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PMI Project Management Vocab
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PMI Project Management Vocab
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1. A document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.

2. The person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.

3. A management control point where scope - budget - actual cost - and schedule are integrated and compared to earned value for performance measurement.

4. A set of conditions that is required to be met before deliverables are accepted.

5. An activity that can be planned and measured and that yields a specific output. (Note: Discrete effort is one of three earned value management [EVM] types of activities used to measure work performance.)

6. A technique for estimating the duration or cost of an activity or a project - using historical data from a similar activity or project.

7. The uncontrolled expansion to product or project scope without adjustments to time - cost - and resources.

8. An activity that logically comes before a dependent activity in a schedule.

9. A technique used to estimate cost or duration by applying an average of optimistic - pessimistic - and most likely estimates when there is uncertainty with the individual activity estimates.

10. The iterative process of increasing the level of detail in a project management plan as greater amounts of information and more accurate estimates become available.

11. The document that describes how the project will be executed - monitored - and controlled.

12. The application of knowledge - skills - tools - and techniques to a program to meet the program requirements and to obtain benefits and control not available by managing projects individually.

13. A factor in the planning process that is considered to be true - real - or certain - without proof or demonstration.

14. A measure of schedule performance expressed as the difference between the earned value and the planned value.

15. A risk that would have a negative effect on one or more project objectives.

16. The amount of time that a schedule activity can be delayed without delaying the early start date of any successor or violating a schedule constraint.

17. A distinct - scheduled portion of work performed during the course of a project.

18. An estimating technique in which an algorithm is used to calculate cost or duration based on historical data and project parameters.

19. An estimate of the longest activity duration - which takes into account all of the known variables that could affect performance.

20. The amount of time whereby a successor activity can be advanced with respect to a predecessor activity.

21. The authorized budget assigned to scheduled work.

22. A formal proposal to modify any document - deliverable - or baseline.

23. A process whereby modifications to documents - deliverables - or baselines associated with the project are identified - documented - approved - or rejected.

24. The measure of work performed expressed in terms of the budget authorized for that work.

25. A hierarchical representation of the project organization - which illustrates the relationship between project activities and the organizational units that will perform those activities.

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