PMP Zertifizierung - Definitionen

An identified area of project management deÞ ned by its knowledge requirements and described in terms of its component processes, practices, inputs, outputs, tools, and techniques.. . . . .

The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.. . . . .

A documented list of project team members, their project roles, and communication information.. . . . .

The document that sets out the format and establishes the activities and criteria for planning, structuring, and controlling the project costs. The cost management plan is contained in, or is a subsidiary plan of, the project management plan.. . . .

Documents and presentations that provide organized and summarized work performance information, earned value management parameters and calculations, and analyses of project work progress and status.. . . . .

An imperfection or deficiency in a project component where that component does not meet its requirements or specifications and needs to be either repaired or replaced.. . . . .

The process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline.. . . . .

Any form of schedule network analysis in which scheduling decisions (start and finish dates) are driven by resource constraints (e.g., limited resource availability or difficult-to-manage changes in resource availability levels).. . . . .

The merging or joining of parallel schedule network paths into the same node in a project schedule network diagram. Path convergence is characterized by a schedule activity with more than one predecessor activity.. . . .

Adding features and functionality (project scope) without addressing the effects on time, costs, and resources, or without customer approval.. . . . .

Shortening the project schedule duration without reducing the project scope. See also crashing and fast tracking.. . . .

Project Risk Management includes the processes concerned with conducting risk management planning, identification, analysis, responses, and monitoring and control on a project.. . . . .

A risk response planning technique associated with threats that seeks to reduce the probability of occurrence or impact of a risk to below an acceptable threshold.. . . . .

An approved specific version of the detailed scope statement, work breakdown structure (WBS), and its associated WBS dictionary.. . . . .

A logical grouping of project management inputs, tools and techniques, and outputs. The Project Management Process Groups include initiating processes, planning processes, executing processes, monitoring and controlling processes, and closing processes. Project Management Process Groups are not project phases.. . .

The process of implementing risk response plans, tracking identified risks, monitoring residual risks, identifying new risks, and evaluating risk process throughout the project.. . . . .

An analytical procedure in which each potential failure mode in every component of a product is analyzed to determine its effect on the reliability of that component and, by itself or in combination with other possible failure modes, on the reliability of the product or system and on the required function of the component; or the examination of a product (at the system and/or lower levels) for all ways that a failure may occur. For each potential failure, an estimate is made of its effect on the total system and of its impact. In addition, a review is undertaken of the action planned to minimize the probability of failure and to minimize its effects.. . .

The process of auditing the quality requirements and the results from quality control measurements to ensure appropriate quality standards and operational definitions are used.. . . . .

The process of confirming human resource availability and obtaining the team necessary to complete project assignments.. . . . .

Any item, whether internal or external to the project that is required by a process before that process proceeds. May be an output from a predecessor process.. . . .

Extending or generating parallel schedule network paths from the same node in a project schedule network diagram. Path divergence is characterized by a schedule activity with more than one successor activity.. . . .

The process of tracking, reviewing, and regulating the progress to meet the performance objectives deÞ ned in the project management plan.. . . . .

A calendar of working days and nonworking days that determines those dates on which each specific resource is idle or can be active. Typically defines resource specific holidays and resource availability periods. See also project calendar.. . .

A temporary endeavor undertaken to create a unique product, service, or result.. . . . .

The document describing how project risk management will be structured and performed on the project. It is contained in or is a subsidiary plan of the project management plan. Information in the risk management plan varies by application area and project size. The risk management plan is different from the risk register that contains the list of project risks, the results of risk analysis, and the risk responses.. .

A smaller portion of the overall project created when a project is subdivided into more manageable components or pieces.. . . . .

A quantitative risk analysis and modeling technique used to help determine which risks have the most potential impact on the project. It examines the extent to which the uncertainty of each project element affects the objective being examined when all other uncertain elements are held at their baseline values. The typical display of results is in the form of a tornado diagram.. . .

An information gathering technique used as a way to reach a consensus of experts on a subject. Experts on the subject participate in this technique anonymously. A facilitator uses a questionnaire to solicit ideas about the important project points related to the subject. The responses are summarized and are then recirculated to the experts for further comment. Consensus may be reached in a few rounds of this process. The Delphi technique helps reduce bias in the data and keeps any one person from having undue influence on the outcome.

A product, result, or service generated by a process. May be an input to a successor process.. . . .

The process of identifying the specific actions to be performed to produce the project deliverables.. . . . .

A type of contract involving payment to the seller for the sellerÕs actual costs, plus a fee typically representing sellerÕs profit. Cost-reimbursable contracts often include incentive clauses where, if the seller meets or exceeds selected project objectives, such as schedule targets or total cost, then the seller receives from the buyer an incentive or bonus payment.. . . .

A dependency between two project schedule activities, or between a project schedule activity and a schedule milestone. The four possible types of logical relationships are: Finish-to-Start; Finish-to-Finish; Start-to-Start; and Start-to-Finish. See also precedence relationship.. . .

Identifying, documenting, approving or rejecting, and controlling changes to the project baselines.. . . . .

The process of performing the work deÞ ned in the project management plan to achieve the projectÕs objectives.. . . . .