Some definitions are based on the PMBOK® Guide – Fifth Edition.

Activity. A distinct, scheduled portion of work performed during the course of a project.

Assumption. A factor in the planning process that is considered to be true, real, or certain, without proof or demonstration.

Benchmarking. Benchmarking is the comparison of actual or planned practices, such as processes and operations, to those of comparable organizations to identify best practices, generate ideas for improvement, and provide a basis for measuring performance.

Brainstorming. 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.

Business Case. A documented economic feasibility study used to establish validity of the benefits of a selected component lacking sufficient definition and that is used as a basis for the authorization of further project management activities.

Business Value. A concept that is unique to each organization and includes tangible and intangible elements. Through the effective use of project, program, and portfolio management disciplines, organizations will possess the ability to employ reliable, established processes to meet enterprise objectives and obtain greater business value from their investments.

Cause and Effect Diagram. A decomposition technique that helps trace an undesirable effect back to its root cause.

Constraint. A limiting factor that affects the execution of a project, program, portfolio, or process.

Crashing. A technique used to shorten the schedule duration for the least incremental cost by adding resources.

Critical Activity. Any activity on the critical path in a project schedule. Although some activities are “critical” in the literal sense, without being on the critical path, this meaning is rarely used in the context of projects.

Critical Path. The sequence of activities that represents the longest path through a project, which determines the shortest possible duration.

Critical Path Method. A method used to estimate the minimum project duration and determine the amount of scheduling flexibility on the logical network paths within the schedule model.

Decomposition. A technique used for dividing and subdividing the project scope and project deliverables into smaller, more manageable parts.

Duration. The total number of work periods (not including holidays or other nonworking periods) required to complete a schedule activity or work breakdown structure component. Usually expressed as workdays or workweeks. Sometimes incorrectly equated with elapsed time. Contrast with effort.

Effort. The number of labor units required to complete a schedule activity or work breakdown structure component, often expressed in hours, days, or weeks. Contrast with duration.

Fast Tracking. A schedule compression technique in which activities or phases normally done in sequence are performed in parallel for at least a portion of their duration.

Finish-to-Finish (FF). A logical relationship in which a successor activity cannot finish until a predecessor activity has finished.

Finish-to-Start (FS). A logical relationship in which a successor activity cannot start until a predecessor activity has finished.

Gantt Chart. A bar chart of schedule information where activities are listed on the vertical axis, dates are shown on the horizontal axis, and activity durations are shown as horizontal bars placed according to start and finish dates.

Milestone. A significant point or event in a project, program, or portfolio.

OGC. Created by the UK Government, the Office of Government Commerce (OGC) provided policy standards and guidance on best practice in procurement, projects, and estate management. It is now part of the new Efficiency and Reform Group within the Cabinet Office.

PMBOK®. The PMBOK® Guide contains the globally recognized standard and guide for the project management profession. It contains the fundamental practices that all project managers need to attain high standards and project excellence. This internationally recognized standard gives project managers the essential tools to practice project management and deliver organizational results.

PMI. PMI is one of the world's largest not-for-profit membership associations for the project management profession, with more than 700,000 members and certification and credential holders in nearly every country in the world.

PMP®. PMI's Project Management Professional (PMP®) credential is the most important industry-recognized certification for project managers. Globally recognized and demanded, the PMP® demonstrates that you have the experience, education, and competency to lead and direct projects.

Portfolio. Projects, programs, subportfolios, and operations managed as a group to achieve strategic objectives

Predecessor Activity. An activity that logically comes before a dependent activity in a schedule.

PRINCE2®. A process-based approach for project management, providing an easily tailored and scaleable project management methodology for the management of all types of projects. The method is the de-facto standard for project management in the United Kingdom and is practiced worldwide.

Product Scope. The features and functions that characterize a product, service, or result.

Program. A group of related projects, subprograms, and program activities managed in a coordinated way to obtain benefits not available from managing them individually.

Project Charter. 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.

Project Management Office (PMO). An organizational structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques.

Project Schedule Network Diagram. A graphical representation of the logical relationships among the project schedule activities.

Project Scope. The work performed to deliver a product, service, or result with the specified features and functions.

Quality. The degree to which a set of inherent characteristics fulfills requirements.

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

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

Risk Breakdown Structure (RBS). A hierarchical representation of risks according to their risk categories.

Risk Mitigation. A risk response strategy whereby the project team acts to reduce the probability of occurrence or impact of a risk.

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

Risk Transference. A risk response strategy whereby the project team shifts the impact of a threat to a third party, together with ownership of the response.

Risk. An uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives.

Rolling Wave Planning. An iterative planning technique in which the work to be accomplished in the near term is planned in detail, while the work in the future is planned at a higher level.

Schedule Baseline. The approved version of a schedule model that can be changed only through formal change control procedures and is used as a basis for comparison to actual results.

Schedule Compression. Techniques used to shorten the schedule duration without reducing the project scope. See also Fast Tracking.

Scope Baseline. The approved version of a scope statement, work breakdown structure (WBS), and its associated WBS dictionary, that can be changed only through formal change control procedures and is used as a basis for comparison.

Scope Creep. The uncontrolled expansion to product or project scope without adjustments to time, cost, and resources.

Scope. The sum of the products, services, and results to be provided as a project. See also project scope and product scope.

Secondary Risk. A risk that arises as a direct result of implementing a risk response.

Sponsor. A person or group who provides resources and support for the project, program, or portfolio and is accountable for enabling success.

Stakeholder. An individual, group, or organization who may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project.

Stakeholder Analysis. A technique of systematically gathering and analyzing quantitative and qualitative information to determine whose interests should be taken into account throughout the project.

Start-to-Finish (SF). A logical relationship in which a successor activity cannot finish until a predecessor activity has started.

Start-to-Start (SS). A logical relationship in which a successor activity cannot start until a predecessor activity has started.

Successor Activity. A dependent activity that logically comes after another activity in a schedule.

WBS Dictionary. A document that provides detailed deliverable, activity, and scheduling information about each component in the work breakdown structure.

Work Breakdown Structure (WBS). A hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables.

Work Package. The work defined at the lowest level of the work breakdown structure for which cost and duration can be estimated and managed.