Project Management Institute

PMI Lexicon of Project

Management Terms
Version 3.0

PMILexiconofProjectManagementTermsVersion3.0

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PMILexiconofProjectManagementTermsVersion3.0

PREFACE
Welcome to Version 3.0 of the PMI Lexicon of Project Management Terms. In this
update,youwillfindfortyfive(45)newdefinitionsforproject,program,andportfolioterms.
The Lexicon was launched in 2012 as PMIs newest tool for project, program, and portfolio
managers,providingaccesstoasetoffrequentlyusedtermswithclearandconcisedefinitions.
Sincethatlaunch,PMIstandarddevelopmentcommitteeshavebeencharteredtousethePMI
Lexicondefinitionswithoutmodification.
ThePMILexiconofProjectManagementTermscontainsfoundationaltermsusedwithin
professional project, program, and portfolio management. This tool should be used by
lexicographers and standards teams as a reference source and not as a glossary of every
possible project, program, or portfolio management related term that would normally be
definedintheglossaryofatypicalPMIglobalstandard.
PMI would like to thank the PMI Standards Program volunteers who developed this
update to the Lexicon. Without their expertise, dedication to detail, and passion for their
profession,thisLexiconwouldnothavebeenpossible.Themembersofthiscommitteeare:
ElenaDunne,PhD,PMP,Chair
WendeWiles,PMP,PMIRMP,ViceChair
LaurentCapron,PMP
PauloAffonsoFerreira,PMP
DorothyKangas,PMP
NanetteS.Patton,MSBA,PMP
CarolSteuer,PMP
This Lexicon is the intellectual property of PMI and, as such, may only be used as
permitted by PMI. PMI permits and encourages the use of specific terms and definitions
contained in this Lexicon provided that attribution to PMI is provided. However, the PMI
Lexicon of Project Management Terms may not be reproduced in whole or in part nor may
derivativeworksbecreatedbasedonit(includingbutnotlimitedtotranslations),withoutthe
express written permission of PMI. For information regarding permissions, please log onto
PMI.organdclickonKnowledgeCenterforlinkstothePermissionsFAQandthePermissions
Form.

2015 Project Management Institute, Inc. All rights reserved.

PMILexiconofProjectManagementTermsVersion3.0

Acceptance Criteria. A set of conditions that are met before deliverables are accepted. See also
deliverableandrequirement.
Activity.Adistinct,scheduledportionofworkperformedduringthecourseofaproject.
Activity Code. An alphanumeric value assigned to each activity that enables classifying, sorting, and
filtering.Seealsoactivityidentifierandactivitylabel.
Activity Identifier. A unique alphanumeric value assigned to an activity and used to differentiate that
activityfromotheractivities.Seealsoactivitycodeandactivitylabel.
Activity Label. A phrase that names and describes an activity. See also activity code and activity
identifier.
ActualCost(AC).Therealizedcostincurredfortheworkperformedonanactivityduringaspecifictime
period.Seealsobudgetatcompletion(BAC),earnedvalue(EV),estimateatcompletion(EAC),estimate
tocomplete(ETC),andplannedvalue(PV).
AnalogousEstimating.Atechniqueforestimatingthedurationorcostofanactivityoraprojectusing
historicaldatafromasimilaractivityorproject.Seealsobottomupestimating,parametricestimating,
programevaluationandreviewtechnique(PERT),andthreepointestimating.
Apportioned Effort. An 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)typesofactivitiesusedtomeasureworkperformance].Seealsodiscreteeffortand
levelofeffort.
Assumption. A factor in the planning process considered to be true, real, or certain, without proof or
demonstration.
BackwardPass.Acriticalpathmethodtechniqueforcalculating thelatestartandlatefinishdatesby
workingbackwardthroughtheschedulemodelfromtheprojectenddate.Seealsoforwardpass.
Baseline. The approved version of a work product that can be changed using formal change control
proceduresandisusedasthebasisforcomparisontoactualresults.Seealsocostbaseline,performance
measurementbaseline,schedulebaseline,andscopebaseline.
BottomUpEstimating.Amethodofestimatingprojectdurationorcostbyaggregatingtheestimatesof
the lowerlevel components of the work breakdown structure (WBS). See also analogous estimating,
parametricestimating,programevaluationandreviewtechnique(PERT),andthreepointestimating.
BudgetatCompletion(BAC).Thesumofallbudgetsestablishedfortheworktobeperformed.Seealso
actual cost (AC), earned value (EV), estimate at completion (EAC), estimate to complete (ETC), and
plannedvalue(PV).

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Change Control. A process whereby modifications to documents, deliverables, or baselines associated
withtheprojectareidentified,documented,approved,orrejected.Seealsochangecontrolboardand
changecontrolsystem.
Change Control Board. A formally chartered group responsible for reviewing, evaluating, approving,
delaying,orrejectingchangestotheproject,andforrecordingandcommunicatingsuchdecisions.See
alsochangecontrolandchangecontrolsystem.
Change Control System. A set of procedures that describes how modifications to the project
deliverables and documentation are managed and controlled. See also change control and change
controlboard.
ChangeRequest.Aformalproposaltomodifyanydocument,deliverable,orbaseline.
Code of Accounts. A numbering system used to uniquely identify each component of the work
breakdownstructure.
Communications Management Plan. A component of the project, program, or portfolio management
planthatdescribeshow,when,andbywhominformationwillbeadministeredanddisseminated.See
alsoprojectmanagementplan.
Configuration Management System. A collection of procedures used to track project artifacts and
monitorandcontrolchangestotheseartifacts.
Constraint.Alimitingfactorthataffectstheexecutionofaproject,program,portfolio,orprocess.
Contingency Plan. A document describing actions that the project team can take if predetermined
triggerconditionsoccur.
Contingency Reserve. Time or money allocated in the schedule or cost baseline for known risks with
activeresponsestrategies.Seealsomanagementreserveandprojectbudget.
Control Account. A management control point where scope, budget, actual cost, and schedule are
integratedandcomparedtoearnedvalueforperformancemeasurement.
Corrective Action. An intentional activity that realigns the performance of the project work with the
projectmanagementplan.Seealsopreventiveaction.
CostBaseline.Theapprovedversionofworkpackagecostestimatesandcontingencyreservethatcan
bechanged usingformal changecontrolproceduresandisusedasthe basisforcomparisontoactual
results.Seealsobaseline,performancemeasurementbaseline,schedulebaseline,andscopebaseline.
Cost Management Plan. A component of a project or program management plan that describes how
costswillbeplanned,structured,andcontrolled.Seealsoprojectmanagementplan.
CostPerformanceIndex(CPI).Ameasureofthecostefficiencyofbudgetedresourcesexpressedasthe
ratioofearnedvaluetoactualcost.Seealsoscheduleperformanceindex(SPI).
CostVariance(CV).Theamountofbudgetdeficitorsurplusatagivenpointintime,expressedasthe
differencebetweentheearnedvalueandtheactualcost.Seealsoschedulevariance(SV).

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PMILexiconofProjectManagementTermsVersion3.0
Crashing. A schedule compression technique used to shorten the schedule duration for the least
incrementalcostbyaddingresources.Seealsofasttrackingandschedulecompression.
CriticalChainMethod.Aschedulemethodthatallowstheprojectteamtoplacebuffersonanyproject
schedulepathtoaccountforlimitedresourcesandprojectuncertainties.
Critical Path. The sequence of activities that represents the longest path through a project, which
determinestheshortestpossibleduration.Seealsocriticalpathactivityandcriticalpathmethod.
Critical Path Activity. Any activity on the critical path in a project schedule. See also critical path and
criticalpathmethod.
Critical Path Method. A method used to estimate the minimum project duration and determine the
amountofschedulingflexibilityonthelogicalnetworkpathswithintheschedulemodel.Seealsocritical
pathandcriticalpathactivity.
DataDate.Apointintimewhenthestatusoftheprojectisrecorded.
Decision Tree Analysis. A diagramming and calculation technique for evaluating the implications of a
chainofmultipleoptionsinthepresenceofuncertainty.
Decomposition. A technique used for dividing and subdividing the project scope and project
deliverablesintosmaller,moremanageableparts.
DefectRepair.Anintentionalactivitytomodifyanonconformingproductorproductcomponent.
Deliverable. Any unique and verifiable product, result, or capability to perform a service that is
producedtocompleteaprocess,phase,orproject.
DiscreteEffort.Anactivitythatcanbeplannedandmeasuredandthatyieldsaspecificoutput.[Note:
Discreteeffortisoneofthreeearnedvaluemanagement(EVM)typesofactivitiesusedtomeasurework
performance.]Seealsoapportionedeffortandlevelofeffort.
Duration. The total number of work periods required to complete an activity or work breakdown
structurecomponent,expressedinhours,days,orweeks.Seealsoeffort.
EarlyFinishDate.Inthecriticalpathmethod,theearliestpossiblepointintimewhentheuncompleted
portionsofascheduleactivitycanfinishbasedontheschedulenetworklogic,thedatadate,andany
schedule constraints. See also early finish date, late start date, late start date, and schedule network
analysis.
EarlyStartDate.Inthecriticalpathmethod,theearliestpossiblepointintimewhentheuncompleted
portions of a schedule activity can start based on the schedule network logic, the data date, and any
schedule constraints. See also early finish date, late finish date, late start date, and schedule network
analysis.
Earned Value (EV). The measure of work performed expressed in terms of the budget authorized for
that work. See also actual cost (AC), budget at completion, estimate at completion (EAC), estimate to
complete(ETC),andplannedvalue(PV).

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Earned Value Management. A methodology that combines scope, schedule, and resource
measurementstoassessprojectperformanceandprogress.
Effort.Thenumberoflaborunitsrequiredtocompleteascheduleactivityorworkbreakdownstructure
component,oftenexpressedinhours,days,orweeks.Seealsoduration.
Enterprise Environmental Factors. Conditions, not under the immediate control of the team, that
influence,constrain,ordirecttheproject,program,orportfolio.
EstimateatCompletion(EAC).Theexpectedtotalcostofcompletingallworkexpressedasthesumof
theactualcosttodateandthe estimatetocomplete.Seealsoactualcost(AC),budget atcompletion
(BAC),earnedvalue(EV),estimatetocomplete(ETC)andplannedvalue(PV).
EstimatetoComplete(ETC).Theexpectedcosttofinishalltheremainingprojectwork.Seealsoactual
cost (AC), budget at completion (BAC), earned value (EV), estimate at completion (EAC), and planned
value(PV).
Fast Tracking. A schedule compression technique in which activities or phases normally done in
sequence are performed in parallel for at least a portion of their duration. See also crashing and
schedulecompression.
FinishtoFinish. A logical relationship in which a successor activity cannot finish until a predecessor
activityhasfinished.Seealsofinishtostart,starttofinish,starttostart,andlogicalrelationship.
FinishtoStart. A logical relationship in which a successor activity cannot start until a predecessor
activityhasfinished.Seealsofinishtofinish,starttofinish,starttostart,andlogicalrelationship.
Fixed Formula Method. A method of estimating earned value in which a specified percentage of the
budget value of a work package is assigned to the start milestone and the remaining percentage is
assignedwhentheworkpackageiscomplete.Seealsoweightedmilestonemethod.
ForwardPass.Acriticalpathmethodtechniqueforcalculatingtheearlystartandearlyfinishdatesby
workingforwardthroughtheschedulemodelfromtheprojectstartdateoragivenpointintime.See
alsobackwardpass.
FreeFloat.Theamountoftimethatascheduleactivitycanbedelayedwithoutdelayingtheearlystart
dateofanysuccessororviolatingaschedule constraint.Seealsototalfloat,criticalpath,nearcritical
activity,andnearcriticalpath.
FunctionalOrganization.Anorganizationalstructureinwhichstaffisgroupedbyareasofspecialization
and the project manager has limited authority to assign work and apply resources. See also matrix
organizationandprojectizedorganization.
GanttChart.Abarchartofscheduleinformationwhereactivitiesarelistedontheverticalaxis,datesare
shown on the horizontal axis, and activity durations are shown as horizontal bars placed according to
startandfinishdates.

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PMILexiconofProjectManagementTermsVersion3.0
Human Resource Management Plan. A component of the project or program management plan that
describestherolesandresponsibilities,reportingrelationships,andstaffmanagement.Seealsoproject
managementplanandstaffingmanagementplan.
Issue.Athreatthathasoccurred.Seealsoopportunity,risk,andthreat.
Lag. The amount of time whereby a successor activity will be delayed with respect to a predecessor
activity.Seealsolead.
Late Finish Date. In the critical path method, the latest possible point in time when the uncompleted
portionsofascheduleactivitycanfinishbasedontheschedulenetworklogic,theprojectcompletion
date, and any schedule constraints. See also early finish date, early start date, late start date, and
schedulenetworkanalysis.
Late Start Date. In the critical path method, the latest possible point in time when the uncompleted
portions of a schedule activity can start based on the schedule network logic, the project completion
date, and any schedule constraints. See also early finish date, late finish date, early start date, and
schedulenetworkanalysis.
Lead.Theamountoftimewherebyasuccessoractivitycanbeadvancedwithrespecttoapredecessor
activity.Seealsolag.
Lessons Learned. The knowledge gained during a project which shows how project events were
addressedorshouldbeaddressedinthefutureforthepurposeofimprovingfutureperformance.
Level of Effort. An activity that does not produce definitive end products and is measured by the
passage of time. [Note: Level of effort is one of three earned value management (EVM) types of
activitiesusedtomeasureworkperformance.]Seealsoapportionedeffortanddiscreteeffort.
LogicalRelationship.Adependencybetweentwoactivitiesorbetweenanactivityandamilestone.See
alsofinishtofinish,finishtostart,starttofinish,andstarttostart.
ManagementReserve.Timeormoneythatmanagementsetsasideinadditiontothescheduleorcost
baselineandreleasesforunforeseenworkthatiswithinthescopeoftheproject.Seealsocontingency
reserveandprojectbudget.
MatrixOrganization.Anorganizationalstructureinwhichtheprojectmanagersharesauthoritywiththe
functional manager temporarily to assign work and apply resources. See also functional organization
andprojectizedorganization.
Milestone.Asignificantpointoreventinaproject,program,orportfolio.
MilestoneSchedule.Atypeofschedulethatpresentsmilestoneswithplanneddates.
MostLikelyDuration.Anestimateofthemostprobableactivitydurationthattakesintoaccountallof
the known variables that could affect performance. See also optimistic duration, and pessimistic
duration.

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NearCriticalActivity.Anactivitywithatotalfloatthatisdeemedtobelowbasedonexpertjudgment.
Seealsocriticalpath,freefloat,nearcriticalpath,andtotalfloat.
NearCriticalPath.Asequenceofactivitieswithlowfloatwhich,ifexhausted,becomesacriticalpath
sequencefortheproject.Seealsocriticalpath,freefloat,nearcriticalactivity,andtotalfloat.
Network Logic. All activity dependencies in a project schedule network diagram. See also early finish
date,earlystartdate,latefinishdate,latestartdate,andnetworkpath.
NetworkPath.Asequenceofactivitiesconnectedbylogicalrelationshipsinaprojectschedulenetwork
diagram.Seealsoearlyfinishdate,earlystartdate,latefinishdate,latestartdate,andnetworklogic.
Node.Apointatwhichdependencylinesconnectonaschedulenetworkdiagram.Seealsoprecedence
diagrammingmethod(PDM)andprojectschedulenetworkdiagram.
Opportunity.Ariskthatwouldhaveapositiveeffectononeormoreprojectobjectives.Seealsoissue,
risk,andthreat.
Optimistic Duration. An estimate of the shortest activity duration that takes into account all of the
knownvariablesthatcouldaffectperformance.Seealsomostlikelydurationandpessimisticduration.
Organizational Breakdown Structure. A hierarchical representation of the project organization, which
illustrates the relationship between project activities and the organizational units that will perform
thoseactivities.Seealsoresourcebreakdownstructure,riskbreakdownstructure,andworkbreakdown
structure(WBS).
Organizational Enabler. A structural, cultural, technological, or humanresource practice that the
performing organization can use to achieve strategic objectives. See also organizational project
management.
OrganizationalProcessAssets.Plans,processes,policies,procedures,andknowledgebasesspecificto
andusedbytheperformingorganization.
Organizational Project Management. A framework in which portfolio, program, and project
management are integrated with organizational enablers in order to achieve strategic objectives. See
alsoorganizationalenabler.
Organizational Project Management Maturity. The level of an organizations ability to deliver the
desiredstrategicoutcomesinapredictable,controllable,andreliablemanner.
Parametric Estimating. An estimating technique in which an algorithm is used to calculate cost or
duration based on historical data and project parameters. See also analogous estimating, bottomup
estimating,programevaluationandreviewtechnique(PERT),andthreepointestimating.
PathConvergence.Arelationshipinwhichascheduleactivityhasmorethanonepredecessor.Seealso
pathdivergence,predecessoractivity,andsuccessoractivity.
PathDivergence.Arelationshipinwhichascheduleactivityhasmorethanonesuccessor.Seealsopath
convergence,predecessoractivity,andsuccessoractivity.

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PMILexiconofProjectManagementTermsVersion3.0
PercentComplete.Anestimateexpressedasapercentoftheamountofworkthathasbeencompleted
onanactivityoraworkbreakdownstructurecomponent.
Performance Measurement Baseline. Integrated scope, schedule, and cost baselines used for
comparison to manage, measure, and control project execution. See also baseline, cost baseline,
schedulebaseline,andscopebaseline.
Performing Organization. An enterprise whose personnel are the most directly involved in doing the
workoftheprojectorprogram.
Pessimistic Duration. An estimate of the longest activity duration that takes into account all of the
knownvariablesthatcouldaffectperformance.Seealsomostlikelyduration,andoptimisticduration.
PhaseGate.Areviewattheendofaphaseinwhichadecisionismadetocontinuetothenextphase,to
continuewithmodification,ortoendaprojectorprogram.Seealsoprojectphase.
Planned Value (PV). The authorized budget assigned to scheduled work. See also actual cost (AC),
budgetatcompletion(BAC),earnedvalue(EV),estimateatcompletion(EAC),andestimatetocomplete
(ETC).
Portfolio. Projects, programs, subportfolios, and operations managed as a group to achieve strategic
objectives.Seealsoprogramandproject.
PortfolioBalancing.Theprocessofoptimizingthemixofportfoliocomponentstofurtherthestrategic
objectivesoftheorganization.
PortfolioCharter.Adocumentissuedbyasponsorthatauthorizesandspecifiestheportfoliostructure
andlinkstheportfolioto theorganizationsstrategicobjectives. Seealsoprogramcharterand project
charter.
Portfolio Management. The centralized management of one or more portfolios to achieve strategic
objectives.Seealsoprogrammanagementandprojectmanagement.
Portfolio Management Plan. A document that specifies how a portfolio will be organized, monitored,
andcontrolled.Seealsoprogrammanagementplanandprojectmanagementplan.
PortfolioManager.Thepersonorgroupassignedbytheperformingorganizationtoestablish,balance,
monitor, and control portfolio components in order to achieve strategic business objectives. See also
programmanagerandprojectmanager.
Precedence Diagramming Method. A technique used for constructing a schedule model in which
activities are represented by nodes and are graphically linked by one or more logical relationships to
show the sequence in which the activities are to be performed. See also node and project schedule
networkdiagram.
PredecessorActivity.Anactivitythatlogicallycomesbeforeadependentactivityinaschedule.Seealso
successoractivityandsummaryactivity.

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PMILexiconofProjectManagementTermsVersion3.0
Preventive Action. An intentional activity that ensures the future performance of the project work is
alignedwiththeprojectmanagementplan.Seealsocorrectiveaction.
Probability and Impact Matrix. A grid for mapping the probability of occurrence of each risk and its
impactonprojectobjectivesifthatriskoccurs.Seealsorisk.
Procurement Management Plan. A component of the project or program management plan that
describeshowateamwillacquiregoodsandservicesfromoutsideoftheperformingorganization.See
alsoprojectmanagementplan.
ProductLifeCycle.Theseriesofphasesthatrepresenttheevolutionofaproduct,fromconceptthrough
delivery,growth,maturity,andtoretirement.Seealsoprojectlifecycle.
Program. A group of related projects, subprograms, and program activities that are managed in a
coordinated way to obtain benefits not available from managing them individually. See also portfolio
andproject.
ProgramCharter.Adocumentissuedbyasponsorthatauthorizestheprogrammanagementteamto
use organizational resources to execute the program and links the program to the organizations
strategicobjectives.Seealsoportfoliocharterandprojectcharter.
Program Evaluation and Review Technique (PERT). A technique used to estimate project duration
throughaweightedaverageofoptimistic,pessimistic,andmostlikelyactivitydurationswhenthereis
uncertaintywiththeindividualactivityestimates.Seealsoanalogousestimating,bottomupestimating,
parametricestimating,andthreepointestimating.
ProgramManagement.Theapplicationofknowledge,skills,tools,andtechniquestoaprogramtomeet
the program requirements and to obtain benefits and control not available by managing projects
individually.Seealsoportfoliomanagementandprojectmanagement.
Program Management Office. A management structure that standardizes the programrelated
governance processes and facilitates the sharing of resources, methodologies, tools, and techniques.
Seealsoprojectmanagementoffice.
ProgramManagementPlan.Adocumentthatintegratestheprogramssubsidiaryplansandestablishes
the management controls and overall plan for integrating and managing the programs individual
components.Seealsoportfoliomanagementplanandprojectmanagementplan.
Program Manager. The person authorized by the performing organization to lead the team or teams
responsibleforachievingprogramobjectives.Seealsoportfoliomanagerandprojectmanager.
ProgressiveElaboration.Theiterativeprocessofincreasingthelevelofdetailinaprojectmanagement
planasgreateramountsofinformationandmoreaccurateestimatesbecomeavailable.
Project. A temporary endeavor undertaken to create a unique product, service, or result. See also
portfolioandprogram.
Project Budget. The sum of work package cost estimates, contingency reserve, and management
reserve.Seealsocontingencyreserveandmanagementreserve.

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Project Calendar A calendar that identifies working days and shifts that are available for scheduled
activities.
Project Charter. 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
resourcestoprojectactivities.Seealsoportfoliocharterandprogramcharter.
ProjectizedOrganization.Anorganizationalstructureinwhichtheprojectmanagerhasfullauthorityto
assignworkandapplyresources.Seealsofunctionalorganizationandmatrixorganization.
ProjectLifeCycle.Theseriesofphasesthataprojectpassesthroughfromitsinitiationtoitsclosure.See
alsoproductlifecycle.
ProjectManagement.Theapplicationofknowledge,skills,tools,andtechniquestoprojectactivitiesto
meettheprojectrequirements.Seealsoportfoliomanagementandprogrammanagement.
ProjectManagementOffice.Amanagementstructurethatstandardizestheprojectrelatedgovernance
processes and facilitates the sharing of resources, methodologies, tools, and techniques. See also
programmanagementoffice.
ProjectManagementPlan.Thedocumentthatdescribeshowtheprojectwillbeexecuted,monitored
and controlled, and closed. See also portfolio management plan, program management plan,
communications management plan, cost management plan, human resource management plan,
procurement management plan, quality management plan, requirements management plan, risk
management plan, schedule management plan, scope management plan, staffing management plan,
andstakeholdermanagementplan.
Project Manager. The person assigned by the performing organization to lead the team that is
responsibleforachievingtheprojectobjectives.Seealsoportfoliomanagerandprogrammanager.
ProjectPhase.Acollectionoflogicallyrelatedprojectactivitiesthatculminatesinthecompletionofone
ormoredeliverables.Seealsophasegate.
Project Schedule. An output of a schedule model that presents linked activities with planned dates,
durations,milestones,andresources.
Project Schedule Network Diagram. A graphical representation of the logical relationships among the
projectscheduleactivities.Seealsonodeandprecedencediagrammingmethod(PDM).
Project Scope. The work performed to deliver a product, service, or result with the specified features
andfunctions.
Project Scope Statement. The description of the project scope, major deliverables, assumptions, and
constraints.
Quality Management Plan. A component of the project or program management plan that describes
howanorganizationsqualitypolicieswillbeimplemented.Seealsoprojectmanagementplan.

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Requirement.Aconditionorcapabilitythatisrequiredtobepresentinaproduct,service,orresultto
satisfyacontractorotherformallyimposedspecification.
Requirements Management Plan. A component of the project or program management plan that
describeshowrequirementswillbeanalyzed,documented,andmanaged.Seealsoprojectmanagement
plan.
Requirements Traceability Matrix. A grid that links product requirements from their origin to the
deliverablesthatsatisfythem.
Residual Risk. The risk that remains after risk responses have been implemented. See also secondary
risk.
Resource Breakdown Structure. A hierarchical representation of resources by category and type. See
also organizational breakdown structure, risk breakdown structure, and work breakdown structure
(WBS).
Resource Calendar. A calendar that identifies the working days and shifts upon which each specific
resourceisavailable.
Resource Leveling. A resource optimization technique in which adjustments are made to the project
schedule to optimize the allocation of resources and which may affect critical path. See also resource
smoothingandresourceoptimizationtechnique.
ResourceOptimizationTechnique.Atechniqueinwhichactivitystartandfinishdatesareadjustedto
balance demand for resources with the available supply. See also resource leveling and resource
smoothing.
ResourceSmoothing.Aresourceoptimizationtechniqueinwhichfreeandtotalfloatareusedwithout
affectingthecriticalpath.Seealsoresourcelevelingandresourceoptimizationtechnique.
Responsibility Assignment Matrix. A grid that shows the project resources assigned to each work
package.
Risk.Anuncertaineventorconditionthat,ifitoccurs,hasapositiveornegativeeffectononeormore
projectobjectives.Seealsoissue,opportunity,andthreat.
Risk Acceptance. A risk response strategy whereby the project team decides to acknowledge the risk
andnottakeanyactionunlesstheriskoccurs.Seealsoriskavoidance,riskenhancement,riskexploiting,
riskmitigation,risksharing,andrisktransference.
RiskAppetite.Thedegreeofuncertaintyanorganizationorindividualiswillingtoacceptinanticipation
ofareward.Seealsoriskthresholdandrisktolerance.
Risk Avoidance. A risk response strategy whereby the project team acts to eliminate the threat or
protect the project from its impact. See also risk acceptance, risk enhancement, risk exploiting, risk
mitigation,risksharing,andrisktransference.

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Risk Breakdown Structure. A hierarchical representation of risks that is organized according to risk
categories. See also organizational breakdown structure, resource breakdown structure, and work
breakdownstructure(WBS).
RiskCategory.Agroupofpotentialcausesofrisk.
RiskEnhancement.Ariskresponsestrategywherebytheprojectteamactstoincreasetheprobabilityof
occurrence or impact of an opportunity. See also risk acceptance, risk avoidance, risk exploiting, risk
mitigation,risksharing,andrisktransference.
RiskExploiting.Ariskresponsestrategywherebytheprojectteamactstoensurethatanopportunity
occurs.Seealsoriskacceptance,riskavoidance,riskenhancement,riskmitigation,risksharing,andrisk
transference.
RiskExposure.Anaggregatemeasureofthepotentialimpactofallrisksatanygivenpointintimeina
project,program,orportfolio.
Risk Management Plan. A component of the project, program, or portfolio management plan that
describes how risk management activities will be structured and performed. See also project
managementplan.
RiskMitigation.Ariskresponsestrategywherebytheprojectteamactstodecreasetheprobabilityof
occurrence or impact of a threat. See also risk acceptance, risk avoidance, risk enhancement, risk
exploiting,risksharing,andrisktransference.
Risk Owner. The person responsible for monitoring the risk and for selecting and implementing an
appropriateriskresponsestrategy.
RiskRegister.Arepositoryinwhichoutputsofriskmanagementprocessesarerecorded.
RiskSharing.Ariskresponsestrategywherebytheprojectteamallocatesownershipofanopportunity
toathirdpartywhoisbestabletocapturethebenefitofthatopportunity.Seealsoriskacceptance,risk
avoidance,riskenhancement,riskexploiting,riskmitigation,andrisktransference.
RiskThreshold.Thelevelofriskexposureabovewhichrisksareaddressedandbelowwhichrisksmay
beaccepted.Seealsoriskappetiteandrisktolerance.
RiskTolerance.Thedegreeofuncertaintythatanorganizationorindividualiswillingtowithstand.See
alsoriskappetiteandriskthreshold.
RiskTransference.Ariskresponsestrategywherebytheprojectteamshiftstheimpactofathreattoa
third party, together with ownership of the response. See also risk acceptance, risk avoidance, risk
enhancement,riskexploiting,riskmitigation,andrisksharing.
Rolling Wave Planning. An iterative planning technique in which the work to be accomplished in the
neartermisplannedindetail,whiletheworkinthefutureisplannedatahigherlevel.

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ScheduleBaseline.Theapprovedversionofaschedulemodelthatcanbechangedusingformalchange
control procedures and is used as the basis for comparison to actual results. See also baseline, cost
baseline,performancemeasurementbaseline,andscopebaseline.
ScheduleCompression.Atechniqueusedtoshortenthescheduledurationwithoutreducingtheproject
scope.Seealsocrashingandfasttracking.
ScheduleManagementPlan.Acomponentoftheprojectorprogrammanagementplanthatestablishes
thecriteriaandtheactivitiesfordeveloping,monitoring,andcontrollingtheschedule.Seealsoproject
managementplan.
ScheduleModel.Arepresentationoftheplanforexecutingtheprojectsactivities,includingdurations,
dependencies, and other planning information, used to produce a project schedule along with other
schedulingartifacts.Seealsoschedulemodelanalysis.
ScheduleModelAnalysis.Aprocessusedtoinvestigateoranalyzetheoutputoftheschedulemodelin
ordertooptimizetheschedule.Seealsoschedulemodel.
ScheduleNetworkAnalysis.Atechniquetoidentifyearlyandlatestartdates,aswellasearlyandlate
finish dates, for the uncompleted portions of project activities. See also early finish date, early start
date,latefinishdate,andlatestartdate.
Schedule Performance Index (SPI). A measure of schedule efficiency expressed as the ratio of earned
valuetoplannedvalue.Seealsocostperformanceindex(CPI).
ScheduleVariance(SV).Ameasureofscheduleperformanceexpressedasthedifferencebetweenthe
earnedvalueandtheplannedvalue.Seealsocostvariance(CV).
ScopeBaseline.Theapprovedversionofascopestatement,workbreakdownstructure(WBS),andits
associatedWBSdictionarythatcanbechangedusingformalchangecontrolproceduresandisusedas
thebasisforcomparisontoactualresults.Seealsobaseline,costbaseline,performancemeasurement
baseline,andschedulebaseline.
ScopeCreep.Theuncontrolledexpansiontoproductorprojectscopewithoutadjustmentstotime,cost,
andresources.
ScopeManagementPlan.Acomponentoftheprojectorprogrammanagementplanthatdescribeshow
the scope will be defined, developed, monitored, controlled, and validated. See also project
managementplan.
SCurve Analysis. A technique used to indicate performance trends by using a graph that displays
cumulativecostsoveraspecifictimeperiod.
Secondary Risk. A risk that arises as adirect result of implementing a risk response. See also residual
risk.
Sponsor. An individual or a group that provides resources and support for the project, program, or
portfolio,andisaccountableforenablingsuccess.Seealsostakeholder.

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PMILexiconofProjectManagementTermsVersion3.0
Staffing Management Plan. A component of the human resource plan that describes when and how
team members will be acquired and how long they will be needed. See also human resource
managementplan.
Stakeholder.Anindividual,group,ororganizationthatmayaffect,beaffectedby,orperceiveitselfto
beaffectedbyadecision,activity,oroutcomeofaproject,program,orportfolio.Seealsosponsor.
Stakeholder Management Plan. A component of the project management plan that describes how
stakeholders will be engaged in project decision making and execution. See also project management
plan.
StarttoFinish. A logical relationship in which a successor activity cannot finish until a predecessor
activityhasstarted.Seealsofinishtofinish,finishtostart,starttostart,andlogicalrelationship.
StarttoStart.Alogicalrelationshipinwhichasuccessoractivitycannotstartuntilapredecessoractivity
hasstarted.Seealsofinishtofinish,finishtostart,starttofinish,andlogicalrelationship.
Successor Activity. A dependent activity that logically comes after another activity in a schedule. See
alsopredecessoractivityandsummaryactivity.
SummaryActivity.Agroupofrelatedscheduleactivitiesaggregatedanddisplayedasasingleactivity.
Seealsopredecessoractivityandsuccessoractivity.
Threat. A risk that would have a negative effect on one or more project objectives. See also issue,
opportunity,andrisk.
ThreePoint Estimating. A technique used to estimate cost or duration by applying an average or
weightedaverageofoptimistic,pessimistic,andmostlikelyestimateswhenthereisuncertaintywiththe
individual activity estimates. See also analogous estimating, bottomup estimating, parametric
estimating,andprogramevaluationandreviewtechnique(PERT).
ToCompletePerformanceIndex(TCPI).Ameasureofthecostperformancethatisachievedwiththe
remainingresourcesinordertomeetaspecifiedmanagementgoal,expressedastheratioofthecostto
finish the outstanding work to the remaining budget. See also actual cost (AC), budget at completion
(BAC),earnedvalue(EV),andestimateatcompletion(EAC).
TotalFloat.Theamountoftimethatascheduleactivitycanbedelayedorextendedfromitsearlystart
date without delaying the project finish date or violating a schedule constraint. See also free float,
criticalpath,nearcriticalactivity,andnearcriticalpath.
TriggerCondition.Aneventorsituationthatindicatesthatariskisabouttooccur.
Variance Analysis. A technique for determining the cause and degree of difference between the
baseline and actual performance. See also cost variance (CV), schedule variance (SV), and variance at
completion.
VarianceatCompletion(VAC).Aprojectionoftheamountofbudgetdeficitorsurplus,expressedasthe
difference between the budget at completion and the estimate at completion. See also budget at
completion(BAC),costvariance(CV),estimateatcompletion(EAC),andvarianceanalysis.

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WBS Dictionary. A document that provides detailed deliverable, activity, and scheduling information
abouteachcomponentintheworkbreakdownstructure.Seealsoworkbreakdownstructure(WBS).
WeightedMilestoneMethod.Amethodofestimatingearnedvalueinwhichthebudgetvalueofawork
packageisdividedintomeasurablesegments,eachendingwithamilestonethatisassignedaweighted
budgetvalue.Seealsofixedformulamethod.
WhatIfScenarioAnalysis.Theprocessofevaluatingscenariosinordertopredicttheireffectonproject
objectives.
Workaround. An immediate and temporary response to an issue for which a prior response had not
beenplannedorwasnoteffective.Seealsoriskmitigation.
Work Breakdown Structure (WBS). A hierarchical decomposition of the total scope of work to be
carried out by the project team to accomplish the project objectives and create the required
deliverables. See also organizational breakdown structure, resource breakdown structure, risk
breakdownstructure,andWBSdictionary.
Work Package. The work defined at the lowest level of the work breakdown structure for which cost
anddurationcanbeestimatedandmanaged.

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PMI Lexicon of Project Management Terms

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