Common Project Management Acronyms
CISD: Critical Incident Stress Debriefing
KPIs: Key Performance Indicators
PBS: Product Breakdown Structure
PM: Project Management or Project Manager
PMI: Project Management Institute
PMBOK: A Guide to the Project Management Body of Knowledge®
PMO: Project Management Office
PMP: Project Management Professional
RAM: Responsibility Assignment Matrix
SME: Subject Matter Expert. (See consult with SME’s below.)
SOW: Statement of Work
WBS: Work Breakdown Structure (see below)
Project Management Steps, Terms and Phrases
Acquire Project Team: The processes of obtaining the assignment and commitment of the project team members. In a matrix environment this often involves working with the functional managers to help establish team member availability, skills, interests, and administrative actions required. See section 9.2 of the PMBOK.
Approach Analysis: The work of consideration of alternative ways for how to technically or logistically achieve the project goals. This usually is performed during the planning phase. Approach analysis varies greatly depending on the type of project and the organization.
Archive Records: Putting the updated project records into a long-term storage location for later retrieval as needed.
Assign a PM: The initiation process step of naming a project manager to lead the project responsibilities on behalf of the project sponsor. This is ideally done before a project charter is announced.
Baseline Project Plan: This is the initial, approved project plan which usually includes a work breakdown structure, schedule, budget, and plan for how the resources, quality, risk, communication, procurement will be handled. See section 220.127.116.11 of the PMBOK.
Budget: Generally the sponsor-approved total cost baseline of a project. See section 7.2 of the PMBOK.
Burst Point: A point in the project network diagram where when one task is complete many other tasks can begin. This is an important time for project managers to focus on project communications. It is a good time for team meetings.
Change Control Plan: Deciding what the processes will be for handling the project changes that occur after the baseline plan is created until the end of the project. This usually includes informing team members and sponsors what the processes are for identifying, approving or rejecting changes to the project, recording the changes, and integrating them into the project plan. See section 4.6 of the PMBOK.
Code of Accounts: The ID system used in work breakdown structures and other configuration management documentation during the project management process (e.g.: a common level 3 work package code of accounts would be 1.1.3).
Communication Plan: This involves determining the information and communication needs of the project stakeholders. This usually includes planning what the project status will be reported, how meetings will be conducted, and who needs what information. The project communication plan often needs to evolve during the project. See section 10.1 of the PMBOK.
Complete Work Packages: This is executing the work of the project. This is the effort of creating the project deliverables as scoped in the project work breakdown structure.
Consult with SME’s: The input of subject matter experts (SME’s) is greatly valued in project management. Getting the input, advice, and recommendations from technical and industry experts should be a step performed by the project manager during the project planning phase.
Contract Administration: The work of managing the agreement and performance between the buyer and the vendor/seller. This also involves managing contract-related changes. See section 12.5 of the PMBOK.
Cost Monitoring and Control: The work of gathering and reporting information on the project costs, managing the changes as they occur, and acting to bring any potential cost overruns into acceptable limits. See section 7.3 of the PMBOK.
Customer/Sponsor: The individual or group that has requested or who is paying for the project. This could be an internal department, someone in management, or an external organization or person.
Crashing: The technique of speeding up the project schedule by using more resources (i.e.: people, materials, or equipment) than what was originally planned.
Critical Path: The series of activities that determines the duration of the project. The critical path is usually defined as those activities with no slack. It is the longest path through the project.
Decomposition: Decomposition involves subdividing the major project deliverables into smaller, more manageable components until the deliverables are defined in sufficient detail to support future project activities (planning, executing, controlling, and closing).
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.
Develop Project Team: Taking steps to improve the team interactions and skill competencies for the project. See section 9.3 of the PMBOK.
Divide Large Projects into Phases: The process of breaking large projects into a program of smaller time-based subprojects for the sake of better control.
Fast Track: The technique of speeding up the project schedule by altering the planned schedule through doing work simultaneously that would have ideally been performed consecutively.
Fallback Plan: a plan for an alternative course of action that can be adopted to overcome the consequences of a risk, should it occur (including carrying out any advance activities that may be required to render the plan practical).
Feasibility: The project initiation step of determining that a project is likely to be completed successfully. It is often an evaluation that there are enough available financial resources, technology, or skills to meet the needs of the project. See the Enterprise Environmental Factors listed in the PMBOK section 18.104.22.168.
Formal Acceptance: Sponsor acknowledgement and approval of the final project deliverables. See section 22.214.171.124 of the PMBOK.
Grade: A category or rank used to distinguish items that have the same functional use (e.g.: a Web site), but do not share the same requirements for quality (e.g.: different Web sites may have to provide much more functionality).
Hammock: A point in a project network diagram where many tasks feed into Task X, and then many other tasks can start as soon as Task X is complete. It is an important time for the project manager to schedule sponsor reviews and approvals. It may be a natural start for a new project phase.
High Level Planning: The work done during the project initiation phase that helps set the general approach to be used by a project team. This may include an analysis of various potential approaches and providing a high-level recommendation on a preferred way to approach achieving the project goals.
Human Resource Plan (HR Plan): The process of identifying and documenting project roles, responsibilities and reporting relationships. This often includes the coordinating with functional managers and the process of creating a responsibility assignment matrix (RAM). See section 9.1 in the PMBOK.
Hypercritical Activities: Activities on the critical path with negative float.
Information Distribution: This includes performing the communication management plan, often including providing project status reports and facilitating project meetings, as well as responding to unexpected requests for information. See section 10.2 of the PMBOK.
Lateral Thinking: using a method of reasoning that is not immediately obvious. Techniques include choosing an object at random, or a noun from a dictionary, and associating that with th earea you are thinking about. Some lateral thinking techniques are described in the book the Medici Effect.
Lessons Learned: Documented and stored information pertaining to the continuous improvement suggestions for handling similar projects in the future.
Loop: A network path that passes the same node twice. Loops cannot be analyzed using traditional network analysis techniques and are treated as errors.
Manage by Exception to the Project Plan: This is based on a philosophy that the project baseline plan should be well-planned, clear and understandable to the project stakeholders. When questions arise the project plan should answer most predictable questions. This frees the project manager to address the things that are differing from the baseline project plan – usually meaning they are spending most of their time managing the project changes to improve the project results.
Manage Project Team: Tracing team member performance, providing feedback, resolving issues, and coordinating changes to enhance the project performance. It usually involves communicating both formally and informally with team members and managing conflicts. See section 9.4 of the PMBOK.
Manage Stakeholders: Communicating to inform, resolve issues, and set accurate expectations with the people who have interest in the project. See section 10.4 of the PMBOK.
Milestone: A significant event in the project, usually completion of a major deliverable.
Modern Project Management (MPM). A term used to distinguish the current broad range of project management (scope, cost, time, quality, risk, etc.) from narrower, traditional use that focused on cost and time.
Near-Critical Activity. An activity that has low total float.
Network Diagram: Any schematic display of the logical relationships of project activities. Always drawn from left to right to reflect project chronology (like a flow chart). Often referred to as a PERT Chart. Network diagrams should show the critical path of a project. The following information should be shown for each work package: the name or ID, early start date, duration, early finish date, the late start date, slack time, and late finish date. See Unit 4 in this workbook for instructions on how to create network diagrams.
Order of Magnitude Estimate: An initial, broad estimate with a broad accuracy range (the PMBOK defines it as +/-50%, however much of the industry defines it as within +75% to -25% accuracy).
Overall Change Control: This is the work of performing the project change management activities. The changes often occur at unexpected time and require time to properly manage and integrate. See section 4.6 of the PMBOK.
Parametric Estimate: An estimating technique that relies on quantifying the project scope through metrics. For example the cost may be based on a set cost per foot, per minute, per unit, etc.
Performance Reporting: This involves collecting and distributing performance information on the project status (often including schedule, budget, quality, risk and team performance information). This often also includes using the status information to forecast the future results. See section 10.3.3.1 of the PMBOK.
PERT Estimate: The practice of basing an estimate on the calculation of three scenarios including a pessimistic scenario (P), most-likely (ML), and optimistic (O) scenario. The formula is generally calculated as (P + 4ML + O)/4.
Preliminary Project Scope Statement: A high-level initial description of the work and/or deliverables that are intended to be included in the new project. This is usually preliminary during the initiation phase and it becomes more well-defined during the planning phase. See the scope planning inputs and outputs in section 4.2 in the PMBOK.
Procurement Audits: The buyers work of inspecting and identifying any weaknesses in the seller’s work processes or deliverables. See section 126.96.36.199 of the PMBOK.
Procurement Plan: Determining the approach that will be used for purchasing outside products and services for the project. See section 12.1.3 of the PMBOK.
Product Breakdown Structure (PBS): A hierarchy of deliverable products which are required to be produced on the project. It forms the base document from which the execution strategy and product-based work breakdown structure may be derived. It provides a guide for configuration control documentation.
Product Verification: Evaluating a deliverable at the end of a project or project phase with the intent to assure or confirm that it satisfies the planned intent. This is often done immediately before the formal acceptance. See section 5.4.1 in the PMBOK.
Program: A group of related projects managed in a coordinated way. Programs usually include an element of ongoing work.
Project: A temporary endeavor undertaken to create a unique product, service, or result.
Project Charter: A document issued by senior management that formally authorizes the existence of a project. And it provides the project manager with the authority to apply organizational resources to project activities. See the sample in Unit 3 of this workbook. Read more about charters in the PMBOK section 4.1.2.
Project Cost Management: A subset of project management that includes the processes required to ensure that the project is completed within the approved budget. It consists of resource planning, cost estimating, cost budgeting, and cost 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 Plan Approval: The step of having the major project sponsors approve of the project management plan which includes the project scope, planned management processes, and baseline schedule and budget. See section 188.8.131.52 of the PMBOK.
Project Selection Methods: The organizations techniques for selecting which projects get chartered. (Recommended reading: Chapter 2 of the Project Management Toolbox by Dragan Z. Milosevic. See recommended reading list shown prior to this glossary.)
Quality Assurance: This involves the work of applying the quality plan, or more specifically to ensure that the project has the necessary quality tools and techniques, performing the quality audits, and analyzing the processes. The results of quality assurance include making improvements to the project deliverables, processes, and/or plan. See section 8.2 of the PMBOK.
Quality Control: Identifying and implementing ways to eliminate unsatisfactory results. This often includes prevention efforts, attribute sampling, identifying the causes of problems, defining acceptable and unacceptable variances, and managing defect repair. See section 8.3 of the PMBOK.
Quality Plan: The work of determining what quality standards will be important to the stakeholders of the project and coming up with plans to satisfy them. (Recommended reading: Managing Quality – An Integrative Approach. See recommended reading list shown prior to this glossary.) See section 8.1 in the PMBOK.
Release Team: Acknowledgement and communication that the project team members have completed the required temporary work and that their services will no longer be required for this project. Often this is a point of recognition of the individual team member contributions, appreciation of their efforts, performance reporting, and transition to other activities.
Request Vendor Responses: This is a step when buying products and/or services from vendors/sellers. It is the work of requesting bids and proposals. See section 12.3 of the PMBOK.
Resource Identification: The step of listing the people, equipment, and materials that are expected to be needed for the project. The outcome of resource identification is often a printed Resource Breakdown Structure (RBS).
Responsibility Assignment Matrix (RAM): A structure that relates the project organization structure to the Work Breakdown Structure to help ensure that each element of the project’s scope of work is assigned to a responsible individual.
Risk Plan: The process of deciding how to approach and conduct the risk management activities of a project. See section 11.1 of the PMBOK.
Risk Response: The work of developing options and to determine how to enhance opportunities and reduce threats to the project. See section 11.5 of the PMBOK.
Schedule Control: The work of determining the current schedule status, influencing the factors that might affect the schedule, determining when a schedule change has occurred, and managing the schedule changes as they do occur. See section 6.6 of the PMBOK.
Scheduling: Setting the project plan dates for executing project work and achieving project milestones. See section 6.5.2 of the PMBOK.
Scope: The sum of the products and services to be provided as a project.
Scope Control: The work of influencing the factors that create project scope changes and controlling the impact of those changes. This includes noticing when changes are occurring, filtering out changes from inappropriate people, and ensuring that changes that are accepted into the project are beneficial. See section 5.5 of the PMBOK.
Scope Statement: Usually a written document describing the project business purpose, objectives and goals, and scope. It often is begun in the project initiation phase (as a preliminary scope statement) and further evolves with the project planning. It is often similar (at least initially) to the project charter. See Unit 3 for a scope statement worksheet. See section 184.108.40.206 in the PMBOK for more information.
Scope Verification: The work of obtaining formal acceptance of the completed project deliverables. This usually involves some form of inspection. See section 5.4 of the PMBOK.
Select Vendors: This is the work of evaluating vendors/sellers ability to provide the requested products and/or services. Specifically this relates to the final decision and negotiation involved with coming to the purchasing agreement contract.
Sink Point: A point in a network diagram where multiple tasks converge into one. This usually is a high risk time for the project schedule. This is a time when the project manager should focus on quality and project control.
Soft project: A project that is intended to bring about change and does not have a physical end product.
Solicit Stakeholder Input: The step of gathering input from various project stakeholders is often done during the project planning phase. This may take the form of interviews, surveys, or other information gathering techniques.
Stakeholder Analysis: The step of identifying and considering the interests of the various potential project customers and other individuals and organizations who will potentially be affected by your project. It is recommended that stakeholder analysis is done during the initiation phase. Actually soliciting the input of stakeholders often occurs slightly later, during the project planning phase. See Unit 3 in this workbook for further information and a stakeholder identification brainstorming sheet. See section 2.2 in the PMBOK for an excellent business case for doing stakeholder analysis.
Statement of Work (SOW): A narrative description of products or services to be supplied under contract.
Time and Cost Estimating: Making decisions regarding the duration of work or the financial resources required for a project (or individual tasks in a project) based on the best available information. This is required for schedule and budget creation. It is usually done during the planning phase, and refined during the control and monitoring phase. For more information see the Kerzner text, chapter 14 on Pricing and Estimating (listed in the recommended reading list). Also see section 6.4 in the PMBOK.
Update Records: Documenting the final information pertaining to the acceptance documentation, project files, closure documents, and lessons learned. See section 220.127.116.11 of the PMBOK.
Work Breakdown Structure (WBS): The WBS is an outline of the work that is to be done to complete the project. It is a way to organize the project, it is the basis from which the project is controlled, and it ensures that the plan is complete. See the Project Management Institute Practice Standard for Work Breakdown Structures in the recommended reading list shown in this workbook (located immediately before this glossary).
WBS Dictionary: Work-package working instructions for the assigned party. This usually includes the time and budget allocated for this work.
Workload Leveling: The process of fitting the planned work into the availability of the resources assigned in a way that evens out the ups and downs of work performed and accommodates for the prior commitments of the team members. This generally has the effect of lengthening the project schedule and making it more realistic than a non-workload leveled schedule.
Work Package: A deliverable at the lowest level of the Work Breakdown Structure, when that deliverable may be assigned to another person.