| Key Performance Indicators (KPIs) | Quantifiable measures used to evaluate the success of an organization or project |
| Monitoring and Controlling Process Group | Processes required to track, review, and regulate the project |
| Risk Mitigation | Reducing the impact of a risk event by reducing the probability of its occurrence |
| Scope Creep | The uncontrolled expansion to product or project scope without adjustments to time, cost, and resources |
| Quality Management | Determining quality policies, objectives, and responsibilities |
| Triple Constraint | The balance of the project's scope, schedule, and cost |
| Assumption Log | A document that records all project assumptions and constraints |
| Project Schedule | The planned dates for performing activities and the planned dates for meeting milestones |
| Communications Management | Ensuring timely and appropriate generation, collection, distribution, and disposition of project information |
| Closing Process Group | Processes performed to finalize all activities across all Process Groups |
| Gantt Chart | A type of bar chart that illustrates a project schedule |
| Program Management | The process of managing multiple related projects |
| SWOT Analysis | A technique to identify Strengths, Weaknesses, Opportunities, and Threats |
| Project Governance | The framework within which project decisions are made |
| Risk Register | A document in which the results of risk analysis and risk response planning are recorded |
| Cost Estimation | The process of forecasting the financial resources needed for a project |
| Project Budget | The total amount of authorized financial resources for the project |
| Risk Probability and Impact Matrix | A grid for mapping the probability of each risk occurrence and its impact on project objectives |
| Project Management Plan | The document that describes how the project will be executed, monitored, and controlled |
| Resource Breakdown Structure (RBS) | A hierarchical representation of resources by category and type |
| Project Portfolio Management | The centralized management of one or more portfolios to achieve strategic objectives |
| Procurement Management | Acquiring goods and services from outside the performing organization |
| Scope Management | Ensuring the project includes all the work required, and only the work required |
| Actual Cost (AC) | The realized cost incurred for the work performed |
| Work Breakdown Structure (WBS) | A hierarchical decomposition of the total scope of work to accomplish the project objectives |
| Executing Process Group | Processes performed to complete the work defined in the project management plan |
| Project Milestones | Significant points or events in the project schedule |
| Change Control Board (CCB) | A group that reviews, evaluates, approves, delays, or rejects changes to the project |
| Critical Path Method (CPM) | A schedule network analysis technique |
| Resource Allocation | Assigning available resources in an efficient manner |
| Time Management | Ensuring timely completion of the project |
| Decision Tree Analysis | A diagramming technique used to select the best course of action in situations with uncertain outcomes |
| Quality Control | The process of monitoring and recording results of executing quality activities |
| Issue Log | A project document where all issues are recorded and tracked |
| Lessons Learned | Knowledge gained during a project which shows how project events were addressed |
| Performance Reporting | Collecting and distributing performance information |
| Cost-Benefit Analysis | A process by which business decisions are analyzed as benefits vs. costs |
| Project Charter | A document issued by the project initiator or sponsor |
| Project Phases | Divisions within a project where extra control is needed to manage the completion of a major deliverable |
| Kickoff Meeting | The first meeting with the project team and the client |
| Responsibility Assignment Matrix (RAM) | A grid that shows the project resources assigned to each work package |
| Risk Transfer | Shifting the impact of a risk to a third party |
| Project Scope Statement | The description of the project scope, major deliverables, assumptions, and constraints |
| Scope Verification | The process of formalizing acceptance of the completed project deliverables |
| Schedule Baseline | The approved version of the project schedule |
| Deliverable | Any unique and verifiable product, result, or capability to perform a service |
| Fishbone Diagram | A visual identification of many potential causes of a problem |
| Variance Analysis | The comparison of planned project results with actual project results |
| Stakeholder Analysis | A technique used to identify the interests and influence of various stakeholders |
| Feasibility Study | An assessment of the practicality of a proposed plan or project |
| Earned Value (EV) | The measure of work performed expressed in terms of the budget authorized for that work |
| Planning Process Group | Processes required to establish the scope, objectives, and course of action |
| Scope Baseline | The approved version of a scope statement, WBS, and WBS dictionary |
| Project Team | The group of individuals performing the work of the project |
| Quality Assurance | The process of auditing the quality requirements and results |
| Change Log | A comprehensive list of changes submitted during the project and their status |
| Initiating Process Group | Processes performed to define a new project or phase by obtaining authorization |
| Cost Management | Planning, estimating, budgeting, and controlling costs |
| Planned Value (PV) | The authorized budget assigned to scheduled work |
| RACI Matrix | A matrix that shows the Responsibility, Accountability, Consultation, and Informed statuses for tasks |
| Product Scope | The features and functions that characterize a product |
| Monte Carlo Simulation | A process that generates hundreds or thousands of probable performance outcomes |
| Cost Baseline | The approved version of the project budget |
| Project Sponsor | A person or group who provides resources and support for the project |
| Contract Management | The process of managing contract creation, execution, and analysis |
| Communication Plan | A document that outlines the communication goals and strategies |
| Stakeholder Management | Identifying all people or organizations impacted by the project |
| Risk Management | Identifying, analyzing, and responding to project risks |
| Project Manager | The person assigned by the performing organization to achieve the project objectives |
| Project Lifecycle | The series of phases that a project goes through from initiation to closure |
| PERT Chart | A project management tool used to schedule, organize, and coordinate tasks |
| Integration Management | Ensuring that the various elements of the project are properly coordinated |
| Human Resource Management | Organizing, managing, and leading the project team |
| Project Timeline | A graphical representation of a chronological sequence of project events |
| Risk Acceptance | A risk response strategy that involves acknowledging the risk and not taking any action unless it occurs |
| Float | The amount of time that a task in a project network can be delayed without causing a delay to subsequent tasks |
| Risk Avoidance | Changing the project plan to eliminate the risk |
| Earned Value Management (EVM) | A methodology that combines scope, schedule, and resource measurements |
| Stakeholder Register | A project document including the identification, assessment, and classification of project stakeholders |
| Project Dashboard | A visual representation of the project’s progress and performance |