PMP Zertifizierung - Definitionen

The process of collecting and distributing performance information, including status reports, progress measurements, and forecasts.. . . . .

A response to a negative risk that has occurred. Distinguished from contingency plan in that a workaround is not planned in advance of the occurrence of the risk event.. . . .

The process of monitoring the status of the project and product scope and managing changes to the scope baseline.. . . . .

The centralized coordinated management of a program to achieve the programÕs strategic objectives and benefits.. . . . .

The total amount of time that a schedule activity may be delayed from its early start date without delaying the project finish date, or violating a schedule constraint. Calculated using the critical path method technique and determining the difference between the early finish dates and late finish dates. See also free float.. . .

A deliverable or project work component at the lowest level of each branch of the work breakdown structure. See also control account.. . . .

The area composed of three standard deviations on either side of the centerline, or mean, of a normal distribution of data plotted on a control chart that reflects the expected variation in the data. See also specification limits.. . . .

The acquirer of products, services, or results for an organization.. . . . .

The formally documented identification of a defect in a project component with a recommendation to either repair the defect or completely replace the component.. . . . .

A method of determining the costs incurred to ensure quality. Prevention and appraisal costs (cost of conformance) include costs for quality planning, quality control (QC), and quality assurance to ensure compliance to requirements (i.e., training, QC systems, etc.). Failure costs (cost of non-conformance) include costs to rework products, components, or processes that are non-compliant, costs of warranty work and waste, and loss of reputation.. . .

The degree, amount, or volume of risk that an organization or individual will withstand.. . . . .

A documented tabulation of schedule activities that shows the activity description, activity identifier, and a sufficiently detailed scope of work description so project team members understand what work is to be performed.. . . . .

The documented narrative description of the product scope.. . . . .

Any change to the project scope. A scope change almost always requires an adjustment to the project cost or schedule.. . . .

The process of developing an approximation of the monetary resources needed to complete project activities.. . . . .

Those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase.. . . . .

A contract is a mutually binding agreement that obligates the seller to provide the specified product or service or result and obligates the buyer to pay for it.. . . . .

A hierarchically organized depiction of the identified project risks arranged by risk category and subcategory that identifies the various areas and causes of potential risks. The risk breakdown structure is often tailored to specific project types.. . . .

Any numbering system used to uniquely identify each component of the work breakdown structure.. . . . .

The documents utilized in bid and proposal activities, which include the buyerÕs Invitation for Bid, Invitation for Negotiations, Request for Information, Request for Quotation, Request for Proposal and sellerÕs responses.. . . . .

The process of identifying quality requirements and/or standards for the project and product, and documenting how the project will demonstrate compliance.. . . . .

A general data gathering and creativity technique that can be used to identify risks, ideas, or solutions to issues by using a group of team members or subject-matter experts. . . . .

The person or group that provides the financial resources, in cash or in kind, for the project.. . . . .

A formally documented change request that is submitted for approval to the integrated change control process. . . . .

A modification of a logical relationship that directs a delay in the successor activity. For example, in a finish-to-start dependency with a ten-day lag, the successor activity cannot start until ten days after the predecessor activity has finished. See also lead.. . .

A defined systematic procedure employed by a human resource to perform an activity to produce a product or result or deliver a service, and that may employ one or more tools.. . . . .

An uncertain event or condition that, if it occurs, has a positive or negative effect on a projectÕs objectives.. . . . .

A subdivision (fragment) of a project schedule network diagram, usually representing a subproject or a work package. Often used to illustrate or study some potential or proposed schedule condition, such as changes in preferential schedule logic or project scope.. . . .

The amount of time that a schedule activity can be delayed without delaying the early start date of any immediately following schedule activities. See also total float.. . . .

A modification of a logical relationship that allows an acceleration of the successor activity. For example, in a finish-to-start dependency with a ten-day lead, the successor activity can start ten days before the predecessor activity has finished. A negative lead is equivalent to a positive lag. See also lag.. .

Project Procurement Management includes the processes to purchase or acquire the products, services, or results needed from outside the project team to perform the work.. . . . .

The process of communicating and working with stakeholders to meet their needs and addressing issues as they occur.. . . . .

The work that must be performed to deliver a product, service, or result with the specified features and functions.. . . . .

Someone with management authority over an organizational unit within a functional organization. The manager of any group that actually makes a product or performs a service. Sometimes called a line manager.. . .