NC Phase F key terms

A formal document that authorizes a project, names its sponsor and project manager, and states high-level objectives, scope boundaries, and success criteria. It gives the manager authority to commit resources.

The approved combination of the scope statement, work breakdown structure, and WBS dictionary. It is the reference point used to judge whether requested work is inside or outside the agreed project boundary.

Uncontrolled expansion of project work without corresponding approval, time, or budget adjustments. It typically appears as small informal additions and erodes schedule and cost performance when not caught early.

A hierarchical decomposition of total project scope into manageable deliverables and work packages. Each lowest-level package can be estimated, assigned, and tracked, forming the basis for scheduling and cost control.

Any unique, verifiable product, service, or result produced to complete a project or phase. Deliverables must be defined precisely enough that acceptance can be objectively confirmed by the customer or sponsor.

A significant point or event in the project with zero duration, used to mark completion of a phase, approval of a deliverable, or another checkpoint. Milestones carry no effort but drive reporting and go/no-go decisions.

The longest sequence of dependent activities through the schedule, which determines the shortest possible project duration. Any delay on this path delays the project finish unless the schedule is compressed.

The amount of time an activity can be delayed without delaying a dependent successor or the project finish date. Activities with zero float sit on the critical path and need close monitoring.

An approved, frozen version of scope, schedule, or cost used as the reference for measuring performance and approving changes. Deviations are reported against it, and updates require formal change control.

A designated group that reviews, approves, defers, or rejects change requests. It protects the baseline and ensures changes are assessed for impact on scope, schedule, cost, quality, and risk before acceptance.

A technique comparing planned value, earned value, and actual cost to measure cost and schedule performance objectively. It produces indices and variances that forecast whether the project will finish within budget and time.

The practice of comparing actual performance against the approved baseline and explaining significant differences. It focuses attention on deviations that exceed agreed thresholds and may require corrective action or a change request.

The specific, testable conditions a deliverable must satisfy to be accepted by the customer or sponsor. They are agreed before work begins and are the basis for verification and formal sign-off.

The process-oriented activities that build confidence that the project will meet quality requirements. It audits processes and standards rather than inspecting finished outputs, aiming to prevent defects rather than detect them later.

The product-oriented activities that inspect and test outputs against quality requirements and record results. Findings may trigger rework, corrective action, or process improvements fed back into quality assurance.

A living log of identified risks, each with an owner, cause, potential effect, probability, impact, and planned response. It is reviewed regularly and updated as risks materialize, close, or change in severity.

A planned action for handling an identified risk, chosen from strategies such as avoid, mitigate, transfer, accept, or escalate for threats. Each response is assigned to an owner and reflected in schedule and budget.

Time or money set aside in the approved baseline to cover known risks that have been identified and assessed. It is released by the project manager under defined authority when a specific risk occurs.

Time or money held outside the approved baseline for unforeseen work that falls within project scope but was not anticipated. Use typically requires sponsor or senior management approval because it changes the baseline.

The general degree of uncertainty an organization is willing to accept in pursuit of its objectives. It sets the threshold used to decide which risks need active response and which can simply be tolerated.

A record of project stakeholders with their roles, interests, influence, expectations, and preferred communication approach. It guides engagement planning and is updated as people join, leave, or change position.

A document specifying who receives which information, in what format, at what frequency, and through which channel. It also names the sender responsible for each message and any escalation path.

A strategy describing how each stakeholder group will be kept informed, consulted, and involved, and how resistance will be addressed. It moves beyond information distribution to active relationship management.

The agreed sequence of contacts and authority levels used to raise an issue that cannot be resolved at the current level. It states who decides, within what time, and how the outcome is communicated back.

A record of open problems that are already affecting the project, distinct from risks that may occur in future. Each entry has an owner, priority, target resolution date, and status.

A responsibility assignment chart labeling each activity as Responsible, Accountable, Consulted, or Informed. It clarifies decision rights and prevents gaps or duplicated ownership across teams.

A legal or statutory obligation the project must satisfy, such as data protection, safety, environmental, or licensing rules. Noncompliance can halt work, trigger penalties, or invalidate delivered outputs.

A structured review confirming that project processes and outputs meet applicable regulations, standards, and internal policies. Results are documented, and any gaps generate corrective actions with owners and due dates.

Documented insights about what worked, what failed, and what should change, captured during and after the project. They are stored in an organizational repository so future teams can reuse the knowledge.

A periodic summary of progress against baseline, covering accomplishments, upcoming work, variances, risks, and issues. It is tailored to its audience and should be concise, factual, and consistent in format.

The final phase in which deliverables are formally accepted, contracts closed, resources released, and records archived. Outstanding issues are transferred, and lessons learned are finalized for the organization.

Something accepted as true for planning purposes without proof, such as resource availability or approval timing. Assumptions are documented, validated where possible, and monitored because if false they become risks.

A limiting factor that restricts project options, such as a fixed budget, a mandated deadline, or a required technology. Constraints shape planning decisions and are recorded alongside assumptions in planning documents.

The sequence of phases a project passes through from initiation to closure, such as initiating, planning, executing, monitoring, and closing. Phase boundaries provide decision points for approval and review.

The interdependent trade-off among scope, time, and cost, with quality affected by how the balance is set. Changing one element almost always forces adjustment in at least one other.

The person accountable for planning, executing, and closing the project within approved constraints. The role balances competing demands, leads the team, and communicates performance to the sponsor and stakeholders.

The senior person who funds and champions the project, approves the charter and major changes, and removes organizational obstacles. The sponsor also accepts deliverables and authorizes project closure.