PMP Zertifizierung - Definitionen

Person or organization (e.g., customer, sponsor, performing organization, or the public) that is actively involved in the project, or whose interests may be positively or negatively affected by execution or completion of the project. A stakeholder may also exert influence over the project and its deliverables.. . . .

A significant point or event in the project.. . . . .

The decision tree is a diagram that describes a decision under consideration and the implications of choosing one or another of the available alternatives. It is used when some future scenarios or outcomes of actions are uncertain. It incorporates probabilities and the costs or rewards of each logical path of events and future decisions, and uses expected monetary value analysis to help the organization identify the relative values of alternate actions. See also expected monetary value analysis.. .

The process of prioritizing risks for further analysis or action by assessing and combining their probability of occurrence and impact.. . . . .

A source of variation that is not inherent in the system, is not predictable, and is intermittent. It can be assigned to a defect in the system. On a control chart, points beyond the control limits, or non-random patterns within the control limits, indicate it. Also referred to as assignable cause. Contrast with common cause..

The date up to or through which the projectÕs reporting system has provided actual status and accomplishments. Also called as-of date and time-now date.. . . .

A condition or capability that must be met or possessed by a system, product, service, result, or component to satisfy a contract, standard, specification, or other formally imposed document. Requirements include the quantified and documented needs, wants, and expectations of the sponsor, customer, and other stakeholders.. . . .

An output from performing project management processes and activities. Results include outcomes (e.g., integrated systems, revised process, restructured organization, tests, trained personnel, etc.) and documents (e.g., policies, plans, studies, procedures, specifications, reports, etc.). Contrast with product. See also deliverable.. .

The document that describes: the communications needs and expectations for the project; how and in what format information will be communicated; when and where each communication will be made; and who is responsible for providing each type of communication. The communication management plan is contained in, or is a subsidiary plan of, the project management plan.. . . .

Examining or measuring to verify whether an activity, component, product, result, or service conforms to specified requirements.. . . . .

Something tangible, such as a template or software program, used in performing an activity to produce a product or result.. . . . .

A method for resolving the total variance in the set of scope, cost, and schedule variables into specific component variances that are associated with deÞ ned factors affecting the scope, cost, and schedule variables.. . . . .

The centralized management of one or more portfolios, which includes identifying, prioritizing, authorizing, managing, and controlling projects, programs, and other related work, to achieve specific strategic business objectives.. . . . .

Any project schedule network diagram drawn in such a way that the positioning and length of the schedule activity represents its duration. Essentially, it is a bar chart that includes schedule network logic.. . . .

The collection of schedule activity dependencies that makes up a project schedule network diagram.. . . . .

A method of estimating a component of work. The work is decomposed into more detail. An estimate is prepared of what is needed to meet the requirements of each of the lower, more detailed pieces of work, and these estimates are then aggregated into a total quantity for the component of work. The accuracy of bottom-up estimating is driven by the size and complexity of the work identified at the lower levels.. .

The process of reviewing all change requests, approving changes, and managing changes to the deliverables, organizational process assets, project documents, and project management plan.. . . . .

A risk response planning technique that shifts the impact of a threat to a third party, together with ownership of the response.. . . . .

Action taken to bring a defective or nonconforming component into compliance with requirements or specifications.. . . . .

An approach used to optimize project life cycle costs, save time, increase profits, improve quality, expand market share, solve problems, and/or use resources more effectively.. . . . .

A risk that remains after risk responses have been implemented.. . . . .

The process of approximating the number of work periods needed to complete individual activities with estimated resources.. . . . .

A bar chart showing the amount of time that a resource is scheduled to work over a series of time periods. Resource availability may be depicted as a line for comparison purposes. Contrasting bars may show actual amounts of resources used as the project progresses.. . .

The state, quality, or sense of being restricted to a given course of action or inaction. An applicable restriction or limitation, either internal or external to a project, which will affect the performance of the project or a process. For example, a schedule constraint is any limitation or restraint placed on the project schedule that affects when a schedule activity can be scheduled and is usually in the form of fixed imposed dates.. . .

A schedule network analysis technique used to determine the amount of scheduling flexibility (the amount of float) on various logical network paths in the project schedule network, and to determine the minimum total project duration. Early start and finish dates are calculated by means of a forward pass, using a specified start date. Late start and finish dates are calculated by means of a backward pass, starting from a specified completion date, which sometimes is the project early finish date determined during the forward pass calculation. See also critical path.. .

Launching a process that can result in the authorization of a new project.. . . . .

An estimating technique that uses a statistical relationship between historical data and other variables (e.g., square footage in construction, lines of code in software development) to calculate an estimate for activity parameters, such as scope, cost, budget, and duration. An example for the cost parameter is multiplying the planned quantity of work to be performed by the historical cost per unit to obtain the estimated cost.. . . .

Those processes performed to finalize all activities across all Project Management Process Groups to formally close the project or phase.. . . . .

The technique of identifying early and late start dates, as well as early and late finish dates, for the uncompleted portions of project schedule activities. See also critical path method, critical chain method, and resource leveling.. . . .

Project Time Management includes the processes required to manage the timely completion of a project.. . . . .

Comparing actual performance with planned performance, analyzing variances, assessing trends to effect process improvements, evaluating possible alternatives, and recommending appropriate corrective action as needed.. . . . .

A subdivision of a phase.. . . . .

[Tool ] A graphic display of schedule-related information. In the typical bar chart, schedule activities or work breakdown structure components are listed down the left side of the chart, dates are shown across the top, and activity durations are shown as date-placed horizontal bars.. . . .

An approved integrated scope-schedule-cost plan for the project work against which project execution is compared to measure and manage performance. Technical and quality parameters may also be included. . . .