TABLE OF CONTENTS 31. Activity List [Output/Input]: ............

1. Activity: ................................................. 6 32. Activity Mandatory Finish Date: ...... 8

2. Activity Actual Finish Date: .................. 6 33. Activity Mandatory Start Date: ....... 8

3. Activity Actual Start Date:.................... 6 34. Activity Name: .................................. 8

4. Activity Actual Duration: ...................... 6 35. Activity Original Duration: ............... 8

5. Activity Attributes [Output/Input]: ..... 6 36. Activity Physical Percent Complete: 8

6. Activity Baseline Finish Date: ............... 6 37. Activity Planned Finish Date: ........... 8

7. Activity Baseline Duration: .................. 6 38. Activity Planned Start Date: ............ 9

8. Activity Baseline Start Date: ................ 6 39. Activity Remaining Duration: .......... 9

9. Activity Box: .......................................... 6 40. Activity Resource Estimating: .......... 9

10. Activity Calendar: ............................. 6 41. Activity Resource Leveled Finish

Date: 9
11. Activity Code: ................................... 6
42. Activity Resource Leveled Start Date:
12. Activity Cost Estimate: ..................... 6 9
13. Activity Cumulative Probability Risk 43. Activity Risk Criticality Index: .......... 9
Distribution:.................................................. 6
44. Activity Scheduled Finish Date: ....... 9
14. Activity Current Finish Date: ............ 7
45. Activity Scheduled Start Date: ......... 9
15. Activity Current Start Date:.............. 7
46. Activity Scope Definition: ................ 9
16. Activity Description (AD): ................. 7
47. Activity Sequencing:......................... 9
17. Activity Definition [Process]: ........... 7
48. Activity Start Date: ........................... 9
18. Activity Duration Estimating
[Process]: ...................................................... 7 49. Activity Target Date Variance: ......... 9

19. Activity Duration: ............................. 7 50. Activity Target Duration: ................. 9

20. Activity Duration Percent Complete: 51. Activity Target Finish Date: ............ 10
7 52. Activity Target Start Date: ............. 10
21. Activity Duration Variance: .............. 7 53. Activity Title: .................................. 10
22. Activity Expected Finish Date: ......... 7 54. Activity Total Duration:.................. 10
23. Activity Early Finish Date: ................ 7 55. Activity Type:.................................. 10
24. Activity Early Start Date: .................. 7 56. Actual Cost (AC): ............................ 10
25. Activity Finish Date: ......................... 7 57. Actual Duration: ............................. 10
26. Activity Group:.................................. 8 58. Actual Finish Date: ......................... 10
27. Activity Identifier:............................. 8 59. Actual Start Date: ........................... 10
28. Activity Label: ................................... 8 60. Application Area: ........................... 10
29. Activity Late Finish Date:.................. 8 61. Approve: ......................................... 10
30. Activity Late Start Date: ................... 8 62. Arrow: ............................................. 10

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63. Arrow Diagramming Method (ADM): 95. Early Start Date (ES): ...................... 13
11 96. Earned Value (EV): ......................... 13
64. As-of Date: ...................................... 11 97. Earned Value Technique (EVT): ..... 13
65. Assumptions: .................................. 11 98. Effort: .............................................. 13
66. Author: ............................................ 11 99. Enterprise: ...................................... 14
67. Backward Pass: ............................... 11 100. Estimate:......................................... 14
68. Bar: .................................................. 11 101. Estimate at Completion (EAC): ...... 14
69. Bar Chart: ........................................ 11 102. Estimate to Complete (ETC): .......... 14
70. Baseline: ......................................... 11 103. Fast Tracking: ................................. 14
71. Baseline Date: ................................. 11 104. Finish Date: ..................................... 14
72. Baseline Duration: .......................... 11 105. Finish Not Earlier Than: .................. 14
73. Baseline Finish Date: ...................... 11 106. Finish Not Later Than: .................... 14
74. Baseline Start Date: ........................ 11 107. Finish On: ........................................ 14
75. Critical Activity: .............................. 11 108. Finish-to-Finish (FF): ....................... 14
76. Critical Chain Method: ................... 12 109. Finish-to-Start (FS): ........................ 14
77. Critical Path: ................................... 12 110. Float: ............................................... 15
78. Critical Path Method (CPM): .......... 12 111. Forecasts: ....................................... 15
79. Current Finish Date: ....................... 12 112. Forward Pass: ................................. 15
80. Current Start Date: ......................... 12 113. Free Float (FF):................................ 15
81. Customer: ....................................... 12 114. Gantt Chart: .................................... 15
82. Data Date (DD): .............................. 12 115. Graph: ............................................. 15
83. Data Date Line: ............................... 12 116. Hammock Activity: ......................... 15
84. Date:................................................ 12 117. Imposed Date: ................................ 15
85. Decomposition: .............................. 12 118. Input: .............................................. 15
86. Deliverable: .................................... 12 119. Integrated: ...................................... 15
87. Dependency: ................................... 12 120. Integrated Change Control: ........... 16
88. Discipline: ....................................... 13 121. Lag:.................................................. 16
89. Document: ...................................... 13 122. Late Finish Date (LF): ...................... 16
90. Driving Resources: .......................... 13 123. Late Start Date (LS): ....................... 16
91. Duration: ......................................... 13 124. Lead: ............................................... 16
92. Duration Percent Complete: .......... 13 125. Lessons Learned: ............................ 16
93. Duration Variance: ......................... 13 126. Level of Effort (LOE): ...................... 16
94. Early Finish Date (EF): ..................... 13 127. Leveling: ......................................... 16

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128. Logic: ............................................... 16 160. Project Actual Duration: ................ 19
129. Logic Diagram: ................................ 16 161. Project Actual Finish Date:............. 19
130. Logical Relationship: ...................... 17 162. Project Actual Start Date: .............. 20
131. Master Schedule: ............................ 17 163. Project Attributes:.......................... 20
132. Medium: ......................................... 17 164. Project Baseline Duration: ............. 20
133. Methodology: ................................. 17 165. Project Baseline Finish Date: ......... 20
134. Milestone: ....................................... 17 166. Project Baseline Start Date: ........... 20
135. Milestone Schedule: ....................... 17 167. Project Begin Date: ........................ 20
136. Most Likely Duration: ..................... 17 168. Project Calendar: ............................ 20
137. Near-Critical Activity: ..................... 17 169. Project Completion Date: .............. 20
138. Network: ......................................... 17 170. Project Cost Estimate: .................... 20
139. Network Analysis: .......................... 17 171. Project Critical Path: ...................... 20
140. Network Logic: ................................ 18 172. Project Current Finish Date: .......... 20
141. Network Path: ................................ 18 173. Project Current Start Date: ............ 20
142. Node: .............................................. 18 174. Project Description: ....................... 21
143. Non-work Period: ........................... 18 175. Project Duration: ............................ 21
144. Open End: ....................................... 18 176. Project Duration Percent Complete:
145. Optimistic Duration: ....................... 18 21

146. Organization: .................................. 18 177. Project Duration Variance: ............ 21

147. Original Duration: ........................... 18 178. Project Early Finish Date: ............... 21

148. Output: ........................................... 18 179. Project Early Start Date:................. 21

149. Percent Complete (PC or PCT):....... 18 180. Project End Date: ........................... 21

150. Performance Measurement 181. Project Finish Constraint: ............... 21

Baseline: ..................................................... 18 182. Project Finish Date: ........................ 21
151. Pessimistic Duration: ...................... 19 183. Project Finish Variance: ................. 21
152. Phase:.............................................. 19 184. Project Identifier: ........................... 21
153. Physical Work Progress: ................. 19 185. Project Late Finish Date: ................ 21
154. Planned Duration: .......................... 19 186. Project Late Start Date: .................. 21
155. Predecessor Activity: ...................... 19 187. Project Management Plan: ............ 22
156. Procedure: ...................................... 19 188. Project Management Software: .... 22
157. Process: ........................................... 19 189. Project Management Team: .......... 22
158. Progressive Elaboration: ................ 19 190. Project Manager (PM):................... 22
159. Project:............................................ 19 191. Project Name:................................. 22

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192. Project Original Duration: .............. 22 223. Resource Calendar: ........................ 24
193. Project Phase: ................................. 22 224. Resource-Constrained Schedule: ... 24
194. Project Physical Percent Complete: 225. Resource Dictionary: ...................... 25
22 226. Resource Duration: ........................ 25
195. Project Planned Finish Date: .......... 22 227. Resource Group:............................. 25
196. Project Planned Start Date:............ 22 228. Resource Identifier:........................ 25
197. Project Remaining Duration:.......... 22 229. Resource Lag: ................................. 25
198. Project Schedule: ............................ 22 230. Resource Leveling: ......................... 25
199. Project Schedule Network Diagram: 231. Resource Library: ........................... 25
23
232. Resource Name: ............................. 25
200. Project Scope: ................................. 23
233. Resource Planning: ......................... 25
201. Project Scope Statement:............... 23
234. Resource Rate: ............................... 25
202. Project Sponsor: ............................. 23
235. Resource Type: ............................... 25
203. Project Stakeholder: ....................... 23
236. Result: ............................................. 25
204. Project Start Constraint:................. 23
237. Role: ................................................ 25
205. Project Start Date: .......................... 23
238. Schedule: ........................................ 25
206. Project Target Date Variance: ........ 23
239. Schedule Activity:........................... 26
207. Project Target Duration: ................ 23
240. Schedule Analysis: .......................... 26
208. Project Target Finish Date: ............. 23
241. Schedule Compression: .................. 26
209. Project Target Start Date: .............. 23
242. Schedule Control: ........................... 26
210. Project Team:.................................. 23
243. Schedule Development: ................. 26
211. Project Team Members: ................. 23
244. Schedule Level: ............................... 26
212. Project Time Management: ........... 24
245. Schedule Milestone: ...................... 26
213. Project Total Duration: ................... 24
246. Schedule Model: ............................ 26
214. Relationship Line: ........................... 24
247. Schedule Network Analysis: .......... 26
215. Remaining Duration (RD): .............. 24
248. Schedule Performance Index (SPI): 26
216. Report Column, Data Description,
Gridlines, Row, and Table: ......................... 24 249. Schedule Variance (SV): ................. 26

217. Requirement: .................................. 24 250. Scheduled Finish Date: ................... 26

218. Resource: ........................................ 24 251. Scheduled Start Date: .................... 27

219. Resource Application: .................... 24 252. Scheduling Method: ....................... 27

220. Resource Assignment: .................... 24 253. Scheduling Tool: ............................. 27

221. Resource Attributes: ...................... 24 254. Scope: ............................................. 27

222. Resource Availability: ..................... 24 255. Service: ........................................... 27

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256. Slack: ............................................... 27 289. User: ............................................... 29
257. Specification: .................................. 27 290. Variance:......................................... 29
258. Specified Critical Path: ................... 27 291. Variance Threshold: ....................... 29
259. Sponsor: .......................................... 27 292. Work: .............................................. 30
260. Stakeholder: ................................... 27 293. Work Breakdown Structure (WBS):
261. Standard: ........................................ 27 30

262. Start Date:....................................... 27 294. Work Breakdown Structure

Component:................................................ 30
263. Start Not Earlier Than:.................... 27
295. WBS Element Identifier: ................ 30
264. Start Not Later Than: ...................... 28
296. Work Package:................................ 30
265. Start On: .......................................... 28
297. Work Performance Information: ... 30
266. Start-to-Finish (SF): ......................... 28
298. Work Period: .................................. 30
267. Start-to-Start (SS): .......................... 28
299. Workaround: .................................. 30
268. Statement of Work (SOW): ............ 28
269. Status Date: .................................... 28
270. Subnetwork: ................................... 28
271. Subphase: ....................................... 28
272. Subproject: ..................................... 28
273. Substantial Completion: ................. 28
274. Successor Activity: .......................... 28
275. Summary Activity: .......................... 28
276. System: ........................................... 28
277. Target Duration: ............................. 28
278. Target Finish Date: ......................... 28
279. Target Schedule: ............................. 29
280. Target Start Date: ........................... 29
281. Task: ................................................ 29
282. Technique: ...................................... 29
283. Template: ........................................ 29
284. Three-Point Estimate: .................... 29
285. Timescale: ....................................... 29
286. Tool: ................................................ 29
287. Total Float (TF):............................... 29
288. Unit of Measure: ............................ 29

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1. Activity:
A task performed as part of a project.
2. Activity Actual Finish Date:
The date and �me when the work on a
schedule ac�vity actually ended.
3. Activity Actual Start Date:
The date and �me when the work on a
schedule ac�vity actually began.
4. Activity Actual Duration:
The total �me in calendar units between
when a schedule ac�vity actually started and
either the current project date (if the ac�vity
is s�ll ongoing) or the actual finish date (if
the ac�vity is completed).
5. Activity Attributes [Output/Input]:
Various characteris�cs associated with each
schedule ac�vity, which can be included in
the ac�vity list. These atributes encompass
ac�vity codes, predecessor and successor
ac�vi�es, logical rela�onships, leads and
lags, resource requirements, imposed dates,
constraints, and assump�ons.
6. Activity Baseline Finish Date:
The scheduled comple�on date of a
schedule ac�vity as per the approved project
schedule baseline.
7. Activity Baseline Duration:
The total �me in calendar units between the
baseline start date and baseline finish date
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of a schedule ac�vity, as defined by the
approved project schedule baseline.
8. Activity Baseline Start Date:
The scheduled start date of a schedule
ac�vity as per the approved project schedule
baseline.
9. Activity Box:
A graphical representa�on used to display
schedule ac�vity data according to schedule
network logic.
10. Activity Calendar:
A calendar assigned to a schedule ac�vity,
typically the project calendar or another
specific calendar, defining work and non-
work periods. It replaces the project
calendar during schedule network analysis
for the ac�vi�es it is assigned to.
11. Activity Code:
A numerical or text value that categorizes
and iden�fies characteris�cs of the schedule
ac�vity, facilita�ng filtering and ordering
within reports.
12. Activity Cost Estimate:
The projected cost of a schedule ac�vity,
encompassing all resources required to
perform and complete the ac�vity, including
various cost types and components.
13. Activity Cumulative Probability Risk
Distribution:
A table showing dates and their associated
cumula�ve probabili�es of occurrence for
the comple�on of schedule ac�vi�es,
derived using techniques like Monte Carlo
simula�ons. Applied to the project end date,
it represents the Project Cumula�ve
Probability Risk Distribu�on.
14. Activity Current Finish Date:
The latest es�mate of when a schedule
ac�vity will be completed, incorpora�ng any
reported progress.
15. Activity Current Start Date:
The latest es�mate of when a schedule
ac�vity will begin, incorpora�ng any
reported progress.
16. Activity Description (AD):
A brief phrase or label for each schedule
ac�vity, used alongside an ac�vity iden�fier
to dis�nguish it from other ac�vi�es. It
usually outlines the scope of work and may
also be referred to as the ac�vity name or
�tle.
17. Activity Definition [Process]:
The process of iden�fying the specific
schedule ac�vi�es required to produce
various project deliverables.
18. Activity Duration Estimating [Process]:
The process of es�ma�ng the amount of
�me needed to complete individual schedule
ac�vi�es.
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19. Activity Duration:
The total �me in calendar units between the
early start date and early finish date of a
schedule ac�vity.
20. Activity Duration Percent Complete:
The es�mated percentage of how much of
the total dura�on of an ongoing schedule
ac�vity has been completed.
21. Activity Duration Variance:
The measurable difference between the
planned dura�on and the actual �me taken
for a schedule ac�vity.
22. Activity Expected Finish Date:
A fixed date constraint set on the early and
late finish dates of an ongoing schedule
ac�vity, determining when it should be
completed. This constraint adjusts the
remaining dura�on to ensure the ac�vity is
scheduled to finish on the imposed date.
23. Activity Early Finish Date:
The soonest possible date by which the
remaining por�on of a schedule ac�vity can
be finished.
24. Activity Early Start Date:
The earliest possible date a schedule ac�vity
can commence.
25. Activity Finish Date:
The point in �me when a schedule ac�vity is
completed. It can be described in various
terms such as actual, baseline, current, early,
expected, late, mandatory, scheduled, or
target.
26. Activity Group:
A set of schedule ac�vi�es grouped by the
project team based on shared atributes,
allowing for separate repor�ng or display,
o�en visually separated by a horizontal line
in graphics.
27. Activity Identifier:
A unique numeric or text code assigned to
each schedule ac�vity to dis�nguish it from
others within the project schedule.
28. Activity Label:
A short phrase or label used with an ac�vity
iden�fier to dis�nguish a schedule ac�vity
from others, typically describing its scope of
work.
29. Activity Late Finish Date:
The latest possible date a schedule ac�vity
can be completed without viola�ng schedule
constraints or delaying the project.
30. Activity Late Start Date:
The latest possible date a schedule ac�vity
can start without viola�ng schedule
constraints or delaying the project.
31. Activity List [Output/Input]:
A documented list of schedule ac�vi�es,
including descrip�ons, iden�fiers, and
detailed scope defini�ons, ensuring project
team members understand the required
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work. Addi�onal atributes may also be
included.
32. Activity Mandatory Finish Date:
A constraint that sets both the early and late
finish dates of a schedule ac�vity to a fixed
date, also affec�ng the early start dates of
subsequent ac�vi�es.
33. Activity Mandatory Start Date:
A constraint that sets both the early and late
start dates of a schedule ac�vity to a fixed
date, also affec�ng the late finish dates of
preceding ac�vi�es.
34. Activity Name:
Another term for the descrip�on of an
ac�vity.
35. Activity Original Duration:
The ini�ally assigned dura�on of a schedule
ac�vity, used for comparison with the actual
and remaining dura�ons as progress is
tracked. This dura�on is typically based on
historical data, expert judgment, resource
availability, financial considera�ons, and the
work volume. It may also be referred to as
planned dura�on.
36. Activity Physical Percent Complete:
The es�mated percentage of physical work
completed on a schedule ac�vity, measured
by actual work progress or the earning rules
of earned value management
37. Activity Planned Finish Date:
The scheduled date for comple�ng a
schedule ac�vity.
38. Activity Planned Start Date:
The scheduled date for star�ng a schedule
ac�vity.
39. Activity Remaining Duration:
The total number of work periods needed to
complete a schedule ac�vity. If the ac�vity
has not started, it is equal to the original
dura�on. If the ac�vity has started, it is the
�me between the current project date and
the early finish date.
40. Activity Resource Estimating:
The process of determining the types and
quan��es of resources needed to perform
each schedule ac�vity.
41. Activity Resource Leveled Finish Date:
The scheduled finish date of a resource-
constrained ac�vity in a resource-limited
schedule.
42. Activity Resource Leveled Start Date:
The scheduled start date of a resource-
constrained ac�vity in a resource-limited
schedule.
43. Activity Risk Criticality Index:
The likelihood that a schedule ac�vity will be
on the cri�cal path.
44. Activity Scheduled Finish Date:
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The date when work on a schedule ac�vity
was planned to be completed, typically
within the range of early and late finish
dates, poten�ally adjusted for resource
leveling.
45. Activity Scheduled Start Date:
The date when work on a schedule ac�vity
was planned to begin, typically within the
range of early and late start dates,
poten�ally adjusted for resource leveling.
46. Activity Scope Definition:
A documented descrip�on of the work
represented by the ac�vity.
47. Activity Sequencing:
The process of iden�fying and documen�ng
the dependencies among schedule ac�vi�es.
48. Activity Start Date:
The date when a schedule ac�vity is planned
to begin, which can be qualified by terms like
actual, baseline, current, early, late,
scheduled, or target.
49. Activity Target Date Variance:
The measurable difference from a known
target start or finish date of a schedule
ac�vity.
50. Activity Target Duration:
The es�mated total number of work periods
needed to complete a schedule ac�vity as
determined by a specific project target
schedule.
51. Activity Target Finish Date:
The comple�on date for a schedule ac�vity
established by schedule network analysis
within a specific version of the project
schedule.
52. Activity Target Start Date:
The start date for a schedule ac�vity
established by schedule network analysis
within a specific version of the project
schedule.
53. Activity Title:
Another term for the ac�vity descrip�on.
54. Activity Total Duration:
The total number of work periods needed to
complete a schedule ac�vity, including both
the actual dura�on for ac�vi�es in progress
and the remaining dura�on.
55. Activity Type:
A categoriza�on that differen�ates schedule
ac�vi�es by func�on, such as milestones,
tasks, summaries, level-of-effort ac�vi�es,
and dummies.
56. Actual Cost (AC):
The total costs incurred and recorded for
work performed during a specific �me
period for a schedule ac�vity or work
breakdown structure component. This can
include direct labor hours, direct costs, or all
costs, including indirect costs. Also known as
the actual cost of work performed (ACWP).
57. Actual Duration:
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The �me between the actual start date of a
schedule ac�vity and the current project
date if the ac�vity is ongoing, or the actual
finish date if the ac�vity is completed.
58. Actual Finish Date:
The specific �me when work on a schedule
ac�vity is completed. In some fields, this may
be when the work is considered
"substan�ally complete."
59. Actual Start Date:
The specific �me when work on a schedule
ac�vity begins.
60. Application Area:
A category of projects sharing common
elements, significant within those projects
but not universally applicable. These can be
defined by the product, customer type, or
industry sector, such as u�li�es, automo�ve,
aerospace, and informa�on technologies.
Overlaps between applica�on areas are
possible.
61. Approve:
The formal act of confirming, sanc�oning,
ra�fying, or agreeing to something.
62. Arrow:
A graphical representa�on used in
scheduling methods to depict ac�vi�es or
logical rela�onships between ac�vi�es. In
some methods, the tail represents the start
and the head represents the finish of an
ac�vity, connected by nodes to show
sequence.
63. Arrow Diagramming Method (ADM):
A technique where schedule ac�vi�es are
represented by arrows, with nodes
indica�ng the sequence of ac�vi�es.
64. As-of Date:
The specific date up to which data is
considered current.
65. Assumptions:
Factors assumed to be true for planning
purposes without proof. These influence all
aspects of project planning and carry a
degree of risk.
66. Author:
The individual or en�ty responsible for
crea�ng a document, such as a schedule,
es�mate, or analysis.
67. Backward Pass:
The process of calcula�ng late finish and
start dates for uncompleted por�ons of all
schedule ac�vi�es by working backwards
from the project's end date through the
schedule network logic.
68. Bar:
A graphical object in a rectangular shape
used in documents like schedules to
represent data components, such as the
dura�on of an ac�vity in a bar chart.
69. Bar Chart:
A graphical tool displaying schedule-related
informa�on, lis�ng ac�vi�es or work
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breakdown structure components along the
le� side and dates across the top, with
ac�vity dura�ons shown as horizontal bars.
70. Baseline:
The approved, �me-phased plan for a
project or its components, which includes
any approved changes. This term can refer to
the current, original, or another specific
baseline and is o�en used with modifiers like
cost baseline, schedule baseline, or
performance measurement baseline.
71. Baseline Date:
The date when the current baseline was
established, some�mes specified for aspects
like project schedule, project scope, or
project cost.
72. Baseline Duration:
The approved dura�on for an ac�vity or
project component from start to finish.
73. Baseline Finish Date:
The approved date by which an ac�vity or
project component is scheduled to be
completed.
74. Baseline Start Date:
The approved date when an ac�vity or
project component is scheduled to begin.
75. Critical Activity:
A schedule ac�vity that lies on the cri�cal
path of a project schedule, typically
determined using methods like the cri�cal
path method. In project management, this
term emphasizes ac�vi�es crucial for project
dura�on.
76. Critical Chain Method:
A technique in schedule network analysis
that adjusts project schedules to account for
limited resources. It blends determinis�c and
probabilis�c approaches to op�mize project
�melines.
77. Critical Path:
The sequence of schedule ac�vi�es that
determines the project's dura�on, o�en the
longest path. It can include milestones with
date constraints affec�ng project deadlines.
78. Critical Path Method (CPM):
A technique in schedule network analysis
used to calculate scheduling flexibility and
minimum project dura�on. It involves
forward and backward pass calcula�ons to
determine start and finish dates.
79. Current Finish Date:
The projected comple�on date for a
schedule ac�vity based on reported
progress, reflec�ng the current status of
work. It helps gauge project �meline
adherence.
80. Current Start Date:
The an�cipated start date for a schedule
ac�vity based on reported progress,
indica�ng when work is expected to
commence. It aids in monitoring project
schedule adjustments.
81. Customer:
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The en�ty or individual u�lizing the project's
final product, service, or result. This term
focuses on the end user's role in project
outcomes.
82. Data Date (DD):
The last historical date used for project
status and performance assessment, crucial
for scheduling and progress tracking. Also
referred to as As-of-Date.
83. Data Date Line:
A ver�cal line in graphical reports like bar
charts, indica�ng the data date rela�ve to
the �mescale and ac�vity bars.
84. Date:
A specific day, month, and year on a
calendar, occasionally including �me of day
for precise scheduling.
85. Decomposition:
A planning technique dividing project scope
and deliverables into manageable parts,
essen�al for execu�ng, monitoring, and
controlling project tasks effec�vely.
86. Deliverable:
A dis�nct and verifiable product, outcome,
or service essen�al for comple�ng a project
phase or the en�re project. External
deliverables require approval from project
sponsors or customers.
87. Dependency:
Also known as a logical rela�onship, it
defines the connec�on between schedule
ac�vi�es based on their sequence or
interdependence.
88. Discipline:
A specialized field requiring specific
knowledge and governed by established
rules, such as engineering, programming, or
cost es�ma�on.
89. Document:
Informa�on recorded on a medium with
permanence, readable by humans or
machines, such as project plans,
specifica�ons, procedures, and manuals.
90. Driving Resources:
Resources directly impac�ng ac�vity
dura�on during resource leveling, crucial for
project scheduling accuracy.
91. Duration:
The total work periods required to complete
a schedule ac�vity, work breakdown
structure component, or project phase,
excluding non-working periods. It's
measured in hours, days, or weeks, focusing
on work hours rather than elapsed �me.
92. Duration Percent Complete:
The es�mated percentage expressing the
progress made based on the actual dura�on
completed rela�ve to the total dura�on of a
schedule ac�vity or project phase.
93. Duration Variance:
A measurable difference or devia�on from
the planned dura�on of a schedule ac�vity
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or project phase. It indicates how actual
progress compares to what was originally
scheduled.
94. Early Finish Date (EF):
In project management, the earliest possible
comple�on date for a schedule ac�vity or
project phase, determined by network logic
and any imposed constraints. It can shi� as
project condi�ons change.
95. Early Start Date (ES):
The earliest possible start date for a schedule
ac�vity or project phase based on network
logic and constraints. It reflects when work
can begin without delaying the project.
96. Earned Value (EV):
The value of work completed expressed in
terms of the budget allocated to that work.
Also known as the budgeted cost of work
performed (BCWP), it helps assess project
performance against the plan.
97. Earned Value Technique (EVT):
A method for evalua�ng work performance
within a project, comparing actual costs and
progress against the budgeted values. It
provides insights into project cost and
schedule performance.
98. Effort:
The amount of labor required to complete a
schedule ac�vity or work component,
measured in staff hours, days, or weeks. It
differs from dura�on, which focuses on the
elapsed �me for comple�on.
99. Enterprise:
A business en�ty or organiza�on, whether
corporate, governmental, or partnership-
based, engaged in various projects or
ac�vi�es.
100. Estimate:
A quan�ta�ve assessment predic�ng likely
outcomes such as project costs, resources,
effort, or dura�ons. It includes an indica�on
of expected accuracy, crucial for planning
and decision-making.
101. Estimate at Completion (EAC):
The projected total cost for comple�ng a
schedule ac�vity, work component, or
project scope. It combines actual costs
incurred to date with es�mates for
remaining work.
102. Estimate to Complete (ETC):
The an�cipated cost required to finish all
remaining work for a schedule ac�vity, work
component, or project phase. It assists in
forecas�ng final project expenditures.
103. Fast Tracking:
A project scheduling technique that adjusts
network logic to overlap sequen�al phases
or execute ac�vi�es in parallel, compressing
the project �meline. It aims to expedite
project comple�on.
104. Finish Date:
The specific point in �me marking the
comple�on of a schedule ac�vity or project
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phase, iden�fied by different qualifiers like
actual, baseline, current, or planned dates.
105. Finish Not Earlier Than:
A constraint specifying the earliest
permissible comple�on date for a schedule
ac�vity, preven�ng it from finishing sooner
than the s�pulated date. It influences
scheduling without affec�ng late dates.
106. Finish Not Later Than:
A constraint se�ng the latest permissible
comple�on date for a schedule ac�vity,
ensuring it concludes by the specified date
without delaying subsequent project tasks.
107. Finish On:
A rigid schedule constraint that specifies an
exact date by which a schedule ac�vity must
finish. It prevents the ac�vity from
comple�ng earlier or later than the specified
date, impac�ng both forward and backward
scheduling calcula�ons. This constraint
results in zero total float for the ac�vity while
allowing flexibility for its predecessors and
successors.
108. Finish-to-Finish (FF):
A logical rela�onship between schedule
ac�vi�es where the comple�on of the
successor ac�vity is dependent on the
comple�on of the predecessor ac�vity. It
ensures that both ac�vi�es finish
simultaneously or with a specified lag.
109. Finish-to-Start (FS):
A logical rela�onship where the start of the
successor ac�vity depends on the
comple�on of the predecessor ac�vity. It is
one of the most common types of
dependencies in project scheduling.
110. Float:
Also known as slack, float refers to the
amount of �me that a schedule ac�vity can
be delayed without delaying subsequent
ac�vi�es or the project's overall comple�on
date. It includes concepts like Free Float and
Total Float.
111. Forecasts:
Predic�ons or es�ma�ons of future project
condi�ons and events based on current
informa�on and performance data.
Forecasts are regularly updated as the
project progresses to reflect actual
performance and an�cipated outcomes.
112. Forward Pass:
The calcula�on of early start and early finish
dates for all ac�vi�es in a project network,
determining when each ac�vity can start and
finish based on network logic and
constraints. It precedes the backward pass in
schedule network analysis.
113. Free Float (FF):
The amount of �me that a schedule ac�vity
can be delayed without delaying the early
start of any subsequent ac�vi�es. It helps
project managers iden�fy schedule flexibility
within specific paths of the project network.
114. Gantt Chart:
A graphical representa�on of a project
schedule that shows ac�vi�es as bars along
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a �meline. It visualizes the start and finish
dates of each ac�vity, helping project teams
track progress and manage dependencies.
115. Graph:
A visual display using lines and shapes to
represent data values or rela�onships. In
project management, graphs are used to
depict project status, trends, and other
quan�ta�ve informa�on.
116. Hammock Activity:
Also known as a summary ac�vity, it
represents a grouping of related ac�vi�es or
work packages in a project schedule.
Hammock ac�vi�es are used to simplify
complex schedules and provide a higher-
level view of project progress.
117. Imposed Date:
A fixed date constraint applied to a schedule
ac�vity or milestone, specifying the earliest
or latest permissible start or finish date. It
restricts scheduling flexibility based on
project requirements or external factors.
118. Input:
Any item required by a project process to
proceed, whether internal or external.
Inputs are essen�al for ini�a�ng, execu�ng,
monitoring, and controlling project
ac�vi�es, o�en derived from predecessor
processes.
119. Integrated:
Components or processes that are
interconnected and func�on together as a
unified whole. Integrated project
management involves coordina�ng various
aspects of a project to achieve overall
objec�ves efficiently.
120. Integrated Change Control:
A project management process that reviews,
approves, and manages changes to project
deliverables and organiza�onal assets. It
ensures that changes are evaluated
systema�cally before implementa�on.
121. Lag:
A �me delay between the comple�on of one
ac�vity and the start of its successor ac�vity,
introduced to manage dependencies in
project scheduling. Lags are used to
sequence ac�vi�es based on required
�ming.
122. Late Finish Date (LF):
The latest possible comple�on date for a
schedule ac�vity based on network logic and
project constraints without delaying the
project's overall comple�on date. It is
calculated during the backward pass of
schedule network analysis.
123. Late Start Date (LS):
The latest possible start date for a schedule
ac�vity based on network logic and project
constraints without delaying the project's
overall comple�on date. It is determined
during the backward pass of schedule
network analysis.
124. Lead:
A modifica�on of logical rela�onship in
project scheduling that allows accelera�on
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of the successor ac�vity rela�ve to the
predecessor ac�vity. Leads can be used to
overlap ac�vi�es or expedite project
execu�on.
125. Lessons Learned:
Insights and knowledge gained throughout
the project's execu�on, derived from
experiences and outcomes. These lessons
are documented to improve future project
performance and are o�en stored in a
knowledge base for reference.
126. Level of Effort (LOE):
Ac�vi�es that involve con�nuous support or
management efforts without producing
discrete deliverables. LOE is characterized by
a steady rate of work over a defined period,
essen�al for project coordina�on and
administra�on.
127. Leveling:
A process, also known as resource leveling,
aimed at resolving resource overloads by
adjus�ng ac�vity start and finish dates. It
ensures resources are allocated efficiently
without exceeding available capaci�es.
128. Logic:
The set of dependencies or rela�onships
between project ac�vi�es, illustrated in a
project schedule network diagram. It defines
the sequence and interac�ons necessary for
ac�vity execu�on.
129. Logic Diagram:
A graphical representa�on depic�ng the
logical rela�onships between project
ac�vi�es or milestones, crucial for
understanding the flow and dependencies
within the project schedule network.
130. Logical Relationship:
Dependencies between project ac�vi�es or
between ac�vi�es and milestones,
categorized into types such as Finish-to-
Start, Finish-to-Finish, Start-to-Start, and
Start-to-Finish. These rela�onships dictate
the sequence and constraints in project
scheduling.
131. Master Schedule:
A high-level overview of a project schedule,
outlining major deliverables, work
breakdown structure components, and key
milestones. It provides a strategic view of
project progress and �melines.
132. Medium:
The physical or electronic form used to store
project documents, such as hard-copy
materials, electronic files, or so�ware
pla�orms. It encompasses the various
formats through which project informa�on is
managed and accessed.
133. Methodology:
A structured approach comprising prac�ces,
techniques, procedures, and guidelines used
within a specific discipline or field of work.
Methodologies provide a systema�c
framework for achieving project objec�ves
effec�vely.
134. Milestone:
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Significant events or points in a project
schedule that mark key achievements or
comple�on of cri�cal deliverables.
Milestones serve as progress markers and
are essen�al for tracking project
advancement.
135. Milestone Schedule:
A condensed schedule highligh�ng major
project milestones. It offers a snapshot of
cri�cal project events and helps stakeholders
monitor progress towards key objec�ves.
136. Most Likely Duration:
The es�mated dura�on for comple�ng a
schedule ac�vity, considering variables
affec�ng performance. It represents the
most probable �me required based on
current project condi�ons and constraints.
137. Near-Critical Activity:
An ac�vity with minimal total float, meaning
it is close to becoming cri�cal if condi�ons
change. Near-cri�cal ac�vi�es are vulnerable
to delays and require careful monitoring to
avoid impac�ng project �melines.
138. Network:
A project schedule network diagram
illustra�ng the sequence and dependencies
between ac�vi�es. It visually represents the
flow of work and rela�onships crucial for
project planning and execu�on.
139. Network Analysis:
The process of evalua�ng and analyzing
dependencies and rela�onships within a
project schedule network diagram. It helps
determine cri�cal paths, resource
alloca�ons, and overall project �melines.
140. Network Logic:
The interconnected set of dependencies or
rela�onships between schedule ac�vi�es
depicted in a project schedule network
diagram. It defines the sequencing required
for effec�ve project execu�on.
141. Network Path:
A con�nuous series of connected schedule
ac�vi�es within a project schedule network
diagram, linked by logical rela�onships. Each
path represents a poten�al route for
comple�ng project work.
142. Node:
A point of connec�on or junc�on within a
project schedule network diagram,
represen�ng the start or end of one or more
ac�vi�es. Nodes facilitate the depic�on and
analysis of ac�vity dependencies.
143. Non-work Period:
Specific dates or �mes designated as non-
working periods, such as holidays or planned
breaks. These periods are excluded from
project scheduling and resource alloca�on,
ensuring accurate �meline planning.
144. Open End:
A schedule ac�vity with no defined
predecessor, successor, or both. Typically,
only two ac�vi�es in a project have open
ends: project start and project comple�on.
145. Optimistic Duration:
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The shortest es�mated �me required to
complete a schedule ac�vity under ideal
condi�ons, considering all influencing
factors. It represents an op�mis�c view of
ac�vity dura�on based on favorable
circumstances.
146. Organization:
A structured group of individuals organized
to achieve specific objec�ves within an
enterprise. Organiza�ons provide the
framework for project teams and support
ongoing work efforts.
147. Original Duration:
The ini�ally planned dura�on assigned to a
schedule ac�vity, unchanged by progress
updates. It serves as a baseline for
comparing actual and remaining dura�ons
during project monitoring and control.
148. Output:
The tangible product, result, or service
generated as a result of execu�ng a process.
Outputs may serve as inputs for subsequent
processes within a project lifecycle.
149. Percent Complete (PC or PCT):
An es�ma�on, expressed as a percentage, of
the work completed on an ac�vity or a work
breakdown structure component. It provides
a measure of progress towards achieving
project milestones.
150. Performance Measurement
Baseline:
A formally approved plan integra�ng scope,
schedule, and cost parameters against which
project performance is monitored and
managed. It may also include technical and
quality criteria to ensure comprehensive
project oversight.
151. Pessimistic Duration:
The maximum es�mated dura�on required
to complete a schedule ac�vity, considering
poten�al delays or adverse condi�ons that
could impact performance. It represents a
cau�ous es�mate of ac�vity dura�on.
152. Phase:
A dis�nct stage within a project
characterized by a specific set of ac�vi�es
aimed at achieving predefined objec�ves.
Phases typically follow a logical sequence
and contribute to the overall project
lifecycle.
153. Physical Work Progress:
The actual amount of work physically
completed on a project or task, which may
differ from the effort or resources expended.
Methods for credi�ng earned value during
progress repor�ng are predetermined during
project planning.
154. Planned Duration:
The ini�al es�mate of the dura�on assigned
to a schedule ac�vity or project, serving as a
baseline for comparison with actual
performance during project execu�on.
155. Predecessor Activity:
A schedule ac�vity that dictates when a
logical successor ac�vity can commence or
conclude within a project schedule.
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156. Procedure:
A systema�c sequence of steps followed in a
specific order to achieve a desired outcome
or perform a task effec�vely.
157. Process:
A series of interconnected ac�ons and
ac�vi�es designed to produce a defined set
of products, results, or services. Processes
are fundamental to project execu�on and
management.
158. Progressive Elaboration:
A technique involving itera�ve refinement
and enhancement of project plans as
addi�onal details and more accurate
es�mates become available during project
execu�on. This itera�ve process aims to
produce comprehensive and precise project
plans.
159. Project:
A temporary ini�a�ve undertaken to create
a unique product, service, or result,
characterized by defined objec�ves,
constraints, and �melines.
160. Project Actual Duration:
The total elapsed calendar �me between the
actual start date and either the current data
date (if the project is ongoing) or the actual
finish date (if the project is complete),
measuring the dura�on of project ac�vi�es.
161. Project Actual Finish Date:
The specific point in �me marking the
comple�on of the final schedule ac�vity
within the project, providing a defini�ve
endpoint for project execu�on.
162. Project Actual Start Date:
The exact moment when project ac�vi�es
commence, signaling the ini�a�on of project
execu�on and the beginning of planned
ac�vi�es.
163. Project Attributes:
Various characteris�cs unique to each
project, which can be integrated into the
schedule model. These atributes
encompass essen�al details such as project
iden�fier, name, descrip�on, scope
statement, calendar specifics, and resource
assignments.
164. Project Baseline Duration:
The total dura�on in calendar units required
to execute the approved project schedule
baseline, serving as a benchmark for
measuring project progress.
165. Project Baseline Finish Date:
The an�cipated �me marking the
comple�on of the final scheduled ac�vity as
per the approved project schedule baseline.
166. Project Baseline Start Date:
The projected commencement �me for the
first scheduled ac�vity outlined in the
approved project schedule baseline.
167. Project Begin Date:
The ini�al point in �me marked by the
project's early start date, determined
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through schedule network analysis or set by
project start constraints.
168. Project Calendar:
A predefined calendar outlining working
days or shi�s that dictate when project
ac�vi�es are opera�onal or idle. Typically
includes holidays, weekends, and shi� hours,
crucial for scheduling ac�vi�es.
169. Project Completion Date:
Synonymous with the project end date,
indica�ng the moment the project reaches
its culmina�on.
170. Project Cost Estimate:
The es�mated total expenditure an�cipated
for the en�re project's execu�on.
171. Project Critical Path:
The lengthiest sequence of interconnected
ac�vi�es from the project's start date or
current data date to its finish, pivotal for
determining project dura�on.
172. Project Current Finish Date:
The present es�ma�on of when the final
scheduled ac�vity within the project will
likely conclude, adjusted to reflect reported
progress.
173. Project Current Start Date:
The current assessment of when the ini�al
scheduled ac�vity in the project is expected
to commence, updated to reflect reported
progress.
174. Project Description:
A detailed narra�ve summarizing the scope
and objec�ves outlined in the project scope
statement.
175. Project Duration:
The total dura�on, measured in calendar
units, spanning from the project's early start
date to its early finish date, encapsula�ng
the en�re project �meline.
176. Project Duration Percent Complete:
An es�mate, expressed as a percentage,
reflec�ng the progress made rela�ve to the
total an�cipated dura�on of an ongoing
project.
177. Project Duration Variance:
Quan�fiable divergence from the expected
dura�on for a project, highligh�ng
discrepancies from the planned �meline.
178. Project Early Finish Date:
The earliest possible �me indica�ng the
comple�on of the final scheduled ac�vity
within the project.
179. Project Early Start Date:
The earliest possible �me indica�ng the
commencement of the ini�al scheduled
ac�vity within the project.
180. Project End Date:
The specified �me denoted by the project's
late finish date, determined through
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schedule network analysis or by project
comple�on constraints.
181. Project Finish Constraint:
A restric�on imposed on the project's late
finish date, dicta�ng the latest permissible
comple�on �me based on a fixed date.
182. Project Finish Date:
The designated moment signifying the
conclusion of the final scheduled ac�vity
within the project, characterized by actual,
baseline, current, early, late, scheduled, or
target atributes.
183. Project Finish Variance:
A measurable devia�on from the scheduled
baseline finish date or project end date,
typically expressed in terms of percentage or
number of work periods.
184. Project Identifier:
A unique alphanumeric code or label
assigned to dis�nguish each project from
others within a program or organiza�on.
185. Project Late Finish Date:
The latest feasible �me indica�ng the
comple�on of the final scheduled ac�vity
within the project, influencing the project's
overall dura�on and deadlines.
186. Project Late Start Date:
The latest possible �me point for ini�a�ng
the first scheduled ac�vity of a project,
determined by schedule network analysis or
project start constraints.
187. Project Management Plan:
An official document approved to guide
project execu�on, monitoring, and control. It
may include subsidiary plans and other
relevant documents, providing a 193.
comprehensive framework for managing the
project.
188. Project Management Software:
So�ware designed specifically to assist
project management teams in planning,
monitoring, and controlling projects. It
encompasses various func�onali�es such as
cost es�ma�on, scheduling, communica�on,
collabora�on, document control, and risk
analysis.
189. Project Management Team:
Members directly engaged in project
management ac�vi�es, which may include
most or all project team members on smaller
projects.
190. Project Manager (PM):
The individual assigned by the performing
organiza�on to achieve the project's
objec�ves and oversee its successful
comple�on.
191. Project Name:
A concise label used alongside the project
iden�fier to dis�nguish a specific project
within a program or organiza�on.
Some�mes referred to as the project �tle.
192. Project Original Duration:
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The ini�al es�ma�on of the total calendar
units required to complete the project,
typically derived from the longest network
path ini�ally iden�fied in project planning.
Project Phase:
A logically connected set of project ac�vi�es
culmina�ng in the comple�on of a significant
deliverable. Phases can overlap and may be
subdivided into subphases and components,
structured within the project's work
breakdown structure (WBS).
194. Project Physical Percent Complete:
An es�mate, expressed as a percentage, of
the physical work progress achieved on the
project to date.
195. Project Planned Finish Date:
Synonymously referred to as the Project
Scheduled Finish Date, indica�ng the
scheduled comple�on �me of the project's
work.
196. Project Planned Start Date:
Synonymously referred to as the Project
Scheduled Start Date, indica�ng the
scheduled ini�a�on �me of the project's
work.
197. Project Remaining Duration:
The es�mated calendar units remaining
between the current data date of the project
schedule and the project's early finish date,
applicable when work is in progress.
198. Project Schedule:
Planned dates for execu�ng project ac�vi�es
and achieving schedule milestones, tailored
to various project schedule instances (e.g.,
early, late, baseline, current).
199. Project Schedule Network Diagram:
A schema�c representa�on illustra�ng the
logical rela�onships among project schedule
ac�vi�es, structured chronologically from
le� to right.
200. Project Scope:
The defined scope of work required to
deliver a specified product, service, or result,
encompassing its features and func�ons.
201. Project Scope Statement:
A comprehensive narra�ve outlining the
project's scope, including major deliverables,
objec�ves, assump�ons, constraints, and
statement of work. It serves as a
documented founda�on for future project
decisions and ensures a shared
understanding among stakeholders about
what the project aims to achieve.
202. Project Sponsor:
The individual or en�ty overseeing the
project's strategic direc�on and providing
support and resources.
203. Project Stakeholder:
Individuals or groups directly affected by the
project's outcomes or involved in its
execu�on.
204. Project Start Constraint:
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A specified limita�on on the project's early
start date, typically imposed as a fixed date
requirement.
205. Project Start Date:
The designated �me point marking the
ini�a�on of the first scheduled ac�vity
within the project, iden�fied by various
qualifiers such as actual, baseline, current,
early, late, scheduled, or target.
206. Project Target Date Variance:
A measurable devia�on from a predefined
project target start or finish date.
207. Project Target Duration:
The es�mated total calendar units required
to complete the project as defined by a
specific target schedule.
208. Project Target Finish Date:
The scheduled endpoint determined
through network analysis for a specific
version of the project schedule.
209. Project Target Start Date:
The scheduled commencement date
established through network analysis for a
specific version of the project schedule.
210. Project Team:
All members involved in the project,
including the project management team,
project manager, and some�mes the project
sponsor.
211. Project Team Members:
Individuals repor�ng directly or indirectly to
the project manager, responsible for
execu�ng project tasks as part of their
regular du�es.
212. Project Time Management:
The knowledge area encompassing
processes necessary for �mely project
comple�on, including ac�vity defini�on,
sequencing, resource and dura�on
es�ma�ng, schedule development, and
control.
213. Project Total Duration:
The overall calendar period required to
complete the project, incorpora�ng actual
dura�on and remaining dura�on for ongoing
projects.
214. Relationship Line:
A graphical representa�on within a project
schedule network diagram, indica�ng logical
dependencies between ac�vi�es.
215. Remaining Duration (RD):
The �me, in calendar units, necessary to
complete a schedule ac�vity where work is
currently in progress or has not yet started.
216. Report Column, Data Description,
Gridlines, Row, and Table:
Components of a structured document
presen�ng project-related informa�on in a
clear, organized format.
217. Requirement:
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Specific condi�ons or capabili�es that must
be met by a system, product, service, or
component to fulfill contractual obliga�ons
or stakeholder expecta�ons.
218. Resource:
Skilled individuals or teams, equipment,
services, supplies, budgets, or funds
necessary for project execu�on.
219. Resource Application:
The percentage of �me a resource is
expected to dedicate to a specific schedule
ac�vity.
220. Resource Assignment:
Linking one or more resources to a schedule
ac�vity and specifying the amount of each
resource required for the ac�vity.
221. Resource Attributes:
Various characteris�cs associated with each
resource, such as iden�fier, name, type,
availability, rate, and constraints.
222. Resource Availability:
Dates and calendar units during which a
specific resource is accessible based on the
resource calendar.
223. Resource Calendar:
A schedule outlining working and non-
working days for individual resources,
including holidays and availability periods.
224. Resource-Constrained Schedule:
A project schedule adjusted to reflect A documented inventory lis�ng all project
expected resource availability, impac�ng resources and their atributes, also known as
ac�vity start and finish dates. a resource dic�onary.

225. Resource Dictionary: 232. Resource Name:

A comprehensive list of resources and their A concise label iden�fying a resource, used
atributes, aiding in resource management alongside its iden�fier to differen�ate it from
and alloca�on. others.

226. Resource Duration: 233. Resource Planning:

The es�mated �me, in calendar units, a Es�ma�ng the resources required for
resource will spend on execu�ng a schedule ac�vi�es to ensure effec�ve project
ac�vity. execu�on.

227. Resource Group: 234. Resource Rate:

A collec�on of resources sharing common
atributes, facilita�ng separate repor�ng or
graphical representa�on.
228. Resource Identifier:
A unique numeric or text label dis�nguishing
each resource within a project.
The cost per unit assigned to a specific
resource, including poten�al escala�ons.
235. Resource Type:
A categoriza�on dis�nguishing resources by
skills, capabili�es, or other defining
atributes.

229. Resource Lag: 236. Result:

The calendar units a resource must wait a�er Output generated from project management
an ac�vity's start date before beginning ac�vi�es, including outcomes like integrated
work. systems, revised processes, or
documenta�on.
230. Resource Leveling:
237. Role:
A method of schedule analysis where start
and finish dates are influenced by resource A defined func�on within a project team,
constraints, ensuring op�mal resource such as tes�ng, coding, or inspec�ng.
u�liza�on.
238. Schedule:
231. Resource Library:

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The planned dates for conduc�ng project
ac�vi�es and mee�ng milestones, cri�cal to
project management and control.
239. Schedule Activity:
A dis�nct segment of work within a project
plan, typically with es�mated dura�on, cost,
and resource requirements. Schedule
ac�vi�es are linked to others by logical
rela�onships and are derived from work
packages.
240. Schedule Analysis:
Evalua�on process to determine the
sequence, dura�on, resource needs, and
constraints of schedule ac�vi�es, crucial for
developing a project �meline.
241. Schedule Compression:
Techniques to shorten project dura�on
without reducing scope, such as crashing
(increasing resources) or fast-tracking
(parallel ac�vi�es).
242. Schedule Control:
Managing changes to the project schedule to
ensure alignment with project objec�ves
and constraints.
243. Schedule Development:
Process of refining ac�vity sequences,
dura�ons, resource alloca�ons, and
constraints to formulate the project
schedule.
244. Schedule Level:
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Guidelines set by project teams to determine
the detail level of schedule ac�vi�es across
the project model.
245. Schedule Milestone:
Key event in the project schedule marking a
significant achievement or constraint
affec�ng subsequent work, with zero
dura�on.
246. Schedule Model:
Dynamic representa�on of project ac�vi�es,
generated using specific scheduling
methods, tools, and project data. It includes
cri�cal paths, schedules, resource
alloca�ons, and progress records.
247. Schedule Network Analysis:
Technique to calculate early and late start
and finish dates for project ac�vi�es, aiding
in schedule op�miza�on and resource
alloca�on.
248. Schedule Performance Index (SPI):
Measure indica�ng schedule efficiency by
comparing earned value (EV) with planned
value (PV). SPI ≥ 1 indicates favorable
condi�ons, SPI < 1 indicates delays.
249. Schedule Variance (SV):
Measure showing schedule performance by
the difference between earned value (EV)
and planned value (PV). SV > 0 indicates
ahead of schedule, SV < 0 indicates behind.
250. Scheduled Finish Date:
Planned comple�on date for a schedule Detailed document specifying requirements,
ac�vity, typically within the range of early design, behavior, or characteris�cs of a
and late finish dates. system, product, or service, o�en including
procedures for verifica�on.
251. Scheduled Start Date:
258. Specified Critical Path:
Planned start date for a schedule ac�vity,
usually within the range of early and late Longest sequence of ac�vi�es in a project's
start dates. schedule network, iden�fied by the project
team as cri�cal. It determines project
252. Scheduling Method: dura�on.

Set of prac�ces, techniques, and rules used 259. Sponsor:

for project scheduling, either manually or
through scheduling so�ware. Individual or group providing financial
resources for a project, whether in cash or
253. Scheduling Tool: kind.

So�ware providing structure, defini�ons, 260. Stakeholder:

and formats suppor�ng the applica�on of
scheduling methods. Person or organiza�on ac�vely involved in or
affected by the project, with poten�al
254. Scope: influence over its outcomes and
deliverables.
Total deliverables, services, and results to be
provided by a project, encompassing both 261. Standard:
project and product scope.
Document established through consensus by
255. Service: a recognized body, providing guidelines or
rules for achieving order in specific contexts.
Work performed that does not yield a
tangible product, such as opera�onal 262. Start Date:
support, contras�ng with products and
results. Specific �me marking the commencement of
a schedule ac�vity, indicated as actual,
256. Slack: planned, es�mated, or baseline.

Time available for schedule ac�vi�es beyond 263. Start Not Earlier Than:
what's strictly necessary (Total Float and
Free Float). Constraint se�ng the earliest allowable start
date for a schedule ac�vity, preven�ng it
257. Specification: from star�ng earlier.

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264. Start Not Later Than:
Constraint se�ng the latest allowable start
date for a schedule ac�vity, ensuring it starts
no later than a specified date.
265. Start On:
Constraint requiring a schedule ac�vity to
start on a specific date, regardless of other
factors.
266. Start-to-Finish (SF):
Logical rela�onship where the successor
ac�vity's comple�on depends on the
ini�a�on of the predecessor ac�vity.
267. Start-to-Start (SS):
Logical rela�onship where the ini�a�on of
the successor ac�vity depends on the
ini�a�on of the predecessor ac�vity.
268. Statement of Work (SOW):
Narra�ve outlining products, services, or
results to be provided as part of a project.
Division within a project phase, contribu�ng
to the overall project structure.
272. Subproject:
Component of a larger project, o�en
managed separately within the project's
work breakdown structure.
273. Substantial Completion:
Point where schedule ac�vity's network logic
and deliverable requirements are met,
allowing successor ac�vi�es to commence.
274. Successor Activity:
Ac�vity following a predecessor ac�vity in
the project schedule, linked by logical
rela�onships.
275. Summary Activity:
A consolidated group of related schedule
ac�vi�es presented as a single en�ty at a
higher level of detail in project repor�ng.
276. System:

269. Status Date: An integrated collec�on of interdependent

Date used in project management so�ware
to indicate the point in �me for status
repor�ng.
270. Subnetwork:
Segment of a project schedule network
diagram, o�en represen�ng a subproject or
work package, used for specific analysis or
study.
components designed to achieve a specific
objec�ve, where the whole func�ons more
effec�vely than its individual parts. Systems
can be physical, process-based, or a
combina�on.
277. Target Duration:
Es�mated �me required to complete an
ac�vity or project, based on specific
scheduling or performance goals.

271. Subphase: 278. Target Finish Date:

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Scheduled comple�on date for an ac�vity or
project, set as a benchmark for comparison
during schedule analysis.
279. Target Schedule:
A specific project schedule used for
comparison purposes, dis�nct from the
baseline schedule.
280. Target Start Date:
Planned ini�a�on date for an ac�vity or
project, used as a reference point during
scheduling and progress tracking.
281. Task:
A unit of work within a project plan, whose
defini�on and role vary across industries and
project management so�ware.
282. Technique:
Systema�c method employed to carry out an
ac�vity, produce a product, or deliver a
service, o�en u�lizing various tools.
283. Template:
Predefined format or structure used to
organize and present informa�on
consistently across projects, derived from
past project documents to streamline work
and enhance consistency.
284. Three-Point Estimate:
Analy�cal technique using op�mis�c, most
likely, and pessimis�c scenarios to improve
accuracy when es�ma�ng uncertain
ac�vi�es or costs.
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285. Timescale:
Graduated representa�on of linear �me,
displaying units such as hours, days, weeks,
etc., above or below data components in
documents or graphical displays.
286. Tool:
Physical or so�ware-based instrument used
in performing ac�vi�es to achieve project
outcomes.
287. Total Float (TF):
Amount of �me a schedule ac�vity can be
delayed without affec�ng the project end
date or breaching schedule constraints,
calculated using cri�cal path methods.
288. Unit of Measure:
Designa�on specifying the type of quan�ty
being measured, such as work-hours, cubic
yards, or lines of code.
289. User:
Individual or en�ty expected to u�lize the
project's product or service upon
comple�on.
290. Variance:
Quan�fiable devia�on from a known
baseline or expected value, indica�ng
discrepancies in project performance or
outcomes.
291. Variance Threshold:
Predetermined acceptable range of
outcomes established during planning,
guiding management decisions by deliverables, change requests, correc�ve
highligh�ng significant devia�ons. ac�ons, and forecasts. Also includes progress
indicators like physical work comple�on and
292. Work: technical performance measures.

Consistent effort, mental or physical, applied 298. Work Period:

with skill to overcome challenges and
achieve project objec�ves.
293. Work Breakdown Structure (WBS):
Hierarchical breakdown of project work,
organized by deliverables, to define and
manage project scope. Each level provides
increasing detail, culmina�ng in work
packages.
294. Work Breakdown Structure
Component:
An individual entry within the WBS,
categorized at any hierarchical level, each
iden�fied uniquely to dis�nguish it from
others.
Defined �meframe or part thereof
designated for execu�ng project tasks. Can
be segmented into calendar units like shi�s,
hours, or minutes for precise scheduling.
299. Workaround:
Reac�ve strategy employed to address
unforeseen nega�ve risks that have
materialized during project execu�on.
Differs from a con�ngency plan in that it is
implemented post-risk occurrence, not pre-
planned.

295. WBS Element Identifier:

Unique alphanumeric tag assigned to each

component or element within the WBS,
ensuring dis�nct iden�fica�on within the
en�re structure.

296. Work Package:

Lowest-level component in the WBS,

represen�ng specific deliverables or project
tasks. Includes detailed schedule ac�vi�es
and milestones necessary for comple�on.

297. Work Performance Information:

Data collected during project execu�on,

detailing status of schedule ac�vi�es,

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