ARE 5.0: PjM key terms

A hierarchical decomposition of the total scope of work into progressively smaller deliverable-oriented components, used to estimate effort, assign responsibility, and control progress. Each level represents a more detailed piece of the project.

The lowest level of a work breakdown structure, small enough to be reliably estimated, scheduled, and assigned to one person or team. It defines a discrete unit of deliverable-producing work.

A management point in a work breakdown structure where scope, budget, actual cost, and schedule are integrated and compared to earned value. It sits above work packages and is assigned to a single accountable manager.

The approved version of the scope statement, work breakdown structure, and WBS dictionary, against which scope changes and completion are measured. It becomes the reference for change control.

A significant point or event in a project with zero duration, used to mark completion of a phase, a major deliverable, or an approval. Milestones carry no effort but signal progress and decision gates.

A bar chart that displays scheduled activities along a horizontal timeline, showing start and finish dates, durations, and often dependencies. It is a common visual tool for communicating a project schedule.

A scheduling technique that identifies the longest sequence of dependent activities through a network, which determines the shortest possible project duration. Activities on the critical path have zero float.

The amount of time an activity can be delayed without delaying a successor or the project finish date. Total float applies to the whole path; free float applies only to the next activity.

A graphic showing project activities as nodes connected by arrows or lines that represent dependencies. It is used to analyze sequencing and to calculate the critical path and float.

Activities linked by a dependency, where the predecessor must occur before the successor can begin or finish. These relationships define the logical sequence used in scheduling.

Schedule modifiers applied to dependencies: lead allows a successor to start before its predecessor finishes, while lag inserts deliberate waiting time between activities. Both adjust logic without changing durations.

A scheduling technique that resolves over-allocation of resources by adjusting start and finish dates, often extending the project duration. It prioritizes resource limits over schedule compression.

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

A bar chart showing the number of resources required per time period across the project schedule. It reveals peaks and valleys used to spot over-allocation and plan leveling.

A grid that maps work breakdown structure elements to project team members or roles, clarifying who does what. A common form is the RACI chart showing responsible, accountable, consulted, and informed parties.

A type of responsibility assignment matrix that labels each task with who is Responsible, Accountable, Consulted, and Informed. It prevents gaps and duplication in task ownership.

A subsidiary plan describing how project human resources will be acquired, assigned, trained, and released, including timetables and recognition. It documents roles, reporting relationships, and staff acquisition strategy.

A document identifying the working days, shifts, and availability of specific resources, including vacations and holidays. It is used to schedule activities realistically around actual availability.

A document created by the project team that establishes ground rules, operating norms, communication expectations, and decision-making processes. It guides team behavior and reduces conflict.

A model describing team development stages: forming, storming, norming, performing, and adjourning. Project managers adjust leadership style to match the team's current stage.

The process of identifying and addressing disagreements among stakeholders or team members using approaches such as collaborating, compromising, forcing, avoiding, or accommodating. Collaboration is generally preferred for lasting resolution.

A framework distinguishing hygiene factors, such as pay and working conditions, from motivators, such as achievement and recognition. Hygiene factors prevent dissatisfaction but do not by themselves motivate.

A group of project members working from different locations and often time zones, connected through technology. Managing them requires deliberate communication planning and clear protocols.

A document specifying who needs what information, when, in what format, and through which channel. It guides stakeholder communication and reduces miscommunication on projects.

A plan describing how the project will involve stakeholders based on their interest and influence, including strategies to gain support and manage resistance. It often uses a power/interest grid.

A living document listing identified risks with their probability, impact, owner, and planned response. It is the central tool for tracking and controlling project risk throughout the project.

A planned action to address an identified risk, typically escalate, avoid, transfer, mitigate, or accept for threats, and exploit, share, enhance, or accept for opportunities. Each response is assigned an owner.

The degree of uncertainty an organization or stakeholder is willing to accept in pursuit of objectives. It shapes which risks are tolerated and how aggressive responses should be.

A defined level of risk exposure above which action is required or the project escalates to higher authority. It translates risk appetite into measurable decision points.

Budget or time set aside to address known risks with identified responses, often called known unknowns. It is controlled by the project manager and released as risks are realized.

Budget or time held by senior management for unforeseen work within the project scope, often called unknown unknowns. It is not part of the cost baseline and requires approval to use.

A subjective prioritization of risks by assessing probability and impact to rank them for further action. It is fast and used to focus attention on the most significant risks.

A numerical analysis of the combined effect of identified risks on project objectives, using techniques such as Monte Carlo simulation. It produces probabilistic estimates of cost and schedule outcomes.

A risk analysis calculation multiplying the probability of an event by its financial impact, producing a weighted average outcome. It helps compare the cost-effectiveness of risk responses.

The formal process for requesting, evaluating, approving, and documenting changes to the project baseline. It ensures changes are assessed for impact before being incorporated.

A technique integrating scope, schedule, and cost to measure project performance by comparing planned value, earned value, and actual cost. It forecasts variances and estimates at completion.

An estimating technique that uses a statistical relationship between historical data and variables, such as cost per square foot, to calculate activity durations or costs. Accuracy depends on reliable historical data.

A technique that estimates the cost or duration of individual work packages and rolls them up to a total. It is generally the most accurate but also the most time-consuming method.

A top-down technique that uses the actual cost or duration of a similar past project as the basis for a new estimate. It is quick but less accurate than detailed methods.