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PMBOK Terms
Fichas del conjunto (108)
- 1Acceptance CriteriaA set of conditions that is required to be met before deliverables are accepted.
- 2Accepted DeliverablesProducts, results, or capabilities produced by a project and validated by the project customer or sponsors as meeting their specified acceptance criteria.
- 3Accuracywithing he quality management system, accuracy is an assessment of correctness.
- 4Acquire Project TeamThe process of confirming human resource availability and obtaining the team necessary to complete project activities.
- 5AcquisitionObtaining human and material resources necessary to perform project activities. Acquisition implies a cost of resources, and is not necessarily financial.
- 6ActivityA distinct, scheduled portion of work performed during the course of a project.
- 7Activity AttributesMultiple attributes associated with each schedule activity that can be included within the activity list. Activity attributes include activity codes, predecessor activities, successor activities, logical relationships, leads and lags, resource requirements, imposed dates, constraints, and assumptions.
- 8Activity CodeOne or more numerical or text values that identify characteristics of the work or in some way categorize the schedule activity that allows filtering and ordering of activities within reports.
- 9Activity Cost EstimatesThe projected cost of the schedule activity that includes the cost for all resources required to perform and complete the activity, including all cost types and cost components.
- 10Activity DurationThe time in calendar units between the start and finish of a schedule activity.
- 11Activity Duration EstimatesThe quantitative assessments of the likely number of time periods that are required to complete an activity.
- 12Activity IdentifierA short, unique number or text identification assigned to each schedule activity to differentiate that project activity from other activities. Typically unique within any one project schedule network diagram.
- 13Activity ListA documented tabulation of schedule activities that shows the activity description, activity identifier, and a sufficiently detailed scope of work description so project team members understand what work is to performed.
- 14Activity Resource RequirementsThe types and quantities of resources required for each activity in a work package.
- 15Actual Cost (AC)The realized cost incurred for the work performed on an activity during a specific time period.
- 16Actual DurationThe time in calendar units between the actual start date of the schedule activity and either the data date of the project schedule if the schedule activity is in progress or the actual finish date if the schedule activity is complete.
- 17Adaptive Life CycleA project life cycle, also known as change-driven or agile methods, that is intended to facilitate change and require a high degree of ongoing stakeholder involvement. Adaptive life cycles are also iterative and incremental, but differ in that iterations are very rapid (usually 2 - 4 weeks in length) and are fixed in time and resources.
- 18Additional Quality Planning ToolsA set of tools used to define the quality requirements and to plan effective quality management activities. They include, but are not limited to: brainstorming, force field analysis, nominal group techniques and quality management and control tools.
- 19Adjusting Leads and LagsA technique used to find ways to bring project activities that are behind into alignment with plan during project execution.
- 20AdvertisingThe process of calling public attention to a project or effort.
- 21Affinity DiagramA group creativity technique that allows large numbers of ideas to be classified into groups for review and analysis.
- 22AgreementsAny document or communication that defines the initial intentions of a project. This can take the form of a contract, memorandum of understanding (MOU), letters of agreement, verbal agreements, email, etc.
- 23Alternative AnalysisA technique used to evaluate identified options in order to select which options or approaches to execute and perform the work of the project.
- 24Alternatives GenerationA technique used to develop as many potential options as possible in order to identify different approaches to execute and perform the work of the project.
- 25Analogous EstimatingA technique for estimating the duration or cost of an activity or a project using historical data from a similar activity or project.
- 26Analytical TechniquesVarious techniques use to evaluate, analyze, or forecast potential outcomes based on possible variations of project or environmental variables and their relationships with other variables.
- 27Application AreaA category of projects that have common components significant in such projects, but are not needed or present in all projects. Application areas are usually defined in terms of either the product (i.e., by similar technologies or production methods) or the type of customer (i.e., internal versus external, government versus commercial) or industry sector (i.e., utilities, automotive aerospace, information technologies, etc.). Application areas can overlap.
- 28Applying Leads and LagsA technique that is used to adjust the amount of time between predecessor and successor activities.
- 29Apportioned Effortan activity where effort is allotted proportionately across certain discrete efforts and not divisible into discrete efforts. [Note: Apportioned effort is one of three earned value management (EVM) types of activities used to measure work performance.]
- 30Approved Change RequestA change request that has been processed through the integrated change control process and approved.
- 31Approved Change Requests ReviewA review of the change requests to verify that these were implemented as approved.
- 32AssumptionA factor in the planning process that is considered to be true, real, or certain, without proof or demonstration.
- 33Assumptions AnalysisA technique that explores the accuracy of assumptions and identifies risks t the project from inaccuracy, inconsistency, or incompleteness of assumptions.
- 34Attribute SamplingMethod of measuring quality that consists of noting the presence (or absence) of some characteristic (attribute) in each of the units under consideration. After each unit is inspected, the decision is made to accept a lot, reject it, or inspect another unit.
- 35AuthorityThe right to apply project resources, expend funds, make decisions, or give approvals.
- 36BacklogA listing of product requirements and deliverables to be completed, written as stories, and prioritized by the business to manage and organize the project's work.
- 37Backward PassA critical path method technique for calculating the late start and late finish dates by working backward through the schedule model from the project end date.
- 38Bar ChartA graphic display of schedule-related information. In the typical bar chart, schedule activities or work breakdown structure components 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. (Gantt chart)
- 39BaselineThe approved version of a work product that can be changed only through formal change control procedures and is used as a basis for comparison.
- 40Basis of EstimatesSupporting documentation outlining the details used in establishing project estimates such as assumptions, contstraints, level of detail, ranges, and confidence levels.
- 41BenchmarkingBenchmarking is the comparison of actual or planned practices, such as processes and operations, to those of comparable organizations to identify best practices, generate ideas for improvement, and provide a basis for measuring performance.
- 42Bidder ConferenceThe meetings with prospective sellers prior to the preparation of a bid or proposal to ensure all prospective vendors have a clear and common understanding of the procurement. Also know as contractor conferences, vendor conferences, or pre-bid conferences.
- 43Bottom-Up EstimatingA method of estimating project duration or cost by aggregating the estimates of the lower-level components of the work breakdown structure.
- 44BrainstormingA general data gathering and creativity technique that can be used to identify risks, ideas, or solutions to issues by using a group of team members or subject matter experts.
- 45BudgetThe approved estimate for the project or any work breakdown structure component or any schedule activity.
- 46Budget at Completion (BAC)The sum of all budgets established for the work to be performed.
- 47Business CaseA documented economic feasibility study used to establish validity of the benefits of a selected component lacking sufficient definition and that is used as a basis for the authorization of further project management activities.
- 48Business ValueA concept that is unique to each organization and includes tangible and intangible elements. Through the effective us of project, program, and portfolio management disciplines, organizations will possess the ability to employ reliable, established procedures to meet enterprise objectives and obtain greater business value from their investments.
- 49BuyerThe acquirer of products, services, or results for an organization.
- 50Cause and Effect DiagramA decomposition technique that helps trace an undesirable effect back to its root cause.
- 51Central TendencyA property of the central limit theorem predicting that the data observations in a distribution will tend to group around a central location. The three typical measures of central tendency are the mean, median, and mode.
- 52Change ControlA process whereby modifications to documents, deliverables, or baselines associated with the project are identified, documented, approved, or rejected.
- 53Change Control Board (CCB)A formally chartered group responsible for reviewing, evaluating, approving, delaying,, or rejecting changes to the project, and for recording and communicating such decisions.
- 54Change Control SystemA set of procedures that describes how modifications to the project deliverables and documentation are managed and controlled.
- 55Change Control ToolsManual or automated tools to assist with change and/or configuration management. At a minimum, the tools should support the activities of the CCB.
- 56Change LogA comprehensive list of changes made during the project. This typically includes dates of the change and impacts in terms of time, cost, and risk.
- 57Change RequestA formal proposal to modify any document, deliverable, or baseline.
- 58Checklist AnalysisA technique for systematically reviewing materials using a list for accuracy and completeness.
- 59ChecksheetsA tally sheet that can be used as a checklist when gathering data.
- 60ClaimA request, demand, or assertion of rights by a seller against a buyer, or vice versa, for consideration, compensation, or payment under the terms of a legally binding contract, such as for a disputed charge.
- 61Claims AdministrationThe process of processing, adjudicating, and communicating contract claims.
- 62Close ProcurementsThe process of completing each project procurement.
- 63Close Project or PhaseThe process of finalizing all activities across all of the Project Management Process Groups to formally complete a project or phase.
- 64Closed ProcurementsProject contracts or other procurement agreements that have been formally acknowledged by the proper authorizing agent as being finalized and signed off.
- 65Closing Process GroupThose processes performed to finalize all activities across all Process Groups to formally close a project or phase.
- 66Code of AccountsA numbering system used to uniquely identify each component of the work breakdown structure (WBS)
- 67Collect RequirementsThe process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives.
- 68ColocationAn organizational placement strategy where the project team members are physically located close to one anther in order to improve communication, working relationships, and productivity.
- 69Communication ConstraintsRestrictions on the content, timing, audience, or individual who will deliver a communication usually stemming from specific legislation or regulation, technology, or organizational policies.
- 70Communication MethodsA systematic procedure, technique, or process used to transfer information among project stakeholders.
- 71Communication ModelsA description, analogy or schematic used to represent how the communication process will be performed for the project.
- 72Communication Requirements AnalysisAn analytical technique to determine to determine the information needs of the project stakeholders through interviews, workshops, study of lessons learned from previous projects, etc.
- 73Communication TechnologySpecific tools, systems, computer programs, etc., used to transfer information among project stakeholders.
- 74Communication Management PlanA component of the project, program, or portfolio management plan that describes how, when, and by whom information about the project will be administered and disseminated.
- 75ComplianceA general concept of conforming to a rule, standard, law, or requirement such that the assessment of compliance results in a binomial result stated as "compliant" or "non compliant".
- 76Conduct ProcurementsThe process of obtaining seller responses, selecting a seller, and awarding a contract.
- 77Configuration Management SystemA subsystem of the overall project management system. It is a collection of formal documented procedures used to apply technical and administrative direction and surveillance to:
identify and document the functional and physical characteristics of a product, result, service, or component;
control any changes to such characteristics;
record and report each change and its implementation status;
and support the audit of the products, results, or components to verify conformance to requirements.
It includes the documentation, tracking systems, and defined approval levels necessary for authorizing and controlling changes. - 78Conflict ManagementHandling, controlling, and guiding a conflictual situation to achieve a resolution.
- 79ConformanceWithin the quality management system, conformance is a general concept of delivering results that fall within the limits that define acceptable variation for a quality requirement.
- 80Conformance WorkIn the cost of quality framework, conformance work is done to compensate for imperfections that prevent organizations from completing planned activities correctly as essential first-time work. Conformance work consists of actions that are related to prevention and inspection.
- 81ConstraintA limiting factor that affects the execution of a project, program, portfolio, or process.
- 82Context DiagramsA visual depiction of the product scope showing a business system (process, equipment, computer systems, etc.), and how people and other systems (actors) interact with it.
- 83ContingencyAn event or occurrence that could affect the execution of the project that may be accounted for with a reserve.
- 84Contingency ReserveBudget within the cost baseline or performance measurement baseline that is allocated for identified risks that are accepted and for which contingent or mitigating responses are developed.
- 85Contingent Response StrategiesResponses provided which may be used in the event that a specific trigger occurs.
- 86ContractA contract is a mutually binding agreement that obligates the seller to provide the specified product contract.
- 87Contract Change Control SystemThe system used to collect, track, adjudicate, and communicate changes to a contract.
- 88ControlComparing actual performance with planned performance, analyzing variances, assessing trends to effect process improvements, evaluating possible alternatives, and recommending appropriate corrective action as needed.
- 89Control AccountA management control point where scope, budget, actual cost, and schedule are integrated and compared to earned value for performance measurement.
- 90Control Charta graphic display of process data over time and against established control limits, which has a centerline that assists in detecting a trend of plotted values toward either control limit.
- 91Control CommunicationsThe process of monitoring and controlling communications throughout the entire project life cycle to ensure the information needs of the project stakeholders are met.
- 92Control CostsThe process of monitoring the status of the project to update the project costs and managing changes to the cost baseline.
- 93Control LimitsThe area composed of three standard deviations on either side of the centerline or man of a normal distribution of data plotted on a control chart, which reflect the expected variation in the data. (Specification limits)
- 94Control ProcurementsThe process of managing procurement relationships, monitoring contract performance, and making changes and corrections as appropriate.
- 95Control QualityThe process of monitoring and recording results of executing the quality activities to assess permanence and recommend necessary changes.
- 96Control RisksThe process of implementing risk response plans, tracking identified risks, monitoring residual risks, identifying new risks, and evaluating risk process effectiveness throughout the project.
- 97Control ScheduleThe process of monitoring the status of project activities to update project progress and manage changes to the schedule baseline to achieve the plan.
- 98Control ScopeThe process of monitoring the status of the project and product scope and managing changes to the scope baseline.
- 99Control Stakeholder EngagementThe process of monitoring overall project stakeholder relationships and adjusting strategies and plans for engaging stakeholders.
- 100Corrective ActionAn intentional activity that realigns the performance of the project work with the project management plan.
- 101Cost AggregationSumming the lower-level cost estimates associated with the various work packages for a given level within the project's WBS or for a given cost control account.
- 102Cost BaselineThe approved version of the time-phased project budget, excluding any management reserves, which can be changed only through formal change control procedures and is used as a basis for comparison to actual results.
- 103Cost Management PlanA component of a project or program management plan that describes how costs will be planned, structured, and controlled.
- 104Cost of Quality (COQ)A method of determining the costs incurred to ensure quality. Prevention and appraisal costs (cost of conformance) include costs for quality planning, quality control (QC), and quality assurance to ensure compliance to requirements (i.e., training, QC systems, etc.). Failure costs (costs of non conformance) include costs to rework products, components, or processes that are non-compliant, costs of warranty work and waste, and loss of reputation.
- 105Cost Performance Index (CPI)A measure of the cost efficiency of budgeted resources expressed as the ratio of earned value to actual cost.
- 106Cost Plus Award Fee Contract (CPAF)A category of contract that involves payments to the seller for all legitimate actual costs incurred for completed work, plus an award fee representing seller profit.
- 107Cost Plus Fixed Fee Contract (CPFF)A type of cost-reimbursable contract where the buyer reimburses the seller for the seller's allowable costs (allowable costs are defined by the contract) plus a fixed amount of profit.
- 108Cost Plus Incentive Fee Contract (CPIF)A type of cost-reimbursable contract wher the buyer reimbursse teh seller
Información
- Descripción
- Terms to know from the PMBOK 5th Edition
- Creado por
- Michelle Rosen
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