AACE PRMP key terms

A hierarchical breakdown of total project scope into manageable, deliverable-oriented pieces. It organizes work so activities can be defined, estimated, scheduled, and controlled at a consistent level of detail.

A discrete, identifiable unit of work with a defined scope, duration, and expected start and finish. Activities are the building blocks scheduled in a network and are usually tied to a WBS element.

A zero-duration point in time marking a significant event, decision, or contractual deliverable. Milestones show achievement rather than work, and are often used as payment or approval gates.

A defined pattern of working and non-working periods that determines when activities may be performed. Calendars account for weekends, holidays, shifts, and weather downtime in duration calculations.

A progressive elaboration technique where near-term work is planned in detail while later work remains at a summary level. Detail is added as facts become clearer, usually at each phase gate.

A graphical model showing activities as nodes and their dependencies as connecting arrows. It defines the order in which work must be performed and forms the basis of the schedule network.

A scheduling technique that builds a network using nodes for activities and arrows for dependencies. Each relationship carries a type and may include lag between predecessor and successor.

A dependency where a successor activity cannot begin until its predecessor finishes. It is the most common relationship and the default assumption in most scheduling software.

A planned waiting period inserted between a predecessor and successor, such as cure time for concrete. A negative lag, called lead, allows the successor to start before the predecessor finishes.

A deterministic technique that calculates early and late dates through forward and backward passes, then identifies the longest path through the network. That path sets the shortest possible project duration.

The continuous chain of activities with the least total float, usually zero, that determines the project finish date. Any delay on this path delays the project unless the schedule is adjusted.

The amount of time an activity can slip without delaying the project completion date. It equals late start minus early start, or late finish minus early finish.

The amount of time an activity can slip without delaying the early start of any successor. It is always less than or equal to total float.

A calculation that moves from the project start to the finish, assigning each activity its earliest possible start and finish based on predecessor logic and calendars.

A calculation that works from the project finish back to the start, assigning each activity its latest allowable start and finish without delaying the project.

The approved, time-phased version of the schedule against which progress and performance are measured. Changes require formal change control and produce a new baseline revision.

The point in time at which schedule status is recorded, separating actual work already performed from remaining forecast work. Also called the status date or time-now date.

A technique that adjusts activity start and finish dates to resolve resource over-allocation, often extending the project duration. It balances demand against available capacity while respecting logic where possible.

A technique that shifts activities within their available float to even out resource demand without changing the project finish date. Unlike leveling, it cannot extend the critical path.

A restriction imposed on an activity's dates, such as start-no-earlier-than or finish-on-a-date. Constraints override logic and can create negative float or hide true schedule flexibility.

Reducing the project duration without cutting scope, typically through crashing or fast tracking. Compression usually raises cost, risk, or both and must be evaluated carefully.

Adding resources, working overtime, or paying premiums to shorten activity durations on the critical path. Crashing is chosen where the cost per day saved is lowest.

Overlapping activities that would normally run in sequence, converting finish-to-start links into parallel or start-to-start work. It shortens duration but increases coordination risk and rework potential.

A measure of work accomplished on an activity, expressed as duration, units, or physical progress. Duration-based percent complete can mislead when effort is unevenly distributed.

The difference between earned value and planned value for scheduled work. A negative value indicates that work is behind the baseline plan.

The ratio of earned value to planned value, showing how efficiently schedule is being executed. Values below one mean the project is behind plan.

A method that integrates scope, schedule, and cost by comparing planned, earned, and actual values. It provides objective indicators of performance and supports forecasts.

A prospective delay analysis that inserts a modeled delay event into a current schedule update to measure its effect on completion. It is commonly used to support time extension requests.

A retrospective, systematic examination of schedule records to apportion delay responsibility among parties, often for claims or disputes. Methods include as-planned versus as-built and window analyses.

A record of when work actually started and finished, reconstructed from progress records. It supports claims analysis, lessons learned, and comparison against the baseline.

A quantitative technique, often Monte Carlo simulation, that applies uncertainty ranges to durations and logic to produce a distribution of possible completion dates.

A short-interval extract of upcoming work, usually three to six weeks, used by field teams to plan crews, materials, and equipment. It translates the master schedule into executable commitments.

A graph plotting cumulative progress, cost, or hours over time, typically shaped like the letter S. It allows quick visual comparison of planned versus actual performance.

A document recording the assumptions, calendars, logic, resources, and constraints used to build the schedule. It gives reviewers the context needed to interpret and trust the plan.

An activity lacking a predecessor or successor, creating an open end in the network. Dangling logic distorts float calculations and undermines critical path validity.

Assigning quantities of labor, equipment, or cost to activities over their durations. Loading enables histograms, leveling, and earned value analysis.

A written summary accompanying a schedule submission that explains progress, changes, variances, and forecast issues. It helps reviewers understand the story behind the dates.

The contractual question of which party controls the use of total float on shared activities. Clear ownership rules prevent disputes when delays consume float.