PMP Zertifizierung - Definitionen

A hierarchical structure of resources by resource category and resource type used in resource leveling schedules and to develop resource-limited schedules, and which may be used to identify and analyze project human resource assignments.. . . . .

A specific type of project schedule compression technique performed by taking action to decrease the total project schedule duration after analyzing a number of alternatives to determine how to get the maximum schedule duration compression for the least additional cost. Typical approaches for crashing a schedule include reducing schedule activity durations and increasing the assignment of resources on schedule activities. See also fast tracking and schedule compression.. . .

A condition or situation unfavorable to the project, a negative set of circumstances, a negative set of events, a risk that will have a negative impact on a project objective if it occurs, or a possibility for negative changes. Contrast with opportunity.. . . .

A risk response planning technique that indicates that the project team has decided not to change the project management plan to deal with a risk, or is unable to identify any other suitable response strategy.. . . . .

Those processes performed to complete the work defined in the project management plan to satisfy the project objectives.. . . . .

A document used to record and describe or denote selected items identified during execution of a process or activity. Usually used with a modifier, such as issue, quality control, action, or defect.. . . .

A specific version of the schedule model used to compare actual results to the plan to determine if preventive or corrective action is needed to meet the project objectives.. . . . .

A document describing how roles and responsibilities, reporting relationships, and staffing management will be addressed and structured for the project. It is contained in or is a subsidiary plan of the project management plan.. . . .

Standards, rules, or tests on which a judgment or decision can be based, or by which a product, service, result, or process can be evaluated.. . . . .

An artifact that is produced, is quantifiable, and can be either an end item in itself or a component item. Additional words for products are material and goods. Contrast with result. See also deliverable.. .

Project Scope Management includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully.. . . . .

The document containing the results of the qualitative risk analysis, quantitative risk analysis, and risk response planning. The risk register details all identified risks, including description, category, cause, probability of occurring, impact(s) on objectives, proposed responses, owners, and current status.. . . .

Any organizational structure in which the project manager shares responsibility with the functional managers for assigning priorities and for directing the work of persons assigned to the project.. . . . .

Information and data, on the status of the project schedule activities being performed to accomplish the project work, collected as part of the direct and manage project execution processes. Information includes: status of deliverables; implementation status for change requests, corrective actions, preventive actions, and defect repairs; forecasted estimates to complete; reported percent of work physically completed; achieved value of technical performance measures; start and finish dates of schedule activities.. . . .

A specific project schedule compression technique that changes network logic to overlap phases that would normally be done in sequence, such as the design phase and construction phase, or to perform schedule activities in parallel. See also crashing and schedule compression.. . . .

Any organizational structure in which the project manager has full authority to assign priorities, apply resources, and direct the work of persons assigned to the project.. . . . .

Those processes required to track, review, and regulate the progress and performance of the project, identify any areas in which changes to the plan are required, and initiate the corresponding changes.. . . . .

A cost, time, quality, technical, or resource value used as a parameter, and which may be included in product specifications. Crossing the threshold should trigger some action, such as generating an exception report.. . . .

A model used in conjunction with manual methods or project management software to perform schedule network analysis to generate the project schedule for use in managing the execution of a project. See also project schedule.. . . .

The process of completing each project procurement.. . . . .

A type of contract that is a hybrid contractual arrangement containing aspects of both cost-reimbursable and fixed-price contracts. Time and material contracts resemble cost-reimbursable type arrangements in that they have no definitive end, because the full value of the arrangement is not defined at the time of the award. Thus, time and material contracts can grow in contract value as if they were cost-reimbursable-type arrangements. Conversely, time and material arrangements can also resemble fixed-price arrangements. For example, the unit rates are preset by the buyer and seller, when both parties agree on the rates for the category of senior engineers..

The process of formalizing acceptance of the completed project deliverables.. . . . .

A performance measurement technique that compares technical accomplishments during project execution to the project management planÕs schedule of planned technical achievements. It may use key technical parameters of the product produced by the project as a quality metric. The achieved metric values are part of the work performance information.. . .

The process of determining which risks may affect the project and documenting their characteristics.. . . . .

Any continuous series of schedule activities connected with logical relationships in a project schedule network diagram.. . . . .

The process of developing options and actions to enhance opportunities and to reduce threats to project objectives.. . . . .

The document that describes how procurement processes from developing procurement documentation through contract closure will be managed.. . . . .

Any schematic display of the logical relationships among the project schedule activities. Always drawn from left to right to reflect project work chronology.. . . .

Project Integration Management includes the processes and activities needed to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups.. . . . .

A short unique numeric or text identification assigned to each schedule activity to differentiate that project activity from other activities. Typically unique within any one project schedule network diagram.. . . .

The right to apply project resources, expend funds, make decisions, or give approvals.. . . . .

A group of potential causes of risk. Risk causes may be grouped into categories such as technical, external, organizational, environmental, or project management. A category may include subcategories such as technical maturity, weather, or aggressive estimating.. . .

A process which generates hundreds or thousands of probable performance outcomes based on probability distributions for cost and schedule on individual tasks. The outcomes are then used to generate a probability distribution for the project as a whole.. . . .

A subsystem of the overall project management system. It is a collection of formal documented procedures that defines how project work will be authorized (committed) to ensure that the work is done by the identified organization, at the right time, and in the proper sequence. It includes the steps, documents, tracking system, and deÞ ned approval levels needed to issue work authorizations.. . .