Wideman Comparative Glossary of Project Management Terms

Centre for Research in the Manchester, UK, 1999CSM A Glossary of Project Management Terms Center for DSMC Derived from the glossary of terms used by the Defense Systems Management Coll

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• We use US spelling - e.g "program" = "programme"

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select the range containing your definition!

Build, Own, Operate,

Strategic Communication Plan,

Tactical

Computer Aided System Engineering

Computer Cost Applications Configuration

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Contingency Planning Contract Performance

Control

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LOA Lump Sum

Risk & Readiness

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S S Curve Schedule Status

Work Breakdown Structure

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A Glossary that is Comparative and Linked

Do you have project communication problems?

On a project you may think you all speak the same language, but that may not be true Many familiar terms mean very different things to different people Successful project management depends on clear communication and all participants must share a common

understanding of the terminology they use if problems are to be avoided Yet the diverse roots of project management have led to many different "dialects" Consequently, project communications can

be foggy at best and down right dangerous at worst if people use the

same term to convey different meanings In practice every project, or

certainly every program, should have its own reference glossary, but

unfortunately this is not always the case

Our Vision: Solving the Communication Problem

At a very modest cost, a copy of this Glossary on the PC of every project management practitioner in the world, and a copy in the study material of every project management student!

Work-in-Progress

This Glossary is a "work-in-progress" with the objective of bringing more order and better understanding to our world of project

management In many cases we provide not just one meaning but

several from many authoritative sources This illustrates the range of

opinion in even the most common terms Moreover, most project management terms depend on other terms for clarity and in a paper-based glossary you have to do a lot of page turning to get a

reasonable understanding

In this Glossary, HTML allows us to provide liberal hyperlinks that take you to associated terms with just one click Always review these links and any alternatives because they often provide significant insight into the intended meaning Further, terms often have different meanings in different contexts or different areas of project management

application Some definitions are even contradictory!

We hope the Glossary will help you assemble an appropriate project

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reference document for your projects We have marked our recommendation with a check mark but you may have different ideas Select with care - and please make sure that you include the source references!

Acknowledgements

The Editor is indebted to the many people who have contributed to this glossary whether wittingly or unwittingly He is also indebted to Graham Wideman for creating the software capable of generating this version and to Penny Schneider for the web site art work

For comments and suggestions, Email to: pmg@maxwideman.com

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Much progress was made during the intensive deliberations In particular, the need for a common understanding of an array of project management terminology was recognized Following discussion, the group decided that the Wideman Comparative Glossary

of Common Project Management Terms was the best source of definitions for their purpose Moreover, participants in the conference agreed to contribute additional definitions and identifed several hundred more that should be added These included many references

to program and programme management

As a direct result of the conference, both through the further contributions and requested additions, the number of entries in the Glossary was increased from the previouis 2200 to over 4500

However, not all of the requested additions could be sourced reliably

In those cases, we proposed definitions based on Webster or other related program/project texts

Since that time the Glossary has been further updated

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Project Management Glossary Sources

APM Abstracted from Association of Project Management (UK)

APMP Syllabus 2nd Edition, January 2000, Abridged Glossary

of Project Management Terms (Rev.4)

BS British StandardCCCP Wideman, R M Cost Control of Capital Projects, BiTech

Publishers Ltd, Richmond, BC, Canada, 1995CMMG Software Acquisition Capability Maturity Model Glossary,

Carnegie Mellon Software Engineering Institute, Pittsburgh,

PA, 1999CPMUSC Peters, G Construction Project Management Using Small

Computers, Architectural Press, London, UK, 1984CRMP Patel, M.B., & P.W.G Morris Centre for Research in the

Manchester, UK, 1999CSM A Glossary of Project Management Terms Center for

DSMC Derived from the glossary of terms used by the Defense

Systems Management College, Virginia, USAFAR US Federal Acquisition Regulation, US Government,

Washington, DCFWH Wideman, R M Framework Handbook, Project

GAT A Glossary of Acquisition Terms, US Federal Acquisition

Institute, Washington, DC, 1998ISO International Organization for Standardization, Geneva 20,

SwitzerlandKSI Program management course glossary, Kingston Sorel

MEMOPT Balfour, R J Chair, Members Option Report, prepared for the

Project Management Institute, 1996, Glossary, p40

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MIL-STD US Military StandardMSA Meyers B.C, P Oberndorf, Managing Software Acquisition,

Addison Wesley, NY, 2001MSP98 Glossary, User's Guide for Microsoft Project 98, Microsoft

Corporation, 1997, p307MSP-UK A guide to Managing Successful Programmes, glossary, Office

of Government Commerce, London, UK, 1999NPMT Nordic Project Management Terminology, NORDNET, Reistad

Offset, Oslo, 1985OTOB Baker, S & K Baker On Time/On Budget, Prentice Hall,

Englewood Cliffs, NJ, 1992PCD Dinsmore, Paul C President of Dinsmore Associates, in

various PMI PMNet articlesPDG Giammalvo, P D Consulting Practice, Jakarta, IndonesiaPMDT Cleland, D.I & H Kerzner A Project Management Dictionary

of TermsPMGdLns Project Management Guidelines (Private BC Corporation),

1995PMH Project Management Handbook, J K Pinto, Editor, Jossey-

Bass, 1998PMIS Project Management Information System (BC Government

Project), 1997PMK00 Various original authors quoted in Project Management Body

of Knowledge Glossary of Terms, Project Management Institute, 2000

PMK87 Various original authors quoted in Project Management Body

of Knowledge Glossary of Terms, Project Management

PMK96 Various original authors quoted in A Guide to the Project

Management Body of Knowledge (known as "PMBOK®") reprinted with the permission of the Project Management Institute Please refer to the entry PMBOK® for detailsPMMJ97 Martin, P, & K Tate Project Management Memory Jogger,

GOAL/QPC, 1997 MartinTate

PMST Wagner, D PM Software Terminology, National Information

Systems, Inc and Gil Howard, iTECH Consulting Group Ltd

(Contact: ghoward@globalnet.co.uk)PNG Projectnet Glossary, April 1997, on the web site of the UK

publication Project Manager Today

PPS&C Lewis, J P Project Planning, Scheduling & Control, Irwin

Professional Publishing, Chicago, 1995PRNC2 PRINCE2 Reference Manual, Office of Government Commerce,

London, UK, 2002QMPP Ireland, L Quality Management for Projects and Programs,

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QWF Fleming, Q W Co-author of Earned Value Project

Management, by Email, April 2000RAMP Risk Analysis and Management of Projects (RAMP), UK, web

site circa 1998RMH Wideman, R M Risk Management Handbook, Project

RMW Wideman, R M Composite additions from various sources,

1998-01RUP Rational Unified Process 2000SA-CMM Software Acquisition Capability Maturity Model v 1.02

Glossary of Terms,1999SCL Terminology, Project Management Manual, Syncrude Canada

Ltd April 1990SPM Rosenau, M D, Software Project Management, Lewin

Associates, Los Angeles, CA, 1988

SU Source UnknownTGPM Tasmanian Government Project Management Glossary,

Version 3.0, 2002 See Tasmanian Government Project Management Home Page

TM Mochal T, the TenStep Project Management Process Glossary

TML Batten, J D, Tough-Minded Leadership, AMACOM, New York,

NY, 1989USDoD US Department of Defense, Philadelphia, PA, USAVPM Forsberg, K, H Mooz, & H Cotterham, Visualizing Project

Management, John Wiley, New York, NY, 1996Webster Intent extracted from Webster’s US DictionaryWST Various original authors quoted in Welcom PM Glossary,

Project Management Solutions, Internet: 1998

01 From notes provided by IT Divn, Min Tpt, BC 97

02 Various Construction Industry Institute Publications

03 Cleland, D I in Field Guide to Project Management, Van

Nostrand Reinhold, 1998

04 U.S Department of Defense Directives, The US Army Library,

The Pentagon, Washington, DC, USA

05 DOD TQM Master Plan, August, 1988

06 Defense Standardization Manual

07 Ono, D, in Field Guide to Project Management, Van Nostrand

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10 Criteria for performance management in the management of

projects, Canadian General Standards Board, approved draft February 23, 1999

11 Turner, J.R The Handbook of Project Based Management:

Improving Processes for Achieving Your Strategic Objectives 1992

12 From notes provided by Canadian Treasury Board, 1984

13 Revay and Associates Limited, Montreal, PQ, Cda

14 Integrated Business Information Solutions (IBIS) project by

BC Gas Utility Ltd., PMI Project of the Year Award Program, Feb 1999

15 Harris, P.R & R Moran Managing Cultural Differences,

Professional Manager, January 1999, p15

16 DeYoung-Currey, J PMI PMNet, Dec 98, p16

17 Kennedy, Dr G Professional Manager, May 1999, p14

18 From brochure by Management Concepts Inc 1999

19 Helle, M Martin Frank International, by Email February, 1999

20 Packard, V The Pyramid Climbers

21 Verma, Vijay, & R.M Wideman Project Manager to Project

Leader? And the Rocky Road Between PMI 25th Annual Seminar Symposium, Proceedings, 1994

22 From notes provided by Transport Canada, 1984

23 Turner, R Interpreted from the Gower Handbook of Project

Management, 3rd Edn, Ch 1

24 Ryall, M J International Magazine of the Institution of Civil

Engineers, UK, July 1999, p35

25 Mazur, G University of Michigan College of Engineering, by

Email October, 1999

26 Mitchell, G A Mason & Hanger Corp., Texas, by Email

October, 1999

27 Abstracted from Hydra Development Corporation Ltd

Programme Management web site

28 Knutson, J President of Project Mentors, in various PMI

PMNet articles

29 Keiserman, M PMI PMNetwork, May 1999, p17

30 Way, J By Email January 2000

31 Haney III, George E By Email January 2000

32 Donavan, K By Email February 2000

33 Seely, M, and Q P Duong Abstracted from The Dynamic

June 1999

34 Newbold, R Project Management in the Fast Lane, St Lucie

Press, 1998, pp264-268

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35 Tam, P W M., T.Y.Y Ng and P.B.G Dissanayake An

innovative approach for constrained scheduling, Civil Engineer International, November 1999, p25

36 Olney, J Measuring Project Manager Competence,

PMNetwork, October 1999, p21

37 Beckey, M Project or Program Management?, PMNetwork,

October 1999, p78

38 Archibald, R D What CEOs must demand to achieve effective

project management, Proceedings, First Ibero American Project Management Forum, June 6-7, 2000

39 Guide to the Software Engineering Body of Knowledge, IEEE

Computer Society, Sept 1998

40 Novakowski, L Vancouver lecture notes, February 2000

41 Walker, J.H Hill Walker, Inc, by Email 4/28/00

42 Definitions, Microsoft Project 2000

2000

44 CCTA, Achieving benefits from business management,

London, 1994, p1

45 Huber, G P Application of Behavioral Science Theory,

Academy of Management Journal 10, #3, 1967

46 Burgess, J A Design Assurance for Engineers & Managers,

Dekker, 1984, p84 Constraint, project constraint - A factor that will limit the

47 Harris, P, & R Moran Managing Cultural Differences,

Professional Manager, January, 1999, p15

48 International Recommended Practice # 17R-97, AACE, Inc

1997

49 Denison, D R Corporate culture and organizational

effectiveness, Wiley, US, 1990, p1

51 A Guide to the Integrated Baseline Review, NDIA, US Dept of

54 Heller, R Management Today, October 2000, p52

55 Al-Bahar & Crandall Project Management Journal September

2000, p13

2000

57 British Standard BS6079, 1996

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59 Turoczy, R ProSight, Inc, by email 7/2/01

60 Baker, B.N et al Project Management Handbook, 2nd Edition,

Wiley, NY, 1988, p903

61 Walker, J.H Hill Walker, Inc, by Email 4/28/00

62 Wideman, G M By Email 8/15/00

63 Black, W.E & K A Moreau Information Management

Strategies for Project Management, Project Management Journal, Project Management Institute, Newtown Square,

PA, March 2001, p12

64 Cantor, M., Software Leadership, Wesley, 2002

65 Harpham, A., Chairman, APM Group, UK, 2002

66 Fitzgerald, D By Email 11/1/02

67 Focused Performance FAQs See

http://www.focusedperformance.com

68 Commercial Item Acquisition, 2000

File: PMGloss_Sources.htm generated 1/12/2003 5:21:25 PM Generated by program: PMGlosGen v1.33 Program Author: Graham Wideman

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About The Author

R Max Wideman P.Eng.

Fellow Institution of Civil Engineers (UK) Fellow Engineering Institute of Canada Fellow Canadian Society of Civil Engineering Fellow Project Management Institute

Max Wideman is a registered professional engineer specializing in project management consulting He is an internationally recognized speaker and has presented seminars and papers in eleven different countries on a variety of project management topics During his career

he has had hands-on experience as a corporate executive, project director and project manager for a range of clients

He has seen the project management process from the perspective of owner, developer, engineer, contractor and government agent His projects include heavy engineering and building construction as well as software, systems, social and environmental projects

Max has been active in the US-based Project Management Institute (PMI®) for many years including being elected to President and Chairman of the PMI Board In the mid-1980s, he led a team of eighty PMI volunteers from across North America to document the Institute’s Project Management Body of Knowledge It was approved and

published by PMI in 1987, since superseded by 'A Guide to the Project Management Body of Knowledge', publications which provided the basis for PMI’s Project Management Professional certification program

He is author of numerous papers and several books on project

management: A Framework for Project and Program Management

Integration (Editor, Project Management Institute, 1991); Project and Program Risk Management, (Editor, Project Management Institute,

1992); and Cost Control of Capital Projects, (Second Edition 1995,

BiTech Publishers, Vancouver, BC, Canada)

In addition, he has contributed chapters to authoritative project

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to Work Together in Field Guide to Project Management (Van Nostrand

Reinhold 1998); and Professional and Personal Development Management: A Practical Approach to Education and Training in

Project Management for the Business Professional: A Comprehensive Guide (John Wiley 2001).

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Glossary Technical Evolution

This project has proceeded thorough a series of phases or iterations common in small knowledge and information-related endeavours

"The Sponsor" has a Bright Idea — Exploratory Concept Phase

During this phase, the primary requirement is simply to explore the idea In this case the idea was to reveal the breadth of interpretation of commonly-used project management terms, and the importance of addressing this communications obstacle The data gathering started as simply the path of least resistance: an MS Word document

The Idea Gathers Steam — and Friction

The idea starts to show some value — "Yes,

indeed there is a breadth of interpretation and it is worth discussing" But two things usually happen at this

point

● As the amount of data increases, the original low-structure repository becomes unwieldy to maintain and grow (You don't want to edit long tables in MS Word)

● New uses for the data are imagined, which the original repository is unsuited to feed (Maybe web-pages would serve users better than a PDF? And what about hyperlinks?)

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Infuse Structure Development Phase

To leverage it better, the heretofore unstructured data must be corralled into a more structured form MS Access was selected as a convenient database, and we created some software in Delphi to parse the Word document (by that time

2000 definitions) into Access

As usually happens when infusing structure that had not previously been enforced, this required a few iterations of the software to recognize all the nuances

in the document, and finally a few revisions of the source document

to fix up inconsistencies in the manually entered data One guiding idea at this stage was to avoid hand-editing the data in the

database (until we were absolutely sure we were ready to abandon the source data) as any database changes would get overwritten if another parsing pass was needed

Although we didn't need to preserve most of the existing applied font and character-style attributes, in fact a small proportion

hand-of entries had useful formatting, such as list-structure To accommodate these, we decided to export from Word in HTML format, eliminate unwanted formatting during parsing, and store all entries in the database in HTML to capture the remaining desirable formatting

Implementation and Production/Maintenance Phases

Clearly this is not a very large IT project, barely worthy of the terms like

"Production" Yet even this size of project benefits greatly from using a database as the information repository and structuring vehicle

With the data safely stored in Access, we can perform a variety of convenient manual operations, and we have knocked together a handy definitions editor which allows us to view the HTML results as

we enter or edit an entry Pages are automatically generated from the database in a fairly obvious fashion, with some attention paid to breaking the pages at reasonable boundaries

The trickiest (and most speculative) part is the hyperlink insert mechanism In essence it hunts through each definition looking for occurrences of the terms elsewhere listed in the database and inserts a hyperlink However, a few extra

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find-and-heuristics (not at all resembling artificial intelligence) are thrown in

to try to avoid unreasonable links A few silly links still manage to creep in, but the result is surprisingly good for a completely hands-off operation that eliminates an otherwise prohibitively laborious task

Graham WidemanHome Page: Wideman-One

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What's New in Glossary Version 3

In version 3.0, we made a major effort to incorporate commonly used information technology and software project management terms.We also added many definitions associated with the emerging field of program management for which we adopted US spelling to improve the grouping of similar terms Other definitions we encountered were also added This raised the number of entries from around 4500 in the previous version 2 to over 5400, the sources to over 100, and

involved over 50,000 internal links We also modified the layout and improved navigation

In version 3.1 we did a minor upgrade with additional entries but also cleaned up and consolidated a lot of older entries

In this version 3.2, we have added over 300 new entries from a variety of sources bringing the total number of entries to around 5700 and the sources to 120 The added definitions largely focus on terms that now seem to be coming into general use in program management and large software development projects, especially in international projects

Feedback on the entries or comments on the Glossary will be much appreciated You can contact the Editor by email at

max_wideman@sfu.ca

Acknowledgements

Once again our thanks to the many people, too numerous to mention

by name, who have contributed to making this work possible

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What's New in Version 3

To order your copy: please Click Here for Kagi.com’s on-line order processing

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(As always, feedback on the entries or comments on this latest Glossary will be much appreciated You can contact the Editor by Email at pmg@maxwideman.com )

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ABM

Abstract Resource

Imaginary resource introduced so that its availability

simultaneously in order to obviate an accident hazard

[D04377]

APM BS

Abstraction

The creation of a view or model that suppresses unnecessary details to focus on a specific set of details of interest [D04796]

RUP

AC

Acceleration

The use of methods for completing work in a shorter

time than previously planned or required by the

PDG

Acceptability Criteria

A limit or limits placed upon the degree of

MIL-STD 109A QMPP

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Acceptable Quality Level ("AQL")

The maximum percent defective (or the maximum number of defects per hundred units) that, for the

satisfactory as a process average [D00002]

MIL-STD 105 QMPP

Acceptance

The act of taking custody based on satisfactory

CSM

The act of an authorized representative of the

agent for another, assumes ownership of existing identified supplies tendered or approves specific

of the contract [D00004]

02 46.101 QMPP

or a deliverable [D00005]

WST

that it is in accordance with the Product Description

[D03584]

RMW

RUP

Acceptance Criteria

that have to be achieved before project deliverables are

APM BS

A prioritized list of criteria that the final product(s) must meet before the customer will accept them; a

final product to be acceptable to the customer They should be defined as part of the project brief and agreed between customer and supplier no later than the

PRNC2

Acceptance Letters

Four (or more) formal letters written during the final

PNG

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Acceptance Number

The maximum number of defects or defective units in

MIL-STD 109A QMPP

Acceptance Review

point at which adherence to expectations of the service

26

item presented for acceptance complies with its

presented as evidence of specification compliance

Tests conducted in accordance with an approved

Tests are best conducted by an independent

CSM

compliance of the deliverable item(s) with the

APM BS

Detailed step-by-step instructions for the setup,

includes the approach to sampling and statistical

CSM

Acceptance Testing

SA-CMM

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Being answerable to one's superior in an

that each element of the project scope of work is assigned to a responsible individual [D00012]

RMW

Accounting

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RMW

Accrual

An unpaid liability (debt) incurred from the receipt of

payables [D04905]

SCL

Accrual Accounting

recognized when incurred, and revenues are recognized when they are known, regardless of the time when

RMW

Accrual Method

when actual costs are charged to a project [D00013]

MSP98

Accrued Cost

A cost that is incurred all at once at a certain time in a

task is being worked on [D00014]

MSP98

Accrued Costs

Costs that are earmarked for the project and for which

APM BS

The obtaining under contract of supplies and

RMW

The acquiring by contract with appropriated funds of

for the use of the organization through purchase or

existence or must be created, developed, demonstrated,

GAT

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The process of obtaining through contract [D05162] SA-CMM

whether they are already in existence or must be conceived, developed, demonstrated, or evaluated It includes all aspects of contract administration and

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PMK87

Acquisition Evaluation

provides an opportunity to prospective suppliers to revise their offers before the award [D00018]

PMK87

Acquisition Plan

Also called the System Acquisition Plan [D03977]

CSM

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Acquisition Plan Review ("APR")

The APR is the decision point to initiate the project and

CSM

Acquisition Planning

responsible for an acquisition are coordinated and

reasonable cost It includes developing the overall

GAT

Acquisition Process

for new or existing work within the general definitions

parties [D00019]

PMK87

Acquisition Strategy

Determining the most appropriate means of procuring

APM

accomplish the goals of a project [D05241]

Something agreed to be done as a result of a

minutes of that meeting [D03021]

RMW

Action Item Flags

A symbol or other form of alert to warn project team

date and time [D02351]

A plan that describes what needs to be done and when

plans [D00021]

OTOB 271-4

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A sequenced and prioritized chronology of intent,

and some of the key activities involved [D00022]

TML 215

Activation

dependent upon some prior condition such as completion

what they meant [D04313]

26

close attention to what is said, to ask the other party to spell out carefully and clearly what they mean, and to request that ideas be repeated if there is any ambiguity

Editor's Note: It should be noted that the term "activity"

is used as a collection of tasks, synonymous with task or

an expected cost, and expected resource

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The smallest self-contained unit of work used to define

following characteristics: a definite duration, logic

have an associated cost [D00030]

single task which needs to be done in a project Multiple activities are related to each other by identifying their immediate predecessors Solitary activities, which have

which analyze schedules based on the activity

called work packages, tasks, or deliverables

PMST

An item of work in support of the work scope An Activity consumes time [D02258]

10

consumes resources, sometimes also called a "task."

[D04610]

QWF

A unit of work a worker may be asked to perform

show as activities using time but not resources and producing no output [D04906]

40

The combining of resources and operational

41

The smallest unit of work identified in the Project

equivalent to a task but in other methodologies an activity may be broken down further into tasks [D04908]

TM

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Any step taken or function performed, either mental or physical, toward achieving some objective Activities include all the work the managers and technical staff

do to perform the tasks of the project and

SA-CMM

Activity Arrow Net

the activities are denoted graphically by nodes [D00031]

NPMT

assigned to cost objects based on their use Activity

cost drivers to activities [D04680]

RUP

SU

The broad discipline that focuses on achieving

RUP

Activity Calendar

working and non-working patterns applicable to an

by the Project Calendar See also Resource Calendars

RMW

Activity Definition

performed in order to produce project deliverables

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Any combination of characters which easily identifies an

are considered milestones or hammocks [D00036]

WST PMST

Activity Duration Estimating

The estimation of the number of work periods that will

be needed to complete the activity [D00037]

WST

Activity Elaboration

A more detailed explanation of the work involved in the

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and/or services as specified [D01641]

PMK87

Equivalent to a Request for Proposal but with more

WST

Similar to a request for proposal, except that the desired items to be procured are stock or catalog items, and only price and delivery time need be proposed

[D01643]

SPM 304-9

Request for Quotations

simplified acquisition procedures [D03560]

GAT

Requirement

A description of a condition or capability to which a

[D04875]

RUP

Requirement Attribute

providing a link between the requirement and other

[D04876]

RUP

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Requirement Specification

Description of desired results [D01644]

NPMT

Requirement Type

A categorization of requirements - for example,

requirement, hardware requirement, software

requirement, and so on - based on common

obligatory For clarification purposes, a clarifier should always precede requirements; that is, user

requirements, etc [D04218]

CSM

whose purpose is to define what the system should do

The most significant activities are to develop a vision, a

Requirements Flowdown

all levels of system decomposition [D04219]

CSM

Requirements Management

The process of exercising some control over the

RMW

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The process of defining the user/customer

before going on to develop the performance

comprehensive and clear, well structured, traceable and

testable They should give rise to clearly specified

original set of requirements Any changes to the initial requirements should be traceable i.e documented and explainable [D03762]

CRMP

establishing and maintaining agreement between the

Requirements Management [D04762]

RUP

Requirements of Society

health and safety factors, and conservation of energy

08 QMPP

Requirements Traceability

CSM

Requirements Traceability Matrix

CSM

Requirements Tracing

The linking of a requirement to other requirements

and to other associated project elements [D04763]

RUP

Requirements Workflow

whose purpose is to define what the system should do

The most significant activity is to develop a use-case

RUP

Reschedule

dates of an existing schedule in response to external

imposed conditions [D01648]

PMK87

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start and finish dates of all uncompleted activities based upon progress as of a specified date [D03606]

PMST

Research

The collecting of information about a particular subject Studious inquiry or examination, especially investigation or experimentation aimed at the discovery

theories or laws in the light of new facts Careful and diligent search [D03239]

Webster

Research and Development

CSM

Reserve

A provision in the project plan to mitigate cost and/or

provide further detail on what types of risk are meant to

be mitigated

PMK96

Reserve For Scope Changes

A sum of money set aside for changes in the Owner's

CCCP

Residential Construction

houses or apartment buildings of no more than four stories in height, and typically includes incidental items

such as site work, parking areas, utilities, streets and sidewalks [D03561]

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The finding of a solution to, and disposal of, a problem

ones, e.g the development of a work breakdown

voted by an official body or assembled group [D03240]

RMW

Resource

Any personnel, material or equipment required for

Note: - Time is not a resource It is the measure of the

money is better not thought of as a resource, except in

40

An item required to accomplish an activity Resources

can be people, equipment, facilities, funding or anything else needed to perform the work of a project

[D01652]

WST

accomplish an activity Any substantive requirement of

PMK87

Anything that is assigned to an activity or needed to

people, buildings, etc [D03607]

PMST

the work of a project Note 1: A resource may be non-storable so that its

(even if it was not utilized in previous time periods)

Note 2: A resource may be storable so that it remains available unless depleted by usage Such a resource may also be replenished by activities producing credited and storable resource [D04499]

APM BS

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Resource Accumulation

throughout the project [D04502]

APM BS

Totaling the requirement for a specific resource

An iterative process of computing the schedule

considering the limited availability of resources so that both time and cost may be minimized

constrained more by limitations of resources (people, machines, materials and money) than by logical

Generally such projects are "horizontal" e.g Highway

both considerations The resource loading required can only be determined after a schedule of activities has been developed The schedule may then be modified, possibly prolonged, either to reduce the total resources required to complete the project or to "level" out peak demands This avoids congestion at some times and inefficient resource usage at others [D03087]

CCCP

provided, project work cannot be completed on

PPS&C p341

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Resource Allocation Process

The extent to which resources are available to meet

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may copy this page,

depending on the funding level [D04912]

needed to carry on the project [D04383]

Authorized Unpriced Work

The effort for which contract cost adjustments has not been agreed to, but for which authorization to proceed has been granted [D03988]

CSM

proceed has been given, but for which the estimated

costs are not yet settled [D00115]

WST

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