PMP FLASH CARD

1. Accept [Project Risk Management] one of the risk response strategies for threats/opportunities in
which the risk is accepted as it is without any risk mitigation measures and the risk will only be dealt
with either actively or passively if it occurs.
see also Avoid, Transfer, Mitigate, Exploit, Share and Enhance
2. Acceptance Criteria [Project Quality Management] the factors the deliverables must be met before
they will be formally accepted.
3. Accepted Deliverables [Project Quality Management] the deliverables (e.g. products, services or
capabilities) that are accepted by the client / customer to meet the acceptance criteria.
see also Verified Deliverables
4. Accommodation [Project Scope Management] both sides of a conflicting situation try to identify
points of agreements and play down disagreement
see also Avoidance, Compromise, Forcing, Collaboration and Confrontation
5. Accuracy [Project Quality Management] a measure of correctness.
see also Precision
6. Achievement Theory [Project Human Resource Management] one of the motivational
theories proposing that individuals are motivated by either achievement, power and affiliation.
7. Acquire Project Team [Project Human Resource Management] the process to acquire team
members with required competencies to complete the project successfully.
8. Activity [Project Time Management] the work package is decomposed into activities. Each activity
must have an expected duration
9. Activity Attributes [Project Time Management] a document providing additional information to the
activities listed in the activity list; additional info include: activity identifier, description, constraints,
assumptions, predecessor and successor activities, resources and responsible persons
10. Activity Identifier [Project Time Management] one of the activity attributes used to uniquely
identify an activity for sequencing and tracking activities
11. Activity Duration [Project Time Management] the time required for the schedule activity between the
start and finish dates.
12. Activity List [Project Time Management] a document listing all the activities of the project with
identifiers and brief descriptions.
13. Activity-on-Arrow (AOA) [Project Time Management] a diagramming technique used for
sequencing activities by placing the activities on arrows and dependencies are indicated by connecting
the arrows with nodes.
14. Activity-on-Node (AON) [Project Time Management] a diagramming technique used for sequencing
activities by placing the activities on the nodes which are connected by arrows to show dependencies.
15. Actual Cost (AC) [Project Cost Management] the actual amount of money/cost to date spent on
performing the project work.
16. Adaptive Life Cycle [Project Integration Management] an Agile project management methodology
enabling faster response to changes by managing the project in short iterations.
17. Adjusting Leads and Lags [Project Time Management] during project execution, adjusting leads
and lags is a technique used to bring delayed project activities into alignment with the project plan.
18. Affinity Diagrams [Project Quality Management] a business tool to organize ideas and data based
on natural relationships used in brainstorming sessions.
19. Agreements [Project Procurement Management] a written or verbal communication (e.g. contract,
memo, email, verbal arrangement) to indicate preliminary intentions of a project/work.
20. Alternative Analysis [Project Time Management] a technique to identify and analyse the
different options to perform the project work most efficiently.
21. Alternatives Generation [Project Scope Management] a technique to generate and analyze different
options for carrying out the project work for greatest efficiency
22. Analogous Estimating [Project Time/Cost Management] a method to estimate the activity/project
durations and costs based on available information from similar project performed before. Great for the
initial phase of the project but estimates are not very accurate.
23. Analytical Techniques [Project Risk/Procurement/Stakeholder Management] methods used to
identify possible risks / consequences based on project variables and interactions.
24. Apportioned Effort [Project Time/Cost Management] used in earned value management (EVM) to
measure schedule/cost performances calculated in direct proportion to the progress of another discrete
effort(s).
see also Discrete Efforts and Level of Efforts
25. Approved Change Request [Project Integration Management] a change request that has been
submitted through Perform Integrated Change Control process and approved for implementation.
26. Arbitration [Project Procurement Management] when there is a dispute between the vendor and the
client, arbitration is an effective way for problem resolution by involving a neutral third-party
27. Assignable Cause [Project Quality Management] is an identifiable and specific cause for
the variation in the control chart. Assignable causes must be investigated and remedied
28. Attribute Sampling [Project Quality Management] is a process for internal control by checking for a
particular attribute (i.e. either pass or fail).
29. Avoid [Project Risk Management] Use for negative risks (i.e. threats) by incorporating plans to stay
clear of / eliminate the risk events and impacts.
see also Transfer, Mitigate and Accept
30. Avoidance [Project Scope Management] both sides of a conflicting situation ignore the conflict,
which is not considered a good conflict resolution technique
see also Accommodation, Compromise, Forcing, Collaboration and Confrontation
B

1. Backlog [Project Scope Management] a documented list of prioritized project tasks, often used in
Agile project methodologies.
2. Backward Pass [Project Scope Management] a method for calculating the late start and late finish
dates for each activity of the activity schedule diagram from end to start.
see also Critical Path Method (CPM)
3. Balanced Matrix a type of matrix organization where the project manager has as much control over
the budget and resources compared to a functional manager.
4. Baseline [Project Time/Cost Management] is the approved version of project plan (scope, cost,
schedule) used to compare with actual work performance.
5. Basis of Estimates additional information outlining the basis for the project estimates.
6. Benchmarking [Project Quality Management] the practice of measuring existing processes and
procedures with similar organizations to establish a basis for comparison for performance
improvements.
7. Bidder Conference [Project Procurement Management] a conference with all bidders for clarification
on the contract requirements to ensure all bidders share the same understanding.
8. Bottom-up Estimating [Project Time/Cost Management] an accurate but time-consuming estimating
method by adding up the estimates for individual activity costs/durations
9. Budget [Project Cost Management] the estimated expenditures for the project for a specific period
10. Budget at Completion (BAC) [Project Cost Management] often used in earned value management
(EVM), it is the total expenditure for the project on finish.
11. Buffer [Project Time Management] reserve time added to activity durations to reduce the likelihood of
missing activity finish dates
12. Business Case [Project Integration Management] used to judge whether a project is feasible and
viable, often includes a financial feasibility study, rough budget and justifications for the project
C

1. Cause and Effect Diagram (also known as a fishbone or Ishikawa diagram) [Project Quality
Management] a diagramming technique to identify the origin and effect of an issue
2. Change Control Board (CCB) [Project Integration Management] a group of people responsible for
approving / rejecting major change requests (as defined in the Project Management Plan)
3. Change Log [Project Integration Management] a list consisting of all changes to the project and their
impacts
4. Change Request [Project Integration Management] a formal document for making change(s) to the
project
5. Claim [Project Procurement Management] when a contract is not fully fulfilled, either side may make
a request for compensation/ claim.
6. Code of Accounts [Project Scope Management] a numbering system used to identify WBS
components.
7. Colocation [Project Scope Management] team members work together in the same physical
space to enhance communication and knowledge sharing.
8. Collaboration [Project Scope Management] both sides of a conflicting situation work together for
mutually consented solution, often considered the best conflict resolution technique
see also Accommodation, Avoidance, Compromise, Forcing and Confrontation
9. Communication Channels [Project Communication Management] the number of lines of
communication between individuals involved within a project, calculated by the formula: N (N-1) / 2
where N is the number of people involved
10. Common Cause [Project Quality Management] the control chart indicates that the process is within
the control limits but outside specification limits which are often usual and natural variations in the
system
11. Communication Methods [Project Communication Management] techniques used for
communication, can be Interactive, Push or Pull.
12. Communication Models [Project Communication Management] describes how information
is exchanged (e.g. Sender-Encode-Message-Decode-Receiver Model).
13. Communication Technology [Project Communication Management] software / hardwares used to
assist communication
14. Compromise [Project Human Resource Management] one of the conflict resolution technique in
which disagreements are settled by making concessions on both sides.
see also Accommodation, Avoidance, Forcing, Confrontation and Collaboration
15. Configuration Management System [Project Quality Management] manages the assets of the
project deliverables by recording the functional or physical characteristics of the deliverables and
components; a component of the project management information system.
16. Conformance [Project Quality Management] indicates that the results comply with the quality
requirement.
17. Confrontation [Project Human Resource Management] a conflict resolution technique to determine a
collaborative and workable solution by open discussion
see also Accommodation, Avoidance, Forcing, Confrontation and Collaboration
18. Constraint any factors that impose limitations on project.
19. Contingency Plan [Project Risk Management] a strategy describing the measures to tackle
documented risks once they arise.
20. Contingency Reserve [Project Cost/Time Management] the budget set aside to fund contingent
responses for identified risks (known unknown) once they arise.
see also Management Reserve
21. Control Accounts [Project Scope Management] strategically placed for grouping work breakdown
structure (WBS) components with a view to better managing cost, scope and/or schedule for earned
value management measurements.
22. Control Chart [Project Quality Management] a statistical process tool to monitor process
performance and stability over time (whether the process is within control limits).
23. Control Limits [Project Quality Management] the upper and lower limit on the control chart used to
determine whether a process is under control by taking normal variations into account.
see also Specification Limits
24. Corrective actions [Project Quality Management] activities performed with a view to realign project
performance with what are planned in the project plan.
25. Cost Aggregation [Project Cost Management] the accumulated cost estimates for all tasks
within a work package.
26. Cost Baseline [Project Cost Management] represents the budget of estimated costs to be disbursed
over the duration of the project, apart from any management reserves. The cost baseline can be used to
compare actual costs for the project.
27. Cost of Quality (COQ) [Project Quality Management] includes all costs of conformance (quality
assurance/control measures) and costs of non-conformance (rework).
28. Cost Performance Index (CPI) [Project Cost Management] an earned value management (EVM)
metric for cost efficiency of the project to date (formula: CPI = EV / AC).
29. Cost Plus Award Fee (CPAF) [Project Procurement Management] a contract type in which the buyer
pays the seller all allowable costs plus extra money awarded for meeting the performance
targets specified in the contract as determined by the buyer.
30. Cost Plus Fixed Fee (CPFF) [Project Procurement Management] a contract type in which the buyer
pays the seller all allowable costs plus a fixed amount of money as the seller profit.
31. Cost Plus Incentive Fee (CPIF) [Project Procurement Management] a contract type in which the
buyer pays the seller all allowable costs plus incentives and sharing of unused money if under/over
contracted amount.
32. Cost Variance (CV) [Project Cost Management] an earned value management (EVM) metric for
indicating the difference between the earned value and the actual cost (formula: CV = EV AC).
33. Cost-benefit Analysis a financial analysis tool for determining the costs and benefits of the project
and whether the project is worthwhile.
34. Cost Reimbursable Contract [Project Procurement Management] a contract type in which all
allowable costs are bore by the buyer with additional money awarded to the seller by completing the
contract requirements; most of the risks are on the buyer side.
35. Crashing [Project Time Management] a schedule compression technique used to shorten
the schedule by adding extra resources.
36. Criteria [Project Quality Management] factors used to evaluate and decide when the deliverables
meet the project requirements.
37. Critical Chain Method (CCM) [Project Time Management] a technique for improving accuracy
of project schedule by taking into accounts the limited resource availability and uncertainties.
38. Critical Path Activity [Project Time Management] all the activity on the critical path of a project
schedule (using Critical Path Method).
39. Critical Path Method (CPM) [Project Time Management] a technique for determining the schedule of
the project by taking into accounts the sequence of activities for the longest work path.
40. customer [Project Stakeholder Management] the ones who request and/or pay for the project /
deliverables.
D

1. Data Date the time the data is recorded.

2. Decision Tree Analysis [Project Risk Management] a diagramming technique to help visualizing
the Expected Monetary Value (EMV) of various options to assist in decision-making.
3. Decomposition [Project Scope Management] the project scope is broken down into smaller
segments for better estimation.
4. Defect Repair [Project Cost Management] the correction action required for deliverables not meeting
requirements.
5. Deliverable [Project Scope Management] the verifiable product, service, result or capability produced
by a process, phase or project.
6. Delphi Technique questionnaires are circulated among subject matter experts (SME)
for anonymous feedback and recirculated until a consensus is reached.
7. Dependency [Project Time Management] an activity may depend on the execution/finish of other
activities; can be mandatory, discretional, external or internal.
8. Design of Experiments (DOE) [Project Quality Management] a statistical approach
allowing simultaneous altering of several variables for comparison in order to find out the lowest cost of
quality.
9. Diagramming Techniques various methods employed for representing information and the
relationships in a visual way.
10. Dictatorship [Project Human Resource Management] a group decision-making technique in which
the leader direct the decision making, best on in case when there are a lot of uncertainties.
11. Discounted Cash Flow [Project Cost Management] a technique used to compare the value of the
future cash flows of the project with the current value of the dollar by taking inflation into accounts.
12. Discrete Effort [Project Cost/Time Management] used in earned value management (EVM) to
measure work performance in relation to explicit work efforts that contribute to the completion of the
project.
see also Apportioned Effort and Level of Efforts
13. Discretionary Dependency [Project Time Management] (also known as preferred logic)
two activities are considered to be best if carried out in sequence; but the sequence can be altered if
needed.
see also Mandatory Dependency
14. Duration [Project Time Management] the amount of time between the start and finish of a schedule
activity; often expressed in work days.
E

1. Early Finish Date (EF) [Project Time Management] the earliest date an activity can be completed by
taking project constraints into account
2. Early Start Date (ES) [Project Time Management] the earliest date an activity can begin based by
taking project constraints into accounts.
3. Earned Value (EV) [Project Time/Cost Management] a metric for measuring the proportion of work
finished by making comparison to the activity/project budget.
4. Earned Value Management (EVM) [Project Time/Cost Management] the recommended method for
measuring project performance by comparing the planned value against earned value for cost, schedule
and scope measurement; there are various defined metrics for the performance measurement, e.g. CPI,
SPI, etc.
5. Emotional Intelligence [Project Human Resource Management] ones ability to understand and
manage their own emotion and establish relationship with others.
6. Enhance [Project Risk Management] a risk responses strategy to increase the likelihood of
occurrence of positive risks.
see also Accept, Exploit and Share
7. Enterprise Environmental Factors (EEF) all factors outside the control of the project team that can
positively or negatively influence the project; can be internal and external to the performing organization.
8. Estimate at completion (EAC) [Project Time/Cost Management] the estimated total cost for
completing the project; may be updated with actual costs during project execution.
9. Estimate to complete (ETC) [Project Time/Cost Management] the estimated remaining cost for
completing the project, i.e. the estimated cost that is required to bring the project to completion.
10. Expected Monetary Value (EMV) Analysis [Project Risk Management] used in conjunction with
decision-tree analysis, EVM analysis is a statistical method to calculates monetary impact of all probable
outcomes with reference to the probabilities of occurrence; a tool for Quantitative Risk Analysis.
11. Expert Judgment individuals/group of people to exercise the knowledge of their area(s) of expertise for
making the best decision.
12. Expectancy Theory [Project Human Resource Management] a motivational theory proposing that
people are motivated by their expectations of results to behave or act in a certain manner.
13. Exploit [Project Risk Management] a risk responses strategy to ensure the occurrence of a positive
risk
see also Accept, Enhance and Share
14. External Dependency [Project Time Management] when the beginning or finishing an activity is
dependent on external parties, e.g. Government, vendor, etc., the activity is said to have external
dependency
F

1. Fast-Tracking [Project Time Management] when time is running out, the project management may
make use of this schedule compression technique in which activities are performed in parallel to save
time.
see also Crushing
2. Fallback [Project Risk Management] actions to be taken if the original plan proves to be ineffective /
risk occurs.
3. Feasibility Study [Project Integration Management] performed at the beginning of a project to
estimate the benefits and chances of success of the project.
4. Finish-to-Finish [Project Time Management] a logical relationship between two activities whereby
the successor activity cannot complete till the predecessor activity completes.
5. Finish-to-Start [Project Time Management] a logical relationship between two activities whereby the
successor activity cannot begin till the predecessor activity completes.
6. Firm Fixed-Price contract (FFP) [Project Procurement Management] a type of contract in which the
buyer pays the seller a price as agreed in the contract without taking actual costs into account.
7. Fixed Formula Method [Project Time/Cost Management] an Earned Value (EV) method for
measuring progress based on a pre-determined formula (e.g. 0/100, 25/75, 50/50 for 25/75
arrangement, when the activity begin, it will receive 25% completeness.
see also Percent Complete and Level of Effort
8. Fixed-Price Incentive Fee Contract (FPIF) [Project Procurement Management] a type of contract
where the buyer pays a price as agreed in the contract plus an incentive for meeting performance
targets. The seller assumes most risk.
9. Fixed-Price with Economic Price Adjustment Contract (FP-EPA) [Project Procurement
Management] a type of contract for a fixed price fee with the inflation taken into accounts.
10. Float [Project Time Management] the amount of time that a task in a project can be delayed without
causing a delay to other tasks.
see also Slack, Total Float and Free Float
11. Force Majeure [Project Procurement Management] usually written as a claus in the contract, these
are events of catastrophic nature that are beyond the control of the team.
12. Forcing [Project Human Resource Management] a conflict resolution technique in which an
individual forces other to accept a solution / resolution.
13. Forward Pass [Project Time Management] a critical path method (CPM) practice to find out the early
start and early finish dates for each activity of the network diagram by going through the schedule from
start to end.
see also Backward Pass
14. Free Float [Project Time Management] the amount of time that a task in a project can be delayed
without causing a delay to the early start of a successor activity.
see also Total Float
15. Functional Manager a manager of a department or business unit with subordinates working to produce
products / services.
16. Functional Organization a type of organization structure in which the organization is divided into
smaller groups based on specialized functional areas.
17. Funding Limit Reconciliation [Project Cost Management] an act to compare and adjust the funding
limits by refining the scope / rescheduling the activities to ensure funding limits are not exceeded.
G

1. Gantt Charts [Project Time Management] a type of bar chart for presenting time and duration of
scheduled activities
2. Gold Plating a conscious decision to add extra functionality / features not in the project scope to
exceed customer satisfaction which can often lead to scope creep, NOT recommended by PMI.
3. Grade [Project Quality Management] a category assigned to products that have the same
functionality but different technical characteristics, e.g. different grades of eggs (large, small, etc.)
4. Ground Rules [Project Human Resource Management] a set of established expectations for the
conduct of team

1. Hammock Activity [Project Time Management] represents a group of similar activities as one activity
to simplify the schedule network diagram.
2. Hygiene Theory [Project Human Resource Management] introduced by Frederick Herzberg, the
Hygiene Theory proposes that peoples attitudes towards work are influenced by presence of motivators
(satisfiers) and hygiene factors (absence of which would create dissatisfaction).

1. Impact [Project Risk Management] the magnitude of the consequences posed by an opportunity /
threat.
2. Incentive Fee [Project Procurement Management] money paid to the seller for meeting performance,
cost / schedule targets set in the contract.
3. Independent Estimates [Project Procurement Management] make use of external information /
resources to establish the reasonability of vendors quotation.
4. Influence Diagram [Project Quality Management] a diagram that show potential influences that
conditions in the project can have on others.
5. Information Management Systems [Project Stakeholder Management] systems used to gather,
store and circulate project information in the desired format to stakeholders.
6. Input are information / resources that are added to a process for processing to create specific outputs.
7. Inspection [Project Quality Management] actions performed (e.g. testing, measuring, reviewing and
examining) to determine compliance of project deliverable with quality requirements.
8. Inspections and Audits [Project Procurement Management] judge and verify the sellers
performance / deliverables by the contact requirements.
9. Internal Dependency [Project Time Management] dependencies of tasks that are under control of
the project team.
see also External Dependency
10. Internal Rate of Return (IRR) [Project Integration Management] return of the investment for the
investment period expressed as percentage. The higher the IRR, the better the project outcome.
11. Interpersonal Skills (Soft Skills) [Project Human Resource Management] skills to motivate team
members through delegation, coaching, communication, etc.
12. Interrelationship Digraphs [Project Human Quality Management] maps cause-and-effect
relationships for problems with multiple variables/outcomes.
13. Invitation for Bid (IFB) [Project Procurement Management] inviting sellers to submit proposals to a
project.
14. Issue [Project Stakeholder Management] unexpected problems, gaps, inconsistencies or conflicts in
the project.
15. Issue Log [Project Stakeholder Management] a project document in which all the issues are recorded
and tracked, used to report issues with stakeholders.
16. Iterative Project Management Life Cycle allow more flexibility in responding to changes by conducting
the project in iterative cycles (mini-waterfalls).
K

1. Kaizen [Project Quality Management] a management theory promoting incremental changes for
continuous improvement, originated in Japan.
2. Kick-off Meeting [Project Integration Management] the very first meeting for project team and all
relevant stakeholders to formally begin the project by aligning common understanding of project goals.

1. Lag [Project Time Management] used in project schedule network, lag represents the delay between
the successor activity and the predecessor activity.
2. Late Finish Date (LF) [Project Time Management] the latest date the activity can finish by taking
project schedule constraints into accounts.
3. Late Start Date (LS) [Project Time Management] the latest date the activity can begin by taking
project schedule constraints into accounts
4. Lead [Project Time Management] used in project schedule network, lead represents the overlapping
of the successor activity and the predecessor activity, i.e. the successor activity begins before the end of
the predecessor activity.
5. Leadership Styles [Project Human Resource Management] how the leader motivate and lead the
project team, e.g. authoritarian, democratic, laissez-faire,etc.
6. Lessons Learned [Project Integration Management] documentation of knowledge gained during
project lifecycle, in particular the factors leading to successes and failures of the project.
7. Level of Effort (LOE) [Project Time/Cost Management] an earned value management (EVM) method
to assign percentage completeness of support activities (not directly contributing to the project
deliverables).
see also Fixed Formula Method and Percent Complete
8. Logical Relationships / Logical Dependencies [Project Time Management] the dependencies for /
associations between two project activities, i.e. finish-to-start (FS), finish-to-finish (FF), start-to-start (SS)
and start-to-finish (SF)
9. Lump Sum Contracts [Project Procurement Management] a type of contract in which the seller
receive a pre-agreed amount of money, best for well-defined tasks.

1. Management Reserve [Project Cost Management] extra fund set aside in the project budget for
unknown unknowns, must be authorized by management before spending.
see also Contingency Reserve
2. Mandatory Dependency / Hard Logic [Project Time Management] a type of dependency between
activities that must be followed.
see also Discretionary Dependency
3. Maslows Hierarchy of Needs [Project Human Resource Management] a motivational theory put
forward by Maslow avocating five basic needs (in order) of human physical, safety and security, social,
self-esteem and self-actualization.
4. Matrix Diagrams [Project Quality Management] a quality management tool by constructing
relationships between various factors in a grid.
5. Matrix Organization an organizational structure where the project manager and the functional
managers shares management responsibility; three types of matrixstrong, balanced and weak.
6. Milestone [Project Time Management] an important event in the project timeline that has no duration.
7. Milestone List [Project Time Management] a listing of milestones of the project.
8. Mind Maps [Project Quality Management] is a diagramming technique used to visually organize
information to explore ideas.
9. Mitigate [Project Risk Management] a risk response strategy to reduce the probability / level of impact
of a negative risk.
see also Accept, Avoid and Transfer
10. Monte Carlo Simulation [Project Risk Management] by making use of software simulation to run the
project under different conditions multiple time to analyze possible project outcomes.
N

1. Negotiation [Project Procurement Management] commination and discussion between parties to

reach consensus / acceptable outcome.
2. Network Diagram / Logic Diagram [Project Time Management] is a sequence of activities that are
linked together with logical dependencies.
3. Networking [Project Human Resource Management] interact and communicate with others to get
acquainted and build a relationship with them.
4. Net Present Value (NPV) [Project Integration Management] the present value (PV) of the future net
cash flow for the project.
5. Nominal Group Technique [Project Stakeholder Management] a technique to faciliate gathering and
organizing ideas from all participants to assist decision-making.
6. Non-conformance [Project Quality Management] the rework needed to be implemented as a result of
not performing the activities correctly the first time, a type of cost of quality (COQ).

1. Opportunity [Project Risk Management] a type of risk which is considered to have positive impact on
the project, also known as a positive risk.
see also Threat
2. Ordinal Scale [Project Risk Management] a relative scale for ranking risks (i.e. low, moderate and
high).
3. Organizational Breakdown Structure (OBS) [Project Scope Management] a hierarchical structure of
the organization in the work breakdown structure (WBS) which is used for assigning work to resources
for a project.
4. Organizational Process Assets (OPA) a collective name for all the organizational information, e.g.
policies, procedures, processes and knowledgebase which would be useful for the project.
5. Organizational Structures describes how the structure of the organization management, e.g.
functional, matrix, projectorized and composite
6. Output the outcome (e.g. deliverables, result, etc.) generated by a process from inputs.

1. Parametric Estimating [Project Cost/Time Management] by making use of unit costs (from industry
statistics, etc.) to compute the costs and durations of individual activies, considered to be more
accurate.
see also Analogous Estimating
2. Pareto Diagram [Project Risk Management] a histogram for identifying the most critical issues by
making use of 80/20 rule.
3. Path Convergence [Project Time Management] in the project network diagram where the path
converges from two or more predecessor activities to one successor activity.
4. Path Divergence [Project Time Management] in the project network diagram where the path diverge
from one predecessor activity to two or more successor activities.
5. Percent Complete [Project Cost/Time Management] an estimate of the amount of work completed
for an activity or work package.
see also Apportioned Effort, Fixed Formula Method and Level of Effort
6. Performing Organization the organization direclty involved with the project
7. Phase-Gate a checkpoint for reviewing the project and making the decision for the project to proceed
to next phase or terminate.
8. Planned Value (PV) [Project Cost Management] the approved budget for project work completed to
date.
9. Plurality a decision based on relatively more vote for one choice than others, as opposed to majority
which must have more than 50% of vote.
10. Portfolio includes many programs, projects and operations grouped according to organizational
strategic objectives.
11. Precedence Diagramming Method (PDM) [Project Time Management] a diagramming technique for
scheduling project activities according to logical relationship, e.g. Critical Path Network Diagram and
Critical Chain Network Diagram.
12. Precision [Project Quality Management] indicate the exactness and consistency (i.e. with little
variation).
see also Accuracy
13. Predecessor Activity [Project Time Management] the activity before a dependent activity in the
project schedule.
14. Preventive Action [Project Quality Management] actions taken to minimize / avoid failing to meet the
quality standards of the project.
15. Prioritization Matrix [Project Quality Management] define issues and alternatives that need to be
prioritized for decision, items are given a priority score through brainstorming.
16. Probability [Project Risk Management] a measurement scale of the likelihood of the occurrence of a
risk.
17. Probability and Impact Matrix [Project Risk Management] a visual representation of the results from
Risk Probability and Impact Assessments that assists the project team to prioritize risks.
18. Procedure a series of steps to execute a process in a consistent manner
19. Process actions that turn input(s) into outputs.
20. Process Analysis [Project Quality Management] a technique for continual process improvement by
systematically analyzing current processes.
21. Process Decision Program Charts [Project Quality Management] a decision tree to systematically
identify what might go wrong in the plan under development
22. Process Improvement Plan [Project Quality Management] defines the actions to be taken for
analyzing processes and identifying improvements, it is a subsidiary plan of the Project Management
Plan
23. Procurement Audits [Project Procurement Management] a review of the contracting process with a
view to ensure adherence to agreed procedures and identify ways to improve
24. Procurement Documents [Project Procurement Management] docuemnts used for bids and
proposals, including the procurement statement of work (SOW), RFP, RFI, RFQ, seller proposals, etc
25. Procurement Negotiations [Project Procurement Management] a technique to resolve issue and
disputes in a procurement contract; alternative dispute resolution (ADR) methods are frequently used
before legal proceedings.
26. Procurement Statement of Work (SOW) [Project Procurement Management] document containing
the necessary requirements to the sellers to facilitate their understanding of the requirements.
27. Product Analysis [Project Scope Management] includes techniques such as product breakdown,
systems analysis, requirements analysis, systems engineering, value engineering and value analysis to
establish the feasibility of the product.
28. Product Life Cycle describes the life of the project, the five stages of product life cycle are
Development > Introduction > Growth > Maturity > Decline
see also Project Life Cycle
29. Program a group of related projects and related activities managed together for synergy otherwise
cannot be achieved by managing them individually.
30. Program Evaluation and Review Technique (PERT) [Project Time/Cost Management] a technique
used to calculate a more reliable estimate by making use of the formula: (O + (4 * ML) + P) / 6 including
optimistic (O), pessimistic (P) and most likely (ML) estimates.
31. Progressive Elaboration more details are added to the project plan as more information becomes
available while the project progresses
32. Project a temporary undertaking to create a unique deliverable (including product, service or result).
33. Project Calendar [Project Time Management] a document identifing the work periods available for
resources to be assigned to scheduled activities.
34. Project Funding Requirements [Project Cost Management] outlines the total amount of funding
required for the project; derived from the cost baseline, management reserve and liabilities.
35. Project Governance [Project Integration Management] the management framework (including
policies, regulations, functions, processes, procedures and responsibilities) for project control and
decision making.
36. Project Life Cycle the different phases for the creation of the final product; 5 stages of Project life
cycle Initiating > Planning > Execution > Monitoring & Controlling > Closure.
see also Product Life Cycle
37. Project Management by applying appropriate processes, tools, techniques, skills, knowledge,
leadership and resources to strike for successful outcome for a project.
 38. Project Management Information system (PMIS) [Project Stakeholder Management] a system (can
be manual or automated) used to collect, distribute and store all project management information.
39. Project Management Office (PMO) an office within the performing organization providing guidance
and support (e.g. project governance, tools, templates, training) for project managers.
40. Project Manager (PM) an individual who is accountable for delivering the project objectives
successfully by leading the project team and managing the project work.
41. Project Phase a large project can be sub-divided into phases by grouping some related activities for
completing part of the overall deliverable, often with phase gates at the end of the phase.
42. Project Schedule [Project Time Management] a list of project activities with links, start & finish
dates, durations, milestones and resources.
43. Project Schedule Network Diagram [Project Time Management] graphical representation of the
logical sequence and relationship of project activities.
44. Project Scope [Project Scope Management] the very work required to produce the project
deliverable(s).
45. Project Scope Statement [Project Scope Management] documents all the deliverables of the project
by including objectives, assumptions and constraints.
46. Projectized Organization a type of organizational structure in which the project manager is assigned
with all the authority and resource to manage the project and team members.
47. Proposal Evaluation Techniques [Project Procurement Management] a methodology to assess
compliance of bids based on organizational procurement policy.
48. Prototypes [Project Requirement Management] models or mock-ups for experimenting ideas to get
feedback on requirements from stakeholders

1. Quality [Project Quality Management] the extent of the characteristics of the deliverable fulfilling
requirements (functional, aesthetics, durability, etc.
2. Quality Audits [Project Quality Management] the process to identify existing deficiencies impeding
quality goals.
3. Quality Checklist [Project Quality Management] a list of actions and steps to be taken for quality
control.
4. Quality Control Measurements [Project Quality Management] the measurements recorded during
the Control Quality process.
5. Quality Function Deployment (QFD) [Project Quality Management] is a method to transfer user
requirements into design quality, e.g. House of Quality (HOQ).
6. Quality Metrics [Project Quality Management] the qualitative or quantitative measurements for
quality management.
7. Quality Policy [Project Quality Management] documentations on the organizational quality
guidelines and implementation.
8. Questionnaires and Surveys [Project Stakeholder Management] a document with list of questions
for quickly gathering feedback from a large target audience.

1. RACI Chart [Project Quality Management] a type of responsibility assignment matrix (RAM) chart
indicating the responsibilities of project team members to tasks, RACI stands for Responsible,
Accountable, Consult & Inform.
2. Records Management System [Project Procurement Management] part of Project Management
Information System (PMIS) including processes and automated tools to organize, track, access and
archive all project information and contract documents effectively.
3. Regulation regulatory requirements issued by a government authority.
4. Request for Information (RFI) [Project Procurement Management] a document for procurement
intended for collecting information from potential suppliers.
5. Request for Proposal (RFP) [Project Procurement Management] a document for procurement used
for requesting proposals from potential suppliers for a specific product, service or capability.
6. Request for Quotation (RFQ) [Project Procurement Management] a document for procurement
inviting suppliers to submit bids, often used for standard / commodity products or services.
7. Requirements Traceability Matrix [Project Scope Management] a chart used for tracking product
requirements to the inherited business values / project objectives.
8. Reserve [Project Cost/Time Management] the time / funds set aside in the project for responding to
risks / uncertainties.
see also Contingency Reserve and Management Reserve.
9. Reserve Analysis [Project Cost/Time/Risk Management] a process to assesses if there is sufficient
time / funds for the contingency reserve to address risks / uncertainties.
10. Residual Risk [Project Risk Management] the remaining risks after risk response strategies have
been executed
11. Resource [Project Cost/Human Resource Management] all inputs required to perform the project
tasks, including staff, materials, equipment, funds and services
12. Resource Breakdown Structure (RBS) [Project Time Management] a hierarchical chart organizing
project resources into categories / sub-categories.
13. Resource Calendar [Project Human Resource/Time Management] documents the availability of
human resource by time.
14. Resource Histogram [Project Time Management] a visual representation displaying the specific
amounts of time a particular resource is scheduled to work on the project.
15. Resource Leveling [Project Time Management] a resource optimization technique to change the
start and finish dates of activities in view of resource availability.
16. Resource Optimization Techniques [Project Time Management] techniques to optimize utilization
of resource.
see also Resource Leveling and Smoothing.
17. Resource Smoothing [Project Time Management] a resource optimization technique to adjust
schedule so that the amount of activities at any particular time meets the predefined resource limits.
18. Responsibility Assignment Matrix (RAM) [Project Scope Management] a document for referencing
project resources with WBS work package elements for tracking responsibility.
19. Revision approved modification to schedule, budget, plan, process, etc. in response to change
requests or corrective actions.
20. Rework [Project Quality Management] the work needs to be carried out again as the deliverables
from an acitivty do not meet quality requirements.
21. Risk [Project Risk Management] an uncertainty for the project that may have positive / negative
effects on the project outcome. see also Threat and Opportunity
22. Risk Acceptance [Project Risk Management] a response strategy by responding to risks once they
occur without carrying out any measure to alter the possibility of occurrence
23. Risk Appetite [Project Risk Management] a qualitative measurement of how willing the organization
is to take risks for the desired outcome.
24. Risk Audits [Project Risk Management] a process to assess the efficiency of the risk management
plan and measures and the adherence to organization risk policy.
25. Risk Avoidance [Project Risk Management] a risk response strategy to totally remove the threat for
protecting the project.
26. Risk Breakdown Structure (RBS) [Project Risk Management] a hierarchically representation of all
risks organized by categories and sub-categories.
27. Risk Categories [Project Risk Management] grouping of risks by taking references to WBS elements
or project phases, etc.
28. Risk Data Quality Assessment [Project Risk Management] a process to verify the accuracy and
completeness of risk data.
29. Risk Mitigation [Project Risk Management] a risk response strategy to reduce the probability and
impact of a threat.
30. Risk Reassessment [Project Risk Management] a process to identify new risks and assess current
risks.
31. Risk Register [Project Risk Management] a document listing all identified risks and details, it is
continually refined through several processes of risk management.
32. Risk Tolerance [Project Risk Management] the degree of risk an organization is willing to take.
33. Risk Transfer [Project Risk Management] a risk response strategy to shift the impact of a threat to a
third-party (often through contractual terms or insurance, etc.).
34. Risk Urgency Assessment [Project Risk Management] assess the urgency of risk responses for all
risks.
35. Rolling Wave Planning a project management methology in which near term activities are planned
in details while future activites are planned in high level. As the project progresses, more information
becomes available so that future activities can be planned in more details.
 36. Root Cause Analysis [Project Quality Management] a process to finding outthe underlying reason
for variances or defects.

37. Rule of Seven [Project Quality Management] in control charts, if seven consecutive measurements

from a process are plotted on one side of the mean either within or outside the control limits, indicating

that the process is out of control.

1. Scatter Diagram [Project Quality Management] a graphical tool to track and correlate two variables

over time.
2. Schedule Baseline [Project Time Management] a document for the latest approved project

schedule, used to compare with actual measurements for performance comparision

3. Schedule Compression [Project Time Management] techniques (e.g. Crashing and Fast-Tracking)

to reduce the project during without changing the project scope.

4. Schedule Data [Project Time Management] the information needed for the project schedule,

including activity attributes, milestones, assumptions and constraints etc.

5. Schedule Forecasts [Project Time Management] schedule predictions of project activites by taking

reference to work performance information.

6. Schedule Model [Project Time Management] a methodology to create and control the project

schedule by integrating the scheduling method, scheduling tools and planning information.
7. Schedule Network Analysis [Project Time Management] a diagramatic representation of the project

schedule by showing the logical relationships of activities (i.e. predecessors and successors).
8. Schedule Performance Index (SPI) [Project Time Management] used in Earned Value Management

(EVM), a metric for indicating schedule efficiency (the ratio between earned value and planned value).

The formula for SPI is EV / PV.

9. Schedule Variance (SV) [Project Time Management] used in Earned Value Management (EVM), a

metric for indicating schedule performance (the difference between earned value and planned value).

The formula for SV is EV PV.

10. Scheduling Tool [Project Time Management] manual or automated methods for developing,

analyzing and tracking the schedule of project activities.

11. Scope [Project Scope Management] the boundaries of work to be performed to deliver the desired

outcomes and objectives.

12. Scope Baseline [Project Scope Management] the latest approved project scope statement, WBS

and WBS Dictionary, used to compare with actual results for performance measurement.
13. Scope Change [Project Scope Management] approved changes to the project scope that will affect

the project cost and schedule

14. Scope Creep [Project Scope Management] additions to the project scope that are not authorized

through change control.

15. Secondary Risk [Project Risk Management] the new risks created as a result of implementing the

risk response strategies.

16. Selected Sellers [Project Procurement Management] the shortlisted sellers who can fulfill the

requirements of the contract.

17. Seller [Project Procurement Management] any service providers, vendors or suppliers who can

provide the requested product, services or results.

18. Seller Proposals [Project Procurement Management] the official submissions by vendors in

response to procurement documents (e.g. RFI, RFP, RFQ).

19. Sensitivity Analysis [Project Risk Management] an analytical technique to determine the impacts of

risks, to be represented by a Tornado Diagram.

20. Seven Basic Quality Tools [Project Quality Management] seven standard quality management

tools, incluidng cause & effect diagram, scatter diagram, flowcharts, Pareto, histogram, control charts

and check-sheets.
21. Share [Project Risk Management] a risk response strategy for increasing the likelihood of occurrence

of opportunities by sharing the benefits with a third-party for enhanced capability.

see also Accept, Exploit and Enhance

22. Simulation [Project Risk Management] an analytical technique using the estimated costs and

durations as inputs to discover potential risks and impacts (e.g. Monte Carlo Analysis).
23. Six Sigma [Project Quality Management] a methodology for eliminating process defects as employed

for process improvement

24. Source Selection Criteria [Project Procurement Management] factors to be considered while

assessing bids for their suitability.

25. Specification Limits [Project Procurement Management] the upper and lower limits for the control

chart established by customers quality requirements

see also Control Limits

26. Sponsor the one who has the authority to authorizes resources and funding for the project and also

helps to promotion and faciliate the project.

27. Staffing Management Plan [Project Human Resource Management] (part of the human resource

management plan) a document containing staff acquisitions rules, training, timeline needs, safety

compliance and release criteria of project team members.

28. Stakeholder [Project Stakeholder Management] any individuals or organizations who can impact /

are impacted by the project outcome.

29. Stakeholder Analysis [Project Stakeholder Management] a process to collect stakeholder

information (e.g. influence, interests and power) to understand their importance and impact to the

project.
30. Stakeholder Register [Project Stakeholder Management] a document recording all stakeholders of

the project with required details.

31. Start Date [Project Schedule Management] the specific date an activity is scheduled to begin

32. Start-to-Finish (SF) [Project Schedule Management] a logical relationship for two activities in which

the predecessor activity must begin before successor activity ends.

 33. Start-to-Start (SS) [Project Schedule Management] a logical relationship for two activities in which

the predecessor activity must begin before the successor activity begins.
34. Statement of Work (SOW) [Project Integration Management] a document containing the objectives

of the project.
35. Statistical Sampling [Project Quality Management] inspection of a randomly chosen subset of

process outcome for quality assurance as it is impractical to inspect the whole set.
36. Subproject portion of a project to be managed as a project.

37. Successor Activity [Project Schedule Management] an activity having a logical follow relationship

with another activity.

38. Summary Activity [Project Time Management] represents a group of similar activities as one activity

to simplify the schedule network diagram; same as Hammock Activity

39. SWOT Analysis [Project Risk Management] a method to identify project risks by analyzing Strengths

and Weaknesses (internal to the performing organization) and Opportunities and Threats (external).

1. Technique a process or method that is applied to produce a product / deliverable.

2. Templates a predetermined format used as the starting point for creating documents for

standardization and reduction of waste.

3. Threat [Project Risk Management] a negative risk that may impede the project success.

see also Risk and Opportunity

4. Three-Point Estimate [Project Cost / Time Management] an estimation method used to calculate a

more accurate estimate by making use of optimistic (O), most likely (M) and pessimistic (P) estimates
with the formula (O + 4M + P)/6

5. Time & Material Contract (T&M) [Project Procurement Management] a contract type where the cost

is payable based on the actual time and materials spent, used for highly uncertain project scope in

which both the vendor and the buyer assume more risks.
6. To-Complete Performance Index (TCPI) [Project Cost / Time Management] a metric for Earned

Value Management (EVM) which equals the ratio between the remaining fund and the remaining work.
7. Tolerance [Project Quality Management] the acceptable range of measurement (upper and lower

limits) to meet the project quality requirement.

8. Tornado Diagram [Project Quality Management] a visual representation of the sensitivity analysis for

determining the risks that have the most impact on the project.
9. Total Float [Project Time Management] the time an activity can be delayed from early start without

delaying the project end date (scheduling flexibility), can be negative, 0 (on the critical path) or positive.
see also Free Float and Project Float

10. Total Quality Management (TQM) [Project Quality Management] a proactive and continuous effort

where all team members to center on quality to drive customer satisfaction and refine the process of
producing the product.
 11. Transfer [Project Risk Management] a risk response strategy for negative risks in which the risks are

shifted to a third-party, e.g. by outsourcing, warranty or insurance.

see also Avoid, Mitigate and Accept

12. Tree Diagrams [Project Quality Management] one of the 7 Quality Management Tools used to break

down broad categories into finer and finer levels of details

13. Trend Analysis [Project Time / Risk Management] by analyzing the project information over time to

establish the likely outcome of the project, used in performance and risk analysis.
14. Trigger [Project Risk Management] a symptom or warning sign telling that a risk is about to

materialize.

1. Validation [Project Scope Management] the assurance that a product, service, or system meets the

needs of the customer and stakeholders, often involving external customers.

see also Verification

2. Validated Deliverable [obsolete]this term originally appeared in the first publication of PMBOK

Guide 5th Edition but was later amended as Verified Deliverable in the errata.
3. Value Engineering [Project Cost Management] trying to improve quality/shorten schedule without

affecting the scope.

4. Variance [Project Cost / Time Management] a deviation from what was planned compared to the

actual measurements.
5. Variance Analysis [Project Cost / Time Management] a method used to find out the causes of

variation between planned and actual performance.

6. Variance at Completion (VAC) [Project Cost / Time Management] a metric for Earned Value

Management (EVM) equals the difference between budget at completion and expected costs (estimate

at completion) based on the performance trends.

7. Verification [Project Quality Management] an internal process of reviewing and inspecting the

deliverable to ensure compliance with regulation, requirement, specification or imposed conditions.

see also Validation

8. Verified Deliverable [Project Quality Management] the deliverables have been determined to fulfil

the customer requirements through the Control Quality process.

see also Accepted Deliverables

9. Voice of the Customer [Project Scope / Quality Management] a tool used to digging out the actual

needs and desires of the customers.

1. WBS dictionary [Project Scope Management] a document adding details to the WBS components,

details may include statement of work, responsible entity, activities, milestones, resource requirements,

estimates, quality requirements, acceptance criteria, technical specifications and contract details, etc.
2. What-if Scenario Analysis [Project Time Management] a technique used to assess the viability of

project schedule under different adverse scenarios.

3. Work Authorization System (WAS) a component of the project management information system

used to ensure work is performed at the right time, in the correct logical order and by the assigned

resources.
4. Work Breakdown Structure (WBS) [Project Scope Management] a hierarchical graphical

representation of the entire scope of the project.

5. Work Package [Project Scope Management] the lowest level of WBS for project deliverables after

decomposition.
6. Work Performance Data the raw data obtained through observations and measurements during the

project work.
7. Work Performance Information project performance data analyzed in context and integrated based

on relationships across areas.

8. Work Performance Reports a consolidated document showing work performance information for

the purpose of project decision-making or circulation to stakeholders.

9. Workaround [Project Risk Management] an unplanned response to a negative risk that has

happened.