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Cause-And-Effect Diagram This diagram is also called a Fishbone diagram or an Ishikawa diagram. Cause-And-Effect diagram is a charting approach to identify the cause of a problem by identifying the interrelationships among the four M's: machines, manpower, materials, and methods. This diagram shows the relationship between the effects of problems and their causes. Depicts every potential cause and subcause of a problem and the effect that each proposed solution will have on the problem. Change Board The people responsible for classifying and prioritizing changes. Change Control System Documented procedures that describe how to submit change requests and how to manage change requests. It tracks the status of change requests and defines the level of authority needed to approve changes. It describes the management impacts of the changes as they pertain to project performance. Checklist Provides a way to determine if the required steps in a process have been followed. Also used to help identify risks by compiling historical information from previous projects. Checkpoint Review A type of session held at specific times, usually after a red-letter date or significant event (e.g., completion of a major milestone). Closing A function of project management that involves compiling statistics, releasing people, and preparing lessons learned. component A basic element of a system. Code Of Accounts Unique, numeric identifiers assigned to each element of the WBS. Also known as a chart of accounts. Collocation Team members physically work at the same location or hold project meetings in a common area such as a war room. Communications Management Plan Documents the types of information needs the stakeholders have, when the information should be distributed, and how the information will be delivered. Communications Planning This Planning process determines the communication needs of the stakeholders, when and how the information will be received, and who will receive the information. Concept Phase The first phase of the project cycle. During this phase, the idea of a project arises and preliminary cost and schedule estimates are developed at a high level to determine if the project is technically and economically feasible. Configuration Control Board (CCB) A team established by the organization that's given the authority to review all change requests and approve them or deny them. This is also known as a change control board. Configuration management Describes the characteristics of the product of the project and ensures the description is accurate and complete. Controls changes to the characteristics of an item, and tracks the changes made or requested and their status. It is usually a subset of the change control process in most organizations, or it may serve as the change control system. Conflict of interest Occurs when personal interests are put above the interests of the project. Also occurs when personal influence is used to cause others to make decisions in favor of the influencer without regard for the project outcome. Constraint Anything that either restricts the actions of the project team or dictates the actions of the project team. Contingency Planning Tentative responses to situations that have a good probability of occurrence and could impact project performance. Contract Administration This process involves monitoring vendor performance and ensuring all the requirements of the contract are met. Contract Closeout This process is concerned with completing and settling the terms of the contract and determines if the work described in the contract was completed accurately and satisfactorily. This process is performed before Administrative Closure. Control (n.) A measure in place to mitigate, prevent, or correct the impact of a threat. Control Chart A diagram that identifies normal and anomalous situations — specifically a variance from an average. Controlling The function of project management that assesses how well a project meets its goals and objectives. It involves collecting and assessing status, managing changes to baselines, and responding to circumstances that can negatively impact project performance. Cost baseline The expected cost for the project. Cost baselines are produced during the Cost Budgeting process. Cost Budgeting This process assigns cost estimates to activities and is used to create the cost baseline, which measures the variance and performance of the project throughout the project’s life. Cost Control This process manages the changes to project costs using the cost change control system. Cost Estimating This process develops an approximation of the cost of resources needed for each project activity. Corrective Action Steps taken to get the project back on track. Cost Variance The difference between budgeted and actual costs. Critical path (CP) The longest path through the project that’s made up of tasks with zero float. Critical Path Method (CPM) Determines a single early and late start date and early and late finish date for each activity on the project. Culture shock A disorienting experience that occurs when working in foreign surroundings or cultures that you are not familiar with. |