PMP Zertifizierung - Definitionen

A planning technique that subdivides the project scope and project deliverables into smaller, more manageable components, until the project work associated with accomplishing the project scope and providing the deliverables is defined in sufficient detail to support executing, monitoring, and controlling the work.. . . . .

The process of documenting the actions necessary to define, prepare, integrate, and coordinate all subsidiary plans.. . . . .

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

A source of variation that is inherent in the system and predictable. On a control chart, it appears as part of the random process variation (i.e., variation from a process that would be considered normal or not unusual), and is indicated by a random pattern of points within the control limits. Also referred to as random cause. Contrast with special cause.. .

The process of monitoring and recording results of executing the quality activities to assess performance and recommend necessary changes.. . . . .

The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule.. . . . .

The depiction in a diagram format of the inputs, process actions, and outputs of one or more processes within a system.. . . . .

A component of work performed during the course of a project.. . . . .

A condition or situation favorable to the project, a positive set of circumstances, a positive set of events, a risk that will have a positive impact on project objectives, or a possibility for positive changes. Contrast with threat.. . . .

Directing, managing, performing, and accomplishing the project work, providing the deliverables, and providing work performance information.. . . . .

A system of practices, techniques, procedures, and rules used by those who work in a discipline.. . . . .

A subsystem of the overall project management system. It is a collection of formal documented procedures used to apply technical and administrative direction and surveillance to: identify and document the functional and physical characteristics of a product, result, service, or component; control any changes to such characteristics; record and report each change and its implementation status; and support the audit of the products, results, or components to verify conformance to requirements. It includes the documentation, tracking systems, and deÞ ned approval levels necessary for authorizing and controlling changes.. . .

Documented direction for executing the project work to bring expected future performance of the project work in line with the project management plan.. . . . .

A schedule network analysis technique that modifies the project schedule to account for limited resources.. . . . .

The area, on either side of the centerline, or mean, of data plotted on a control chart that meets the customerÕs requirements for a product or service. This area may be greater than or less than the area defined by the control limits. See also control limits.. . .

The assurance that a product, service, or system meets the needs of the customer and other identified stakeholders. It often involves acceptance and suitability with external customers. Contrast with verification.. . .

Project Human Resource Management includes the processes that organize and manage the project team.. . . . .

The process of monitoring the status of the project to update project progress and managing changes to the schedule baseline.. . . . .

A work breakdown structure component below the control account with known work content but without detailed schedule activities. See also control account.. . . .

The process of managing procurement relationships, monitoring contract performance, and making changes and corrections as needed.. . . . .

Skilled human resources (specific disciplines either individually or in crews or teams), equipment, services, supplies, commodities, material, budgets, or funds.. . . . .

An estimating technique that uses the values of parameters, such as scope, cost, budget, and duration or measures of scale such as size, weight, and complexity from a previous, similar activity as the basis for estimating the same parameter or measure for a future activity.. . . . .

An analytical technique that uses three cost or duration estimates to represent the optimistic, most likely, and pessimistic scenarios. This technique is applied to improve the accuracy of the estimates of cost or duration when the underlying activity or cost component is uncertain.. . . .

A category or rank used to distinguish items that have the same functional use (e.g., ÒhammerÓ), but do not share the same requirements for quality (e.g., different hammers may need to withstand different amounts of force).. . . . .

Documents and data on prior projects including project files, records, correspondence, closed contracts, and closed projects.. . . . .

The members of the project team who are directly involved in project management activities. On some smaller projects, the project management team may include virtually all of the project team members.. . . .

The process of identifying and documenting project roles, responsibilities, and required skills, reporting relationships, and creating a staffing management plan.. . . . .

One or more numerical or text values that identify characteristics of the work or in some way categorize the schedule activity that allows filtering and ordering of activities within reports.. . . . .

A quantitative assessment of the likely amount or outcome. Usually applied to project costs, resources, effort, and durations and is usually preceded by a modifier (i.e., preliminary, conceptual, feasibility, order-of-magnitude, definitive). It should always include some indication of accuracy (e.g., ± x percent). See also budget and cost.. .