ICDL Project Planning (ICDL) key terms

A temporary effort with a defined start and end, undertaken to create a unique product, service, or result. It has specific objectives, constraints, and resources.

The sequence of phases a project passes through from initiation to closure. Common phases include initiating, planning, executing, monitoring and controlling, and closing.

A formal document that authorizes the project and gives the project manager authority to apply resources. It states the project purpose, objectives, and high-level requirements.

Any individual, group, or organization that can affect, be affected by, or perceive itself to be affected by a project decision or outcome. Stakeholders may be internal or external.

A document that describes the project deliverables, boundaries, and acceptance criteria in detail. It clarifies what is included and excluded from the project.

A hierarchical decomposition of the total scope of work into smaller, manageable components. The lowest level items are called work packages.

The smallest deliverable or component at the bottom of a work breakdown structure. It can be estimated, scheduled, and assigned to a person or team.

Uncontrolled changes or additions to project scope without corresponding adjustments to time, cost, or resources. It often leads to delays and budget overruns.

A distinct, scheduled unit of work performed during the project. Activities are derived from work packages and have estimated durations and resource needs.

A significant point or event in the project with zero duration. It marks the completion of a key deliverable or phase and is used to track progress.

A relationship between two activities where one must start or finish before the other can start or finish. Dependencies can be mandatory, discretionary, or external.

An activity that must occur before another activity in a dependency relationship. The predecessor's timing affects when the successor can begin or end.

An activity that depends on the completion or start of another activity. Its start or finish is constrained by the predecessor.

A dependency where the successor activity cannot start until the predecessor activity has finished. It is the most common type of dependency.

The amount of time a successor activity can be advanced relative to a predecessor. It allows overlapping of activities that would otherwise be sequential.

The amount of time a successor activity is delayed after a predecessor. It is inserted into a dependency to account for waiting time or required gaps.

A quantitative assessment of the likely amount of time, cost, or resources needed to complete an activity or project. Estimates are based on available information and assumptions.

A technique that uses historical data from similar past projects to estimate duration or cost. It is quick but less accurate than detailed methods.

An estimating technique that uses a statistical relationship between historical data and other variables to calculate estimates. For example, cost per square meter multiplied by area.

A technique that uses three estimates-optimistic, pessimistic, and most likely-to calculate an expected duration or cost. It accounts for uncertainty and risk.

Any person, equipment, material, or facility needed to complete project activities. Resources have limited availability and may need to be scheduled and leveled.

A plan that shows when activities will be performed and how long they will take. It includes start and finish dates, dependencies, and milestones.

The longest sequence of dependent activities that determines the shortest possible project duration. Any delay on the critical path delays the entire project.

The amount of time an activity can be delayed without delaying the project finish date or a subsequent activity. Activities on the critical path have zero float.

A horizontal bar chart that displays project activities against a calendar timeline. It shows start and end dates, durations, and dependencies.

The process of assigning available resources to project activities. It ensures that the right resources are available when needed to perform the work.

A technique that adjusts the schedule to resolve resource over-allocation or conflicts. It may change the critical path and extend the project duration.

A technique that adjusts activities within their float to balance resource usage without changing the critical path or project finish date. It does not extend the schedule.

An approved version of the project plan, including scope, schedule, and cost, used to compare actual performance. Changes to the baseline require formal approval.

The difference between planned and actual performance, such as schedule variance or cost variance. It indicates whether the project is ahead or behind plan.

A technique that integrates scope, schedule, and cost to measure project performance and progress. It compares planned value, earned value, and actual cost.

A document that communicates project status, accomplishments, issues, and upcoming work to stakeholders. It is typically produced at regular intervals.

A formal process for reviewing, approving, and managing changes to project scope, schedule, or cost. It prevents uncontrolled changes and scope creep.

A factor that is considered true for planning purposes without proof. If an assumption proves false, it can affect project scope, schedule, or cost.

A limitation or restriction that affects project execution, such as limited budget, fixed deadline, or scarce resources. Constraints must be managed and balanced.