andunique nature of projects and to ensure that clearwww.pm4dev.com
Project Management Glossary of Termsaccountabilities can be assigned.Organizational CultureThe behavior and unspoken rules shared by people andgroups in an organization. It is organically developed overtime and may differ from ideal organizational values.OutcomeThe intended or achieved short-term and medium-termeffects of an intervention’s output, usually requiring thecollective effort of partners. Outcomes represent changesin development conditions which occur between thecompletion of outputs and the achievement of impact.OutputsThe products and services which result from the completionof activities within a development intervention.Parallel ActivitiesParallel activities are two or more activities than can bedone at the same time. This allows a project to becompleted faster than if the activities were arrangedserially in a straight line.Parametric EstimatingEstimating using an algorithm in which parameters thatrepresent different attributes of the project are used tocalculate project effort, cost, and/or duration. Parametricestimating is usually used in top-down Estimating.Performance IndicatorsSomething observed or calculated that acts as anapproximation of, or proxy for, changes in the phenomenonof interest.Performance MeasuresPerformance measures describe how success in achievingthe agency goals will be measured and tracked.Performance measure targets provide the quantifiableanswer to the question, "How will we know when we'vebeen successful in achieving our goal?" Analyzing the gapsbetween current performance levels and performancetargets helps organizations identify priority areas needingimprovement and develop strategies that will close the gap.Performance OutcomesResults or consequences of the efforts enacted during theproject's planning and execution.PERTProgram Evaluation and Review Technique A schedulingtechnique that makes use of dependency analysis andcritical path to determine the duration of a project andslack to determine priorities of tasks. In PERT, taskdurations are computed as (Optimistic 4xMost likely Pessimistic estimates) / 6).PERT DiagramA type of network diagram deriving its name from the PERTtechnique. The term is often used as a synonym fornetwork diagram.PhaseA grouping of activities in a project that are required tomeet a major milestone by providing a significantdeliverable, such as a requirements definition or productdesign document. A project is broken down into a set ofwww.pm4dev.com
Project Management Glossary of Termsphases for control purposes. The phase is usually thehighest level of breakdown of a project in the WBS.PIR (PostImplementation Review)Also known as Close Out Report. This is a report compiledupon completion of every project, which determines if theexpectations established for the project outcome were met.It documents the comparison between actual results of aproject and the objectives and deliverables specified in theproject's Charter.PlanningThe process of establishing and maintaining the definitionof the scope of a project, the way the project will beperformed (procedures and tasks), roles andresponsibilities and the time and cost estimates.Portfolio managementPortfolio management is the selection and management ofall of an organization’s projects, programs and relatedbusiness-as-usual activities taking into account resourceconstraints. A portfolio is a group of projects and programscarried out under the sponsorship of an organization.Portfolios can be managed at an organizational, program orfunctional level.Post-Project EvaluationAn activity to assess and evaluate the way a project wasperformed, so as to learn from the experience andcontinuously improve project performance.PowerPower is the ability to influence the actions of others. Powermay come from the formal delegation of authority,reference power, and subject matter expertise, the abilityto influence rewards and penalties, as well as othersources.Predecessor TaskA task (or activity) that must be started or finished beforeanother task or milestone can be performed.ProbabilityThe likelihood of a risk occurring. Usually expressed as aprobability percentage or a relative scale such as low,medium or high.ProcessA series of steps or actions to accomplish something. Anatural series of changes or occurrences.ProcurementProcurement is the process by which the resources (goodsand services) required by a project are acquired. It includesdevelopment of the procurement strategy, preparation ofcontracts, selection and acquisition of suppliers, andmanagement of the contracts.ProgramA suite of related projects and ongoing operational activitiesmanaged as a whole.Program ManagementProgram management is the coordinated management ofrelated projects, which may include related organizationalactivities that together achieve a beneficial change of astrategic nature for an organization.www.pm4dev.com
Project Management Glossary of TermsProgram ManagerThe person who directs the planning and execution of aprogram and is held personally accountable for the successof the program.ProgrammaticDrivers/BackgroundStatementAn explanation of why the project is needed and why it isbeing recommended at this time. It describes the problemor issue that will be resolved by the project as well as anybackground information necessary to understand theproblem.ProjectA project is a one-time effort to accomplish an explicitobjective by a specific time. Each project is unique althoughsimilar projects may exist. Like the individual activity, theproject has a distinguishable start and finish and a timeframe for completion. Each activity in the project will bemonitored and controlled to determine its impact on otheractivities and projectsProject ApproachStatementA statement of the way the project will do things. Forexample, project planning may require differentapproaches, or different approaches may be considered asa way of reducing project risks.
Project Management Glossary of Terms www.pm4dev.com GLOSSARY OF TERMS Acceptance The formal process of accepting delivery of a product or deliverable. Acceptance Criteria Performance requirements and essential conditions
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version of the PPRI Glossary was drafted, revised after a consultation process with the PPRI network and published in 2006. Since terminology is constantly changing, the authors of the PPRI glossary invited experts and the public to provide feed-back on the glossary, make suggestions for changes and propose new terms.
area of the APM web, apm.org.uk/members, where you can access full pdf copies. Glossary terms This glossary is made up of terms used in the fifth, sixth and seventh editions of the APM Body of Knowledge, plus other APM publications. Definitions are provided where terms used are unique to the profession, or have a unique meaning in the profession.
ASME A17.1, 2013 NFPA 13, 2013 NFPA 72, 2013 Not a whole lot has changed in the sub-standards. Substantial requirements in the IBC/IFC. International Building Code (IBC) and International Fire Code (IFC) “General” Requirements. Hoistway Enclosures Built as “shafts” using fire barrier construction o 1 hr for 4 stories o 2 hr for 4 or more stories o Additional .
