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A
Actual Cost
AC
Definition:
The realized cost incurred for the work performed on an activity during a specific time period.
Context:
Actual Cost is exactly what it sounds like: how much money you’ve actually spent. It’s not a plan, and it’s not earned — it’s just what has been paid. Unlike Planned Value (PV) and Earned Value (EV), which are about expectations or progress, AC is the raw number pulled from your financial records. If you see: “How much did we spend so far?”, you’re talking about AC. Because it reflects only completed work, it’s also key in variance and forecasting metrics like CPI and EAC.
Exam cue:
You’re asked how much has been spent so far on a task or phase. Don’t confused Actual Cost with planned budget or work completed. The correct answer is usually Actual Cost (AC), because that’s the number that reflects actual expenses incurred.
Related:
Contingency Reserve, Budget at Completion, Cost Baseline
Accepted Deliverables
Definition. Accepted deliverables are those outputs
that have been formally approved through the Validate Scope process.
They meet the defined acceptance criteria and are signed off
by the customer, sponsor, or relevant stakeholder.
Once accepted, they are handed off for closure, integration, or deployment.
Exam cue. Don’t confuse accepted deliverables with “verified” ones.
Verification (via Control Quality) checks technical correctness;
acceptance (via Validate Scope) checks customer satisfaction.
If acceptance criteria aren’t met, deliverables are not accepted
and may trigger a change request, rework, or escalation.
Accepted deliValidate Scope*.Close ProjectpeControl QualityClDeliverableality|Control Quality]], Deliverable
Accuracy
Definition. Accuracy means the measured value is close to the true value.
Precision means repeated measurements are consistent with each other.
In project quality, accuracy is about hitting the target,
while precision is about consistency of results, even if they’re off-target.
Exam cue. If a deliverable is accurate but not precise,
it hits the mark but inconsistently. If it’s precise but not accurate,
it consistently misses. The exam may ask you to prioritize one.
Usually, accuracy wins in stakeholder satisfaction or acceptance criteriControl Quality
QualityntQuality metricsgloss-quality|Quality]], Quality metrics
Acquire Resources
Definition. Acquire Resources is the process of obtaining
the people, materials, equipment, and facilities required
to execute project work. It typically occurs during executing,
after planning identifies what’s needed.
Exam cue. Don’t confuse this with Develop Team (building capability)
or Manage Team (day-to-day supervision).
If a question involves securing or assigning resources,
the answer is usually Acquire Resources.
This may also involve negotiatResource managementteProject Management Plan [Organizational structures0-glossary#gloss-organizational-structures|Organizational structures]]
Activity
Top
Definition. An activity is a discrete unit of scheduled work
that consumes time and resources and contributes to a deliverable.
Activities are derived from the WBS and form the building blocks of the schedule.
Exam cue. Activities are created during Define Activities,
sequenced in Sequence Activities, and estimated in Estimate Activity Durations.
Each activity is connected to predecessors Define ActivitiesReSequence ActivitiesitWBSquence-activities|Sequence Activities]], WBS
Activity Attributes
Definition. Activity attributes are metadata about a scheduled activity—
including IDs, leads/lags, resource needs, calendar constraints, and dependencies.
They provide detail beyond the activity list itself.
Exam cue. If a question asks “Where is this info stored?”
about resource calendars, lead/lag time, or dependencies,
answer: Activity Attributes.
It’s an output of Define Activities and suActivityurSequence ActivitiesivScheduleivities|Sequence Activities]], Schedule
Activity Duration Estimate
Definition. An activity duration estimate is a prediction
of how long a scheduled activity will take to complete,
based on known resources, methods, and conditions.
It’s typically expressed as a range or a single-point value.
Exam cue. PMI emphasizes three-point estimating (optimistic, most likely, pessimistic)
and methods like PERT, analogous, parametric, and bottom-up.
Choose based on data availability and detail level. Estimate Activity DurationsosPERTraEstimating techniquesT]], Estimating techniques
Activity List
Definition. The activity list is a complete catalog
of all scheduled project activities, each with a unique ID and description.
It is created as an output of Define Activities.
Exam cue. The activity list feeds sequencing and estimating processes.
It’s not just a to-do list—it’s a core input for building
the schedule model and network diagram.
Expect exam quesActivitymeSchedule baseline|ASequence Activitieseline]], Sequence Activities
Activity Network Diagram
AoN/PDM
Definition. An activity network diagram visually displays
activities and their logical relationships (dependencies)
using nodes (boxes) and arrows—commonly in the Precedence Diagramming Method.
Exam cue. Know the four relationship types:
Finish-to-Start (FS), Finish-to-Finish (FF), Start-to-Start (SS), Start-to-Finish (SF).
This diagram supports critical path analysis
and helps identify scheduleCritical pathngSequence Activities pSchedule compressionies]], Schedule compression
Adaptive Life Cycle
Definition. An adaptive life cycle delivers work
in short, iterative increments that allow for frequent inspection and adaptation.
It embraces change and prioritizes value delivery and customer feedback.
Exam cue. Adaptive = Agile.
Scope is flexible. Time and cost are often fixed.
If you see uncertainty, fast feedback, evolving requirements,
or value-first language—choose an adaptive approach.
Avoid upfronHybrid (life cycle)asMVPsaIteration90-glossary#gloss-mvp|MVP]], Iteration
Adaptive Planning
Definition. Adaptive planning is the practice of creating plans
just-in-time for near-term work while leaving future work loosely defined.
It reflects progressive elaboration in agile and hybrid approaches.
Exam cue. PMI contrasts adaptive planning with full upfront predictive planning.
Use it in changing environments.
Tied closely to rolling-wave planning, backlog refinement, and incremental delivery.
Don’t Rolling-wave planning*RProgressive elaboration [Backlogation|Progressive elaboration]], Backlog
Adjourning
Definition. The final stage of team development—
when the project ends or the team disbands.
Focus shifts to closure, recognition, and emotional transition.
Exam cue. If the question describes team members leaving, handing off, or winding down—this is your stage.Tuckman stagesioClose Project or Phasen Lessons learnedject or Phase]], Lessons learned
Agile
Definition. Agile is a way of working that values flexibility, fast feedback, and frequent delivery.
It’s not a process—it’s a mindset. Agile teams learn by doing, adjust as they go,
and focus on giving the customer something useful sooner rather than perfect later.
Exam cue. If the question talks about responding to change, working closely with stakeholders,
or delivering value in short bursts—it’s pointing at Agile.
You’ll see it in planning, scope, risk, and even stakeholder engagement.
Agile means you don’t need to knoAgile Manifestod.Hybrid life cycleesIncremental deliverycle]], Incremental delivery
Agile Center of Excellence
ACoE
Definition. An Agile Center of Excellence is a group within the organization
that supports consistent and effective use of Agile practices
by providing coaching, tools, and shared knowledge.
Exam cue. ACoEs are treated as Organizational Process Assets (OPAs)
that support consistency across teams and help scale Agile.
On the exam, they oftOrganizational Process AssetsryHybrid (life cycle)naAgile mindsetybrid|Hybrid (life cycle)]], Agile mindset
Agile Ceremonies
Definition. Agile ceremonies are structured events
used to synchronize, inspect, and adapt work.
Examples include sprint planning, daily standups, reviews, and retrospectives.
Exam cue. Know the purpose of each ceremony:
Planning (what to do), daily (coordination), review (demo), retro (improve).
Avoid cargo-cult Agile: ceremonScrum ceremonies**AgilescIterationlossary#gloss-agile|Agile]], Iteration
Agile Mindset
Definition. Agile is a mindset grounded in value delivery,
collaboration, rapid feedback, and adaptive planning.
It emphasizes individuals, working solutions, and responding to change.
Exam cue. If a scenario is about change, feedback, value, or collaboration—
Agile mindset fits. Don’t mistake Agile for just ceremonies (e.g., daily standups).Adaptive (life cycle)d:Agile ceremoniesliScrum ceremonies ceremonies]], Scrum ceremonies
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B
Backlog
Definition. A backlog is an ordered list of work items
that represent future value to be delivered by the project or team.
Backlogs are dynamic, evolving artifacts used in adaptive environments,
often prioritized by customer value, risk, and learning.
Exam cue. Backlogs are used in adaptive/hybrid life cycles.
They are not frozen scope documents—they flex as feedback is received.
Don’t treat the backlog like a predictive WBS or scope baseline.
Near-term items arAdaptive (life cycle)d:IterationclScope baselineation|Iteration]], Scope baseline
Backlog Refinement
Definition. Backlog refinement is the ongoing process
of reviewing, updating, and reordering backlog items
to ensure near-term work is actionable, clear, and appropriately prioritized.
Exam cue. Refinement reduces churn and uncertainty.
It’s tied to progressive elaboration and just-in-time planning.
Items that are too large or vague should be split or clarified.
Expect exam cues arounBackloganProgressive elaboration [Iteration planningoration]], Iteration planning
Balanced Scorecard
Definition. A balanced scorecard is a performance framework
that tracks metrics across multiple perspectives—financial, customer,
internal processes, and learning/growth—aligned to strategic goals.
Exam cue. Use when exam questions ask for more than cost/schedule KPIs.
The balanced scorecard offers a holistic view.
Especially useful GovernancempKPI-gBusiness valuey#gloss-kpi|KPI]], Business value
Baseline
Definition. A baseline is the approved version of a plan
used as a reference for comparison during project execution.
Common baselines include scope, schedule, and cost.
Exam cue. You need formal change control to modify a baseline.
Avoid “informal” updates—these invalidate performance tracking.
Variance iChange requestt.Scope baseline|CSchedule baseline bCost baselineSchedule baseline]], Cost baseline
Basis of Estimates
BoE
Definition. The basis of estimates documents how cost or duration estimates
were developed—including assumptions, constraints, and data sources.
Exam cue. Use BoE to support transparency, review, and risk analysis.
If a question involves validating or justifying an estimate—BoE is your answer.
Also hBottom-up estimatingd:Contingency|BEstimating techniquesy]], Estimating techniques
Benchmarking
Definition. Benchmarking compares practices or performance
against industry standards or peers to identify improvement areas.
Exam cue. Look for benchmarking in quality, estimating, or risk questions.
PMI favors lessoOrganizational Process Assets (OPA)edContinuous improvement],Historical datas improvement]], Historical data
Benefit Cost Ratio
BCR
Definition. Benefit–cost ratio compares the expected benefits of a project
to its expected costs. A BCR greater than 1 indicates a profitable investment.
Exam cue. Financial decision tools often include BCR, NPV, IRR.
Choose BCR when the question is about simple economic justification.
Be caBusiness caseenNet Present Value (NPV)asROIary#gloss-npv|Net Present Value (NPV)]], ROI
Benefits Management Plan
Definition. The benefits management plan describes
how and when the project’s intended benefits will be realized and sustained.
Exam cue. It supports business value delivery, not just project closure.
Ownership of benefits may extend beyond the project life cycle.
TiBenefits realization management-gBusiness valuetiClose Projectue|Business value]], Close Project
Benefits Owner
Definition. The benefits owner is the person or role accountable for realizing a specific benefit
defined in the business case or benefits management plan.
They may come from the business unit, not the project team.
Exam cue. Use this when PMI asks “Who ensures we actually get the value we planned for?”
This is post-project accountability—not delivery, but realization.
It appeaBenefits realization management-gBusiness casezaOwnergloss-business-case|Business case]], Owner
Benefits Realization Management
Definition. Benefits realization management is the process
of ensuring project outcomes deliver the intended benefits over time.
Exam cue. Look for lifecycle language:
Plan → Deliver → Transition → Sustain.
Responsibilities may extend past the PM.
BBenefits management plan[9Business valuemaBenefit ownerue|Business value]], Benefit owner
Beta Distribution
Definition. The beta distribution is a probability model
used in project estimation when the most likely outcome is weighted more heavily than the extremes.
It reflects uncertainty while avoiding overly simplistic averages.
Exam cue. Use this when the exam presents a three-point estimate using:
(O + 4M + P) ÷ 6 — that’s a beta-weighted formula.
Compared to triangular (simplePERTreThree-point estimateEREstimate Activity Durationsossary#gloss-estimate-activity-durations|Estimate Activity Durations]]
Bid
Definition. A bid is a seller’s formal offer of price
for delivering goods or services under defined terms.
It’s usually submitted in response to an RFQ (Request for Quotation) or RFP.
Exam cue. Use “bid” when the question emphasizes cost, competition, or price-based vendor selection.
This is common in **fixed-pricProposalesSource selection criteria0-Contract typesection criteria]], Contract types
Bidder Conference
Definition. A bidder conference is a meeting held with potential sellers
to ensure clarity and fairness in the procurement process.
Exam cue. Use bidder conferences to reduce ambiguity and ensure fairness.
All answers and clarificatioBid (proposal)tiRequest for Proposal (RFP)BiProcurement management], Procurement management
Blocker
Definition. A blocker is an immediate obstacle that prevents a team member or the team
from making forward progress on assigned work. It’s typically raised in daily standups and tracked for removal.
Exam cue. If the question says “What’s stopping the team right now?”—this is a blocker.
They’ve already happened and need quick resolutImpediment iServant leadershipedDaily standupervant leadership]], Daily standup
Bottom-up Estimating
Definition. Bottom-up estimating builds estimates
from the lowest-level components and aggregates them up to the whole.
Exam cue. Most accurate, most time-consuming.
Use when scope is well defined and detail is available.
Estimating techniques**WBStiContingencylossary#gloss-wbs|WBS]], Contingency
Buffer
Definition. A buffer is additional time inserted into the schedule
to account for uncertainty or risk. Often used in critical chain method.
Exam cue. Don’t confuse buffers with contingency or float.
Buffers protect the critical chaiCritical chain methodelContingencyCrSchedule compressionncy]], Schedule compression
Burndown Chart
Definition. A burndown chart shows the remaining work
versus time in an iteration or release cycle.
Exam cue. Falling line = progress.
Flat or rising = scope creep or underperformance.
PMI pSprintdaVelocityloInformation radiatority]], Information radiator
Burnup Chart
Definition. A burnup chart shows completed work
against the total scope, making both progress and scope change visible.
Exam cue. Use when stakeholders need to see scope change
alongside progress. SprintpaVelocityloScope creeposs-velocity|Velocity]], Scope creep
Business Case
Definition. The business case explains the justification for the project—
its strategic fit, costs, options, and expected benefits.
Exam cue. If assumptions break down,
you revisit the business case before plowing ahead.
TieBenefits management plan[9Justifications Benefit ownerion|Justification]], Benefit owner
Business Value
Definition. Business value is the net benefit realized
by stakeholders from the outcomes delivered by a project.
Exam cue. Not all value is financial—
compliance, satisfaction, and risk reduction also count.
PMI stresses earlBenefits realization management-gStrategic alignmentemBenefits management plan[90-glossary#gloss-benefits-management-plan|Benefits management plan]]
Buyer
(vs seller)
Definition. The buyer is the party acquiring goods or services via contract;
the seller is the party delivering them.
Exam cue. Know your role in procurement questions.
Buyers write the SOW, evaluate bids, and manaProcurement management Statement of Work (SOW)reContract typest of Work (SOW)]], Contract types
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C
Cause And Effect Diagram
Definition. A cause-and-effect diagram, also known as a fishbone or Ishikawa diagram,
is a visual tool used to identify and group possible root causes of a problem.
It helps categorize factors like materials, methods, people, and environment
to support root cause analysis and quality improvement.
Exam cue. Use this in Control Quality or Manage Quality questions
that involve identifying why a defect or issue occurred.
It does Control Quality
Quality toolsy|Root cause analysistools]], Root cause analysis
Change Control Board
CCB
Definition. A Change Control Board (CCB) is a formally chartered group
that reviews, evaluates, approves, defers, or rejects change requests
to the project, including changes to baselines, deliverables, or processes.
Exam cue. When questions involve approval of scope, schedule, or cost changes,
the CCB is the authority. If governance is involved or changChange requestB.Integrated Change Control0-Governancetegrated Change Control]], Governance
Change Log
Definition. The change log is a project document
that records all change requests and their status—approved, rejected, or pending.
It also includes dates, decisions, and implementation notes.
Exam cue. Use the change log to track and communicate
the lifecycle of all submitted change requests.
It is updChange request*.Project documentse Monitor and Control Project WorkMonitor and Control Project Work
Change Request
Definition. A change request is a formal proposal
to modify any project document, deliverable, baseline, or component.
It can include corrective, preventive, or defect repair actions.
Exam cue. All change requests go through Integrated Change Control
in a predictive environment. In agile, change may be built into backlog reprioritization.
On the exam, look for formal triggCCB (Change Control Board). Integrated Change Control0-Baselinel|Integrated Change Control]], Baseline
Close Project or Phase
Definition. Close Project or Phase is the process
of finalizing all activities across process groups
to formally close a project or a specific phase.
It includes gaining acceptance, transferring deliverables, and archiving documents.
Exam cue. When all work is done and deliverables are accepted,
this is your final step. Don’t choose “Validate Scope” or “Control Quality”— Accepted deliverables**Lessons learned register[9Benefit owner learned register]], Benefit owner
Collect Requirements
Definition. Collect Requirements is the process
of gathering, documenting, and validating stakeholder needs, wants, and expectations
to define project scope. It results in clear, traceable requirements
that serve as the foundation for scope and product development.
Exam cue. Watch for tools like interviews, focus groups, and observation.
When asked “Which process ensures stakeholder needs are captured?”
this is the answer. ItDefine ScopeelRequirements traceability matrixarScope baselineeability matrix]], Scope baseline
Communications Management Plan
Definition. The communications management plan outlines
how project information will be collected, distributed, stored, and retrieved.
It defines audiences, formats, frequency, and responsibilities for all communications.
Exam cue. If a question involves ensuring the right people get the right message
at the right time, this is your answer.
It supports staStakeholder engagement planosInformation requirements[9Communications modelnts]], Communications model
Complexity
Definition. Complexity describes the degree of interconnection,
uncertainty, novelty, and human dynamics that make a project
difficult to predict or control.
Exam cue. PMI flags complexity as a factor in tailoring.
If the question involves “how to plan for uncertainty” or “adaptive planning,”
high complexity = high need foTailoringd Risk managementinProgressive elaboration Progressive elaboration
Compliance
Definition. Compliance means adhering to applicable laws, regulations,
standards, policies, or procedures relevant to the project or deliverable.
It includes internal and external requirements.
Exam cue. Use when the exam refers to government, audit, safety, or legal issues.
Noncompliance = risk. Compliance is part of the Business Environment domain
and sRisk registerouBusiness EnvironmentteCompliance auditt|Business Environment]], Compliance audit
Configuration Management Plan
Definition. The configuration management plan defines
how product versions, components, and documentation
will be uniquely identified, tracked, and controlled throughout the project.
Exam cue. Use this when a question refers to product versioning,
component traceability, or managing baselines and changes.
It’s a supporting pProject Management Plan [Change logPrProduct scopege-log|Change log]], Product scope
Conflict Management
Definition. Conflict management refers to techniques and strategies
used to resolve disagreements or opposing views among project stakeholders or team members.
It aims to maintain focus on project goals while preserving relationships.
Exam cue. PMI prefers collaborate/problem solve as the go-to strategy.
Know the 5 techniques: collaborate, compromise, force, smooth, and withdraw.
Conflict isn’t always bad—resoTeam performance**Stakeholder engagement],Leadership stylesolder engagement]], Leadership styles
Constraint
Definition. A constraint is any limiting factor that affects
the execution of a project—such as schedule, budget, scope, resources, or technical limits.
Exam cue. If a question says “You must do X by date Y” or “with Z budget,”
you’re dealing with a constraint. ConstrAssumptionsciRiskssScope baselinegloss-risk|Risk]], Scope baseline
Contingency
Definition. Contingency is planned response to identified risks—
usually time, budget, or resources held in reserve
to respond if the risk occurs.
Exam cue. Contingency is for known–unknowns and is part of the project budget.
It’s not the same as management reserve, which is for unknown–unknownsRisk registerteContingency reserveisRisk triggererve|Contingency reserve]], Risk trigger
Contingency Reserve
Definition. A contingency reserve is the specific amount of time or money
allocated to respond to identified risks if they occur.
It’s built into the project plan and managed at the project or control account level.
Exam cue. Contingency reserves are linked to risk response strategies.
They require defined triggers, are part oContingencypaRisk response strategies[9Cost baselinesponse strategies]], Cost baseline
Contingent Reserve
Definition. A contingent reserve is an alternate term
used interchangeably with contingency reserve in PMP literature.
It refers to the funds or time set aside to address identified risks
that are actively being monitored.
Exam cue. Treat this as a synonym for contingency reserve.
Used in both cost and schedule planning when risks are known and tracked. Contingency reserveteRisk registerntRisk strategyter|Risk register]], Risk strategy
Control Account
Definition. A control account is a management control point
where scope, schedule, and cost are integrated and performance is measured.
It is a key element in Earned Value Management (EVM).
Exam cue. Control accounts sit above work packages
and allow project managers to monitor performance and variance.
They roll up into the performancEarned Value Management (EVM)glWBSagPerformance baselineWBS]], Performance baseline
Control Costs (process)
Definition. Control Costs is the process of monitoring the project budget
and managing cost performance, including tracking cost variances
and updating forecasts.
Exam cue. When a question involves CPI, CV, EAC, or VAC,
you’re in Control Costs. This process uses performance Cost performance index (CPI)0-Cost variance (CV) iEarned value|Cost variance (CV)]], Earned value
Control Limits
Definition. Control limits are thresholds used in quality control charts
to indicate when a process is statistically out of control.
They are typically ±3 sigma from the mean.
Exam cue. If a question describes a chart with an upper and lower limit
and a point outside those lines, it’s likely a control chart scenario.
Exceeding cQuality control
Process behavior chart],Control Qualityehavior chart]], Control Quality
Control Quality
Definition. Control Quality is the process of monitoring and recording
results of quality activities to assess performance and recommend changes.
It verifies that deliverables meet quality requirements.
Exam cue. This process catches errors before customer handoff.
Don’t confuse it with Validate Scope (formal acceptance).
Use Control Quality when inspValidate Scopes.Quality toolspeInspectionity-tools|Quality tools]], Inspection
Control Schedule
Definition. Control Schedule is the process of monitoring the status of the project schedule,
managing changes to the schedule baseline, and ensuring project timing remains aligned to goals.
Exam cue. This process uses tools like schedule forecasts, variance analysis,
and performance indexes (SPI). Use it when exam questions reference late deliverables,
sSchedule baselineReSchedule variance (SV)liSchedule Performance Index (SPI)ry#gloss-schedule-performance-index|Schedule Performance Index (SPI)]]
Control Scope
Definition. Control Scope is the process of monitoring the status of the project and product scope
and managing changes to the scope baseline.
Exam cue. When asked about preventing scope creep,
Control Scope is the correct answer.
It ensures that only approved changeValidate Scopen.Scope baseline|VChange request|Scope baseline]], Change request
Cost Baseline
Definition. The cost baseline is the approved version of the project budget,
exclusive of management reserves, used to measure, monitor, and control cost performance.
Exam cue. This is the reference point for calculating variances
like CV and CPI. If the question involves earned value math
or how much budget wControl Costs (process)laEarned valueroPerformance measurement baselinessary#gloss-performance-measurement|Performance measurement baseline]]
Cost of Quality
CoQ
Definition. Cost of Quality is the total cost to ensure product quality,
including prevention, appraisal, and failure costs (internal and external).
Exam cue. Know the four categories:
- Prevention: training, process design
- Appraisal: inspections, testing
- Internal failure: rework, scrap
- External failure: warranControl Quality
Manage QualityCoQuality metricsanage Quality]], Quality metrics
Cost Performance Index
CPI
Definition. CPI is an earned value metric that measures cost efficiency
by comparing earned value (EV) to actual cost (AC):
CPI = EV ÷ AC. A CPI < 1 means over budget.
Exam cue. This is the go-to cost metric in earned value questions.
Use it to forecast future performance and juEarned Value Management (EVM)glCost variance (CV)geEstimate at Completion (EAC)ariance (CV)]], Estimate at Completion (EAC)
Cost Variance
CV
Definition. Cost variance is the difference between earned value (EV) and actual cost (AC):
CV = EV – AC. A negative CV means the project is over budget.
Exam cue. If a question asks “How far over/under budget are we?”
this is the metric to use. Unlike CPI, CV is expressed in currency,
nCost performance index (CPI) *Earned valueorControl Costs (process)d value]], Control Costs (process)
Crashing
Definition. Crashing is a schedule compression technique
that shortens the schedule duration by adding resources to critical path activities—usually at higher cost.
Exam cue. Use crashing when time is more important than cost,
and scope remains unchanged.
Not all taskSchedule compressiond:Critical pathedFast trackingath|Critical path]], Fast tracking
Critical Chain Method
Definition. The critical chain method is a schedule technique
that focuses on resource availability and buffers rather than just task logic.
It accounts for limited resources and inserts buffer time to protect delivery.
Exam cue. If the question mentions resource constraints,
buffers, or late starts, this method applies.
It differs from the critiCritical pathncBuffer (schedule)l-Resource optimization)]], Resource optimization
Critical Path
Definition. The critical path is the longest sequence of activities
that determines the shortest possible duration for the project.
Any delay on the critical path delays the whole project.
Exam cue. Watch for zero float.
Exam questions may ask for the impact of delay, or how to compress time.
Use in *Schedule NetwoCrashingdFast trackingcrSchedule network diagram[90-glossary#gloss-schedule-network-diagram|Schedule network diagram]]
Cumulative Flow Diagram
CFD
Definition. A cumulative flow diagram is a visual tool
that shows the flow of work items through stages of a process over time.
It’s used in Agile to identify bottlenecks and workflow stability.
Exam cue. If work in progress grows while throughput stays flat,
you have a bottleneck. CFD helps in forecasting and improving floKanbanloFlow efficiencykaWork in progress (WIP)iency]], Work in progress (WIP)
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D
Daily Stand Up
Definition. A daily stand-up is a brief, timeboxed team meeting
used to synchronize work, surface blockers, and foster transparency.
Common in Agile, it’s held at the same time and place each day.
Exam cue. If the question asks about daily team coordination,
quick feedback loops, or surfacing blockers, this is the go-to answer.
Often confused with statusAgile ceremonies**Blocker (impediment)AgIterationcker|Blocker (impediment)]], Iteration
Data Analysis
Definition. Data analysis includes a wide range of techniques
used to examine, model, and interpret data for decision-making.
Examples include trend analysis, root cause analysis, earned value analysis, and variance analysis.
Exam cue. PMI refers to this as a tool and technique category
used in planning, monitoring, and control.
When questions involve uncovering patterns or explaiEarned value analysis**Trend analysis vVariance analysis analysis]], Variance analysis
Data date
Definition. The data date—also called the “as-of” date—is the point in time
used as the cutoff for measuring project performance, especially in Earned Value Management (EVM).
It separates actual progress from planned future work.
Exam cue. If the exam says “as-of date,” “cutoff date,” or “EVM reporting boundary”—this is your term.
It defines when actuals stop and forecasting beginEarned Value Management (EVM)glStatus datealControl Costs (process)us date]], Control Costs (process)
Decision
Definition. A decision is a deliberate choice made to guide project direction,
resolve issues, or commit resources.
Decisions may be made by the project manager, team, sponsor, or governance bodies—depending on authority and escalation paths.
Exam cue. If the exam says “What should the PM do?”—you’re in decision-making territory.
Look for clues about authority, governance, or risk. Some decisions belong to the team; others must be escalated. PMDecision logonGovernanceciRisk responsernance|Governance]], Risk response
Decision Making Model
Definition. Decision-making models are structured approaches
for choosing among alternatives. PMI recognizes command, consultative, consensus,
and voting models depending on governance and team style.
Exam cue. Know when to use what:
Consultative = quick input with leader making final call;
Consensus = full agreement.
Used iTeam chartertiDecision tree analysis],Governance|Decision tree analysis]], Governance
Decision Making Techniques
Definition. These are methods used to evaluate options and make choices
in uncertain or complex situations.
They include multicriteria decision analysis, weighted scoring, voting, and autocratic decision-making.
Exam cue. If the question asks how to select among multiple solutions
or prioritize competing needs, use a decision-making Multicriteria decision analysisloTeam chartera Stakeholder engagement], Stakeholder engagement
Decision Tree Analysis
Definition. Decision tree analysis uses a branching diagram
to evaluate decision paths based on possible outcomes,
costs, probabilities, and payoffs.
Exam cue. If a question involves expected monetary value (EMV)
or choosing between risky alternatives, pick decision tree analysis.
This teExpected Monetary Value (EMV)glRisk analysisetOpportunitynalysis|Risk analysis]], Opportunity
Decomposition
Definition. Decomposition is the technique of breaking
project deliverables or work into smaller, more manageable components.
It’s used to create the WBS, activities list, and other planning elements.
Exam cue. Decomposition shows up in scope, schedule, and cost planning.
Use when a question involves work breakdown, rolliWork Breakdown Structure (WBS)osDefine ActivitiesurRolling-wave planningActivities]], Rolling-wave planning
Defect
Definition. A defect is a nonconformance to requirements,
specifications, or expectations—usually discovered during quality control.
It may be internal or external and requires correction or acceptance per agreement.
Exam cue. Use “defect” in Control Quality questions
when deliverables don’t meet specifications.
Resolution may involve defect repair, a **change reDefect repairioControl QualityDeValidate ScopeControl Quality]], Validate Scope
Defect Repair
Definition. Defect repair is an intentional activity
to correct a nonconforming product or component
so that it meets agreed-upon requirements.
Exam cue. If something fails inspection,
defect repair is often initiated via a change request.
Corrective actionReChange requestrrControl Qualityhange request]], Control Quality
Define Activities
Definition. Define Activities is the process
of identifying and documenting specific actions
to produce project deliverables.
Exam cue. This process follows Create WBS
and precedes Sequence Activities.
If a question asks “Where do tasks come from?” or refers Activitys Activity listacSequence Activities list]], Sequence Activities
Define Scope
Definition. Define Scope is the process
of developing a detailed project and product description.
It refines high-level requirements and defines boundaries of the work.
Exam cue. Scope creep occurs when Define Scope is skipped or vague.
This process results in the **projectProject scope statement [Work Breakdown Structure (WBS) sScope baselineStructure (WBS)]], Scope baseline
Deflection
Definition. Deflection is a risk response strategy
where responsibility for a risk is shifted to a third party—commonly via insurance, warranties, or contracts.
Exam cue. Deflection is another way PMI refers to risk transfer.
Use it when the exam scenario includes contracts or guarantees from vendors.
You’Risk transferitProcurement management],Risk response strategies[90-glossary#gloss-risk-response-strategies|Risk response strategies]]
Deliverable
Definition. A deliverable is any unique and verifiable product, result, or capability
required to complete a process, phase, or project.
Exam cue. Know the difference:
Deliverables are outputs—they may be interim or final.
Use this term when asked what work results from a proAccepted deliverables**Project scopeptOutputoss-project-scope|Project scope]], Output
Dependency
Definition. A dependency is a logical relationship
between project activities or between an activity and a non-project element.
Types include mandatory, discretionary, internal, and external.
Exam cue. When sequencing activities,
use dependencies to define the order of execution.
Watch for questions asking whether an activity must, should,
or optionalSequence ActivitiesteActivityivSchedule network diagram[90-glossary#gloss-schedule-network-diagram|Schedule network diagram]]
Dependency Determination
Definition. Dependency determination is the process
of identifying the type of dependency between activities—
whether mandatory, discretionary, internal, or external.
Exam cue. Use this during Sequence Activities.
Mandatory = contract/legal/physical;
Discretionary = best practice;
External = outside your control.
QuestFast trackingkeSequence ActivitiesckLeads and lagsence Activities]], Leads and lags
Design Thinking
Definition. Design thinking is a human-centered, iterative approach
to problem solving and solution development.
It emphasizes empathy, ideation, prototyping, and testing.
Exam cue. If a scenario describes innovation,
stakeholder co-creation, or rapid experimentation,
design thinking is likely inAgile mindset pIterationglProduct backlogion|Iteration]], Product backlog
Development Approach
Definition. The development approach defines
how the project will deliver value—predictive, adaptive, or hybrid.
It aligns methods to the level of uncertainty, complexity, and stakeholder need.
Exam cue. PMI expects tailoring:
If high uncertainty → adaptive;
Well-defined scope → predictive. Life cycle oHybrid (life cycle)e-Tailoringybrid|Hybrid (life cycle)]], Tailoring
Development Team
Definition. The development team consists of professionals
who deliver the work of the project—especially in Agile,
where they are self-organizing, cross-functional, and accountable for delivery.
Exam cue. In Agile questions,
development teams estimate, commit to work, and track progreScrum teamn Self-organizationcrVelocityanization|Self-organization]], Velocity
Development Operations
DevOps
Definition. DevOps is a set of practices that combines development and operations
to shorten delivery cycles, increase deployment frequency,
and ensure reliable product releases.
Exam cue. Use DevOps when questions mention continuous integration,
automation, or fast feedback.
It supports Agile principles by streamlining handoffs and Agile mindset dContinuous improvement],Product deliveryimprovement]], Product delivery
Diagramming Techniques
Definition. Diagramming techniques are visual tools
used to organize information and relationships.
Examples include cause-and-effect diagrams, flowcharts, influence diagrams,
and histograms.
Exam cue. When the exam asks about visualizing causes, flows, or relationships,
choose the appropriate diagramCause-and-effect diagram (Ishikawa)-gFlowchartefInfluence diagramFlowchart]], Influence diagram
Discrete Effort
Definition. Discrete effort is work performance that is measurable and countable
and directly produces project deliverables. It contrasts with Level of Effort (LoE) or Apportioned Effort.
Exam cue. Use discrete effort in earned value scenarios
when tracking real, observable work—like writing code or building a prototype.Earned Value Management (EVM)glLevel of Effort (LoE)t Apportioned effortt (LoE)]], Apportioned effort
Discretionary Dependency
Definition. A discretionary dependency is a logical relationship
established based on best practices, preferences, or conventions—
not physical or contractual necessity.
Exam cue. These are also called “soft logic.”
You can often fast-track them.
Mandatory depenDependency determination[9Sequence ActivitiesatFast trackingquence Activities]], Fast tracking
Document Analysis
Definition. Document analysis is a technique
for reviewing existing documents and records
to identify requirements, processes, or gaps.
Exam cue. Use this in Collect Requirements, Plan Quality, or audits.
It’s helpful for gathCollect Requirements (process)0-Lessons learned register[9Quality management plan Quality management plan
Documentation
Definition. Documentation includes all written materials used
to support, guide, monitor, or record project activities.
It encompasses plans, logs, registers, reports, and knowledge artifacts.
Exam cue. PMI treats documentation as a key project output.
If a question involves traceability, compliance, lessons lLessons learned register[9Risk register lProject Management Plan Project Management Plan
Domain
Definition. A domain is a high-level knowledge area
grouping related tasks, enablers, and outcomes.
The PMP Exam uses three domains: People, Process, and Business Environment.
Exam cue. When the exam references performance domains or ECO structure,
this is what it means.
Know what each domain focuses on—People = team leadership,
Process = project exeExam Content Outline (ECO). Performance domaine Enablernce-domain|Performance domain]], Enabler
Downstream Dependency
Definition. A downstream dependency is a task or deliverable that relies on the current work
to be completed. It’s affected by delays, rework, or changes upstream.
Exam cue. Use this when the exam says “Who will this delay impact?”
Downstream = recipient.
If your work slips, these folks will feeUpstream dependencylaLeads and lagsreCritical pathgs|Leads and lags]], Critical path
Duration
Definition. Duration is the total number of work periods
required to complete an activity or task—excluding holidays or nonworking time.
Exam cue. Don’t confuse duration with effort.
If one person works 8 hours a day for 5 days, duration = 5 days, effort = 40 hours.
Questions mEstimate Activity DurationsosWork effortteScheduleoss-work-effort|Work effort]], Schedule
Duration Estimate
Definition. A duration estimate predicts
how long an activity will take to complete under given constraints.
It’s based on resources, complexity, method, and assumptions.
Exam cue. Duration estimates appear in time management and scheduling questions.
Use three-point estimating (O, M, P) or techniques like analogous, paThree-point estimated:Estimating techniquese]Schedule estimateechniques]], Schedule estimate
Dynamic Systems
Definition. A dynamic system is one in which change in one area
can ripple through and affect others—especially in complex environments.
Exam cue. This concept is tied to systems thinking and complexity.
Use when asked how to manage change across interrelated componentSystems thinking**Integrated Change Control0-Complexitytegrated Change Control]], Complexity
A • B • C • D • E • F • G • H • I • J • K • L • M • N • O • P • Q • R • S • T • U • V • W • X • Y • Z
E
Early Finish
EF
Definition. Early Finish is the earliest point in time
an activity can finish, based on logic and constraints in the schedule model.
Used in forward-pass calculations.
Exam cue. Use EF in critical path questions.
It helps determine float and identify schedule compression Forward passinCritical pathpaSchedule network diagrampath]], Schedule network diagram
Early start
ES
Definition. Early Start is the earliest point in time
an activity can begin, given project constraints and logical sequencing.
Used in forward-pass analysis.
Exam cue. Early Start helps calculate the project’s critical path
and determine how much flexibility exists (float).
If no constrainForward passtsSequence Activities pCritical pathquence Activities]], Critical path
Earned Value
EV
Definition. Earned Value (EV) represents the budgeted cost
of work actually completed at a given point in time.
It’s a core element in EVM and used to calculate variance metrics.
Exam cue. If a question asks “How much value have we earned so far?”
this is it. EV = % complete × planned Earned Value Management (EVM)glCost performance index (CPI)geSchedule Performance Index (SPI)ry#gloss-schedule-performance-index|Schedule Performance Index (SPI)]]
Earned Value Management System
EVMS
Definition. An Earned Value Management System is the set of tools,
processes, and standards used to perform Earned Value Management (EVM)
within a project or organization.
Exam cue. If a question asks how to manage performance
using scope, schedule, and cost together—this is your framework.
EVMS ensuEarned Value Management (EVM)glPerformance baselineVMStatus reportformance baseline]], Status report
Effort
Definition. Effort is the total amount of labor
required to complete a task, typically measured in person-hours or person-days.
It is distinct from duration, which reflects calendar time.
Exam cue. If the question involves resource planning
or asks how much “work” a task takes, the answer is effort.
Duration counts DurationalResource managementatCapacity planninganagement]], Capacity planning
Elicitation
Definition. Elicitation is the process of drawing out stakeholder needs
using techniques like interviews, workshops, observation, and prototypes.
It’s about uncovering what the customer actually wants—even when they can’t articulate it directly.
Exam cue. Use this term when the question asks how to gather requirements,
especially in the early stages or when dealing with ambiguity.
Elicitation is broadeCollect Requirements (process)0-PrototypectObservations-prototype|Prototype]], Observation
Emotional intelligence
EI
Definition. Emotional intelligence is the ability
to perceive, understand, and manage emotions in oneself and others—
especially under stress or in high-stakes environments.
Exam cue. Use EI in people-domain questions
about conflict resolution, leadership, coaching, and feedback.
Leadership stylesleTeam performanceshStakeholder engagement], Stakeholder engagement
Enabler
Definition. Enablers are actionable components
of each PMP ECO task. They represent what the project manager does
to achieve that outcome, as defined in the exam content outline.
Exam cue. When the exam references specific “actions” or “behaviors,”
these are enablers. Understand them as PMI’s tECO taskldExam Content Outline (ECO)-tPerformance domaine (ECO)]], Performance domain
Engagement
Definition. Engagement refers to the active participation
of stakeholders in project decisions, activities, and outcomes.
It is built through communication, inclusion, and value delivery.
Exam cue. Stakeholder engagement is a process and a mindset.
Use this term when exam questions focus on buy-in, resistance, or satisfaction.
**StakeStakeholder engagement planosCommunications management planssGovernancecations management plan]], Governance
Enterprise Environmental Factors
EEF
Definition. Enterprise Environmental Factors are external and internal conditions
that influence the project but are outside the control of the team.
They include culture, policies, systems, market conditions, and regulations.
Exam cue. If the question involves constraints, regulations, or inherited systems—
EEF is involved. Differentiate from OPAs, which the team can controlOrganizational Process Assets (OPA)ssBusiness EnvironmentPAGovernancent|Business Environment]], Governance
Enterprise Environmental Factors - External
External EEF
Definition. External EEFs are outside the organization’s control—
such as legal mandates, industry standards, government regulations, and market conditions.
They influence how projects must be structured, reported, and constrained.
Exam cue. If a question references something you can’t change—like laws, inflation, or third-party tools—this is it.
PMI will expect you to distinguish between external constraints (regulatory, cultural) vs. internal iEEF – InternalveBusiness EnvironmentnaOrganizational Process Assets (OPA)ment]], Organizational Process Assets (OPA)
Enterprise Environmental Factors - Internal
Internal EEF
Definition. Internal EEFs are within the performing organization—
like company culture, resource availability, IT systems, PM software, and HR policies.
They shape planning, team structure, and tool use.
Exam cue. If the question mentions culture, structure, tools, or reporting expectations—this is likely an internal EEF.
Unlike OPAs (which are reusable assets), EEFs define the operating environment.
Internal = EEF – ExternalngOrganizational structure[9Organizational Process Assets (OPA)ture]], Organizational Process Assets (OPA)
Estimate at Completion
EAC
Definition. Estimate at Completion is the expected total cost
of the project based on current performance trends.
It adjusts the original budget using actual progress and forecasts.
Exam cue. When a question asks “What will the project cost by the end?”,
this is your answer.
Know the formulasCost Performance Index (CPI) *Earned Value (EV)ceEstimate to Complete (ETC)ned Value (EV)]], Estimate to Complete (ETC)
Estimate to Complete
ETC
Definition. Estimate to Complete is the expected cost
to finish all remaining project work,
calculated from the data date forward.
Exam cue. If the question asks “How much more will we need to spend?”,
this is ETC.
ETC = EAC – AC uEstimate at Completion (EAC) *Earned Value Management (EVM)glActual Cost (AC)ed Value Management (EVM)]], Actual Cost (AC)
Estimating Techniques
Definition. Estimating techniques are methods
used to predict cost, time, or resource needs.
They include expert judgment, analogous, parametric, bottom-up, and three-point.
Exam cue. Know when to use which:
- Use analogous for speed
- Parametric for scalable math
- Three-point for rExpert judgment
Three-point estimateenBottom-up estimatingate]], Bottom-up estimating
Ethics
Definition. Ethics refers to PMI’s Code of Ethics and Professional Conduct,
which emphasizes responsibility, respect, fairness, and honesty in all actions.
Exam cue. When faced with moral dilemmas,
choose the action that protects the public, your team, and the profession.
If it’s illegal or uGovernancen’Code of ConductceProfessionalismde of Conduct]], Professionalism
Exit Criteria
Definition. Exit criteria are the conditions that must be met
before a phase or project can be considered complete.
They are part of the Phase Gate or Stage Gate approach.
Exam cue. If a question mentions sign-off, transition, or phase closure—
check for exit criteria. Phase gatee Validate ScopegaClose Project or Phasete Scope]], Close Project or Phase
Expectation Setting
Definition. Expectation setting is the proactive process
of clarifying what stakeholders should expect—regarding outcomes, timelines, and roles.
Exam cue. PMI rewards proactive communication.
Set expectations early to reduce conflict and improve engagement.
Tie this to **communicCommunications management plangStakeholder engagement],Leadership stylesolder engagement]], Leadership styles
Expert Judgment
Definition. Expert judgment is a tool/technique
that draws on subject matter knowledge from individuals or groups
to inform planning, estimation, or decision-making.
Exam cue. If the exam asks “What’s the best way to estimate something unfamiliar?”
or “How do you validate a plan?”—expert judgment is often thEstimating techniques**Stakeholder analysisueFacilitationtakeholder analysis]], Facilitation
A • B • C • D • E • F • G • H • I • J • K • L • M • N • O • P • Q • R • S • T • U • V • W • X • Y • Z
F
Facilitated Workshop
Definition. A facilitated workshop is a structured, time-bound session
that brings stakeholders together to gather requirements, resolve issues,
or define scope in a collaborative environment.
Exam cue. Use this tool in Collect Requirements or conflict-heavy situations.
It improves alignment and reduces rework by ensuring shared understanding.
Often linked to joint applicatiCollect Requirements (process)0-Scope definitions Stakeholder engagement], Stakeholder engagement
Facilitation
Definition. Facilitation is guiding group work
so people can collaborate, make decisions, and reach shared understanding.
It includes leading discussions, resolving conflicts, and keeping focus.
Exam cue. Facilitation appears in team and stakeholder processes—
especially when consensus or decision-making is needed.
Also tied to Team chartershCollaborationrtConflict managementation]], Conflict management
Failure Mode and Effects Analysis
FMEA
Definition. FMEA identifies failure modes, their effects,
and causes within a system or process—used to prioritize risks
based on severity, occurrence, and detection.
Exam cue. Choose FMEA when a question asks about preventing problems before they happen.
It’s a proactive quality and risk toRisk analysisinRoot cause analysislyQuality toolsot cause analysis]], Quality tools
Fast Tracking
Definition. Fast tracking overlaps activities
that were originally planned in sequence to shorten project duration.
This can increase risk but reduces schedule.
Exam cue. Use fast tracking when schedule compression is required
and you can run activities in parallel.
Compare with crashing—fasSchedule compressiond:CrashingesCritical pathcrashing|Crashing]], Critical path
Feedback
Definition. Feedback is information provided about performance, behavior,
or outcomes to help improve results. It can be formal or informal,
positive or corrective, and should be timely and specific.
Exam cue. PMI emphasizes constructive feedback
as part of team development and performance management.
Expect questions on feedback inTeam performance**Leadership stylesTeRetrospectiveLeadership styles]], Retrospective
Final Report
Definition. The final report is a formal document
summarizing project performance, results, variances, and lessons learned.
It confirms that project objectives were met and deliverables accepted.
Exam cue. If a question involves project closeout,
archiving, or handoff to operations, expect this document to be refereClose Project or PhaseelLessons learned register[9Accepted deliverablesr]], Accepted deliverablesIshikawan.** This term redirects to: Ishikawa.
It is another name for a cause-and-effect diagram used in quality and root cause analysis.
Exam cue. This is a visual tool for exploring possible causes of a problem.
It organizes causes into branches (materials, methods, people, etc.Root cause analysisteQuality toolsotControl QualityQuality tools]], Control Quality
Float
Definition. Float is the amount of time an activity
can be delayed without affecting the project’s critical path or deadline.
Also known as slack.
Exam cue. Use float to identify flexibility in a schedule.
If total float = 0, the task is on the critical path.
Questions Schedule network diagram[9Critical pathe Schedule compressionath]], Schedule compression
Flow Based Approach
Definition. A flow-based approach is a development method
focused on maintaining a steady flow of value
through limiting WIP (work in progress) and reducing wait times.
Exam cue. Use flow-based when asked about Kanban,
pull systems, or continuous delivery.
Focuses on cycle KanbancyWork in Progress (WIP)loFlow efficiencyrogress (WIP)]], Flow efficiency
Flow Efficiency
Definition. Flow efficiency is the ratio of active work time
to total elapsed time (including delays and waiting).
It measures how smoothly value moves through a system.
Exam cue. If the question involves workflow bottlenecks
or wasted time, think flow efficiency.
Low flow efficiencyFlow-based approachteCycle timeacThroughputs-cycle-time|Cycle time]], Throughput
Focus Group
Definition. A focus group is a guided discussion
with pre-selected participants to gather perceptions, needs, or preferences
about a product, deliverable, or service.
Exam cue. Use focus groups in Collect Requirements
when qualitative feedback is needed—especially for complex or ambiguous needs.
It complementCollect Requirements (process)0-Stakeholder engagement],Interviewnt|Stakeholder engagement]], Interview
Forecast
Definition. A forecast is a projection
of future performance based on current trends.
Examples include Estimate to Complete (ETC) and Estimate at Completion (EAC).
Exam cue. Forecasting appears in cost and schedule control.
PMI expects you to interpret trends and recommend actions.
Look for keyEstimate at Completion (EAC) *Estimate to Complete (ETC)mpPerformance reporte (ETC)]], Performance report
Formal Acceptance
Definition. Formal acceptance is documented approval
of a deliverable by the customer or sponsor,
usually obtained during the Validate Scope process.
Exam cue. If the question involves sign-off, customer approval,
or transfer of ownership, this is the key term.
DifValidate Scopen.Accepted deliverablese]Close Project or Phaseverables]], Close Project or Phase
Forming
Definition. The first stage of team development—
when members are just getting to know each other, roles are unclear,
and the PM must establish structure and direction.
Exam cue. Use this when the exam describes hesitation, politeness, or lack of cohesion.
TheTuckman stagesusTeam charteragDevelop Teamharter|Team charter]], Develop Team
Forward pass
Definition. A forward pass is a schedule network analysis technique
that calculates early start and early finish dates
by moving from project start to finish.
Exam cue. Use it in Critical Path Method questions
that involve early dates and float.
Complemented bCritical pathoaEarly start (ES)th90-glossary#gloss-network-diagram|Schedule network diagram]]], Schedule network diagram
Free float
Definition. Free float is the amount of time
an activity can be delayed without delaying the early start
of any immediately following activity.
Exam cue. Free float is local flexibility—
not project-wide like total float.
Use this term in network diagram questions asking
howTotal floatceSchedule network diagram[9Sequence Activitiesagram]], Sequence Activities
Functional organization
Definition. A functional organization is structured around departments,
where each employee reports to a functional manager.
Project managers have limited authority and work through the hierarchy.
Exam cue. Use this when exam questions describe silos,
PMs needing permission, or slow decision-makinMatrix organizationteProjectized organization[9Organizational structure[90-glossary#gloss-organizational-structure|Organizational structure]]
Future state
Definition. The future state is the desired condition
or environment after project outcomes have been implemented.
It defines success criteria, business value, and transformation goals.
Exam cue. PMI links future state to benefits realization
and stakeholder alignment.
It’s often contrastedBenefits realization management-gBusiness valuetiChange strategyusiness value]], Change strategy
A • B • C • D • E • F • G • H • I • J • K • L • M • N • O • P • Q • R • S • T • U • V • W • X • Y • Z
G
GA release
General Availability
Definition. A GA release is the final, widely available version
of a product, system, or service—approved for full-scale deployment and production use.
It follows all beta, pilot, or limited-access phases.
Exam cue. Use this when the exam references product rollout,
transition to operations, or full delivProduct release
TransitionreBenefits realization management-glossary#gloss-benefits-realization|Benefits realization management]]
Gantt Chart
Definition. A Gantt chart is a timeline view
of scheduled activities and milestones, showing their durations, overlaps,
and dependencies in bar format.
Exam cue. Use Gantt charts when asked about tracking progress visually
or understanding time-based sequencing.
They are commonSchedules ActivityarProgress tracking|Activity]], Progress tracking
Gate
Phase Gate
Definition. A phase gate is a governance checkpoint
where continuation of the project is reviewed and approved
before moving to the next phase.
Exam cue. Look for formal review, acceptance criteria, or approval authority.
If the question asks when deliGovernanceyoStage gates-Close Project or PhaseStage gate]], Close Project or Phase
Geographically Dispersed Team
Definition. A geographically dispersed (virtual) team
works across time zones, locations, or cultures
and relies on digital tools for collaboration and communication.
Exam cue. Look for challenges in alignment, trust, or engagement.
Choose tools like teamVirtual teamsecTeam charterteCollaboration toolsarter]], Collaboration tools
Go/No-Go Decision
Definition. A go/no-go decision is a formal authorization
to proceed (or not) with a project, phase, or release
based on readiness, risk, and value assessment.
Exam cue. Expect this in governance, release, or phase-end questions.
It’s a checkpoint—if criteriGovernanceerBenefits realization management-gExit criteriazation management]], Exit criteria
A • B • C • D • E • F • G • H • I • J • K • L • M • N • O • P • Q • R • S • T • U • V • W • X • Y • Z
H
Handover
Transition
Definition. A handover (transition) transfers the product, service,
or result to the customer, user, or operations team.
It typically occurs at project or phase closure
and includes documentation, training, and sign-off.
Exam cue. Use this term when deliverables are accepted and responsibility shifts.
Different from project closure—it’s about the product, not the paperwoClose Project or PhaseelAccepted deliverablese]Transition plan deliverables]], Transition plan
Hands-off Governance
Thresholds
Definition. Hands-off governance sets predefined thresholds
and empowers teams to make decisions within them—
only escalating when boundaries are exceeded.
Exam cue. If a question refers to decentralized control
with escalation rules (e.g., “cost variance >10% triggers review”),
this is hands-off governanGovernancentDecision thresholdsnaMonitoring and Controllingesholds]], Monitoring and Controlling
Hardening Iteration
Iteration H
Definition. A hardening iteration is a short, timeboxed interval
used to complete remaining work, resolve defects, or prep for release.
It’s sometimes used in Agile, especially where continuous delivery isn’t mature.
Exam cue. Use this term carefully—many Agile teams avoid it.
If mentioned, it’s likely just before a GA release or Iteration nSprintssDefinition of Done|Sprint]], Definition of Done
Health & Safety
Compliance
Definition. Health and safety refer to organizational or legal standards
meant to protect people and operations during project execution.
They fall under compliance obligations.
Exam cue. If the scenario involves regulations, facilities, or physical risks—
and not just quality—choose this.
ICompliancee Risk registerliIssue logsk-register|Risk register]], Issue log
Herzberg, Fredrick
Fredrick Herzberg
Definition. Herzberg’s Motivation–Hygiene theory explains that job satisfaction and dissatisfaction come from different sources. Motivators (achievement, recognition) lead to satisfaction. Hygiene factors (salary, policies) prevent dissatisfaction but don’t drive engagement.
Exam cue. Use this when the exam asks about team performance, morale, or why someone is disengaged.
PMI uses Herzberg to frame what energMotivation theoryEngagement Assessment MatrixsaLeadership stylement Matrix]], Leadership style
Hierarchy
WBS Decomposition
Definition. In a WBS, hierarchy reflects the structured, top-down decomposition
from deliverables to work packages.
Each level becomes more detailed, supporting planning and control.
Exam cue. When asked where detail comes from in planning,
hierarchy = WBS decomposition.
Don’t confWork Breakdown Structure (WBS)*RDefine ScopeowScope baselinepe|Define Scope]], Scope baseline
A • B • C • D • E • F • G • H • I • J • K • L • M • N • O • P • Q • R • S • T • U • V • W • X • Y • Z
I
Identify Stakeholders
Definition. Identify stakeholders is the process of determining
who will be affected by the project, their interests, influence,
and potential impact—both positive and negative.
Exam cue. This is one of the first processes in initiating.
Use it when the question involves mapping influence, interests, or engagement levels.
Also Stakeholder registerd:Stakeholder analysisteEngagement assessment matrixsary#gloss-engagement-assessment-matrix|Engagement assessment matrix]]
Impact analysis
Definition. Impact analysis evaluates the consequences
of a proposed change across scope, schedule, cost, risk, and quality.
It’s a critical step before submitting or approving a change request.
Exam cue. Use this in questions about change control,
especially those asking “What should you do before approving this change?”
If impChange requestd.Integrated Change Control0-Cost impactgrated Change Control]], Cost impact
Impediment
Definition. An impediment is any condition or process issue
that slows or prevents progress—whether it’s inside or outside the team’s control.
Unlike a blocker, it may be systemic or lingering.
Exam cue. PMI uses “impediment” in Agile contexts when discussing transparency,
servant leadership, or coaching. Think of it as a broader term tBlockerupScrum MasterosAgiley#gloss-scrum-master|Scrum Master]], Agile
Incremental Delivery
Definition. Incremental delivery releases usable portions
of a product in a sequence, allowing early value delivery
and stakeholder feedback before the final product is complete.
Exam cue. Use this term when delivering partial functionality
that adds value—even if the final product isn’t doAdaptive (life cycle)d:Minimum Viable Product (MVP)(lIncrementimum Viable Product (MVP)]], Increment
Influence
Definition. Influence is a stakeholder’s ability
to affect project decisions, deliverables, or outcomes.
It may come from authority, expertise, or relationships.
Exam cue. Use influence in stakeholder salience and power-interest grid questions.
If a question says someone “can stop thStakeholder analysisd:Salience modelhoEngagement assessment matrixsary#gloss-engagement-assessment-matrix|Engagement assessment matrix]]
Influence diagram
Definition. An influence diagram is a graphical tool
that shows causal relationships among project variables,
such as risk drivers, decisions, and outcomes.
Exam cue. Use this in qualitative risk analysis
or decision-making questions that involve complex interdependencies.
It’s more abstractRisk analysisncDecision tree analysis],Risk registerion tree analysis]], Risk register
Information Radiator
Definition. An information radiator is a visible display
that communicates up-to-date project data to the team and stakeholders.
Common in Agile, examples include task boards and burndown charts.
Exam cue. If the question involves transparency, self-management,
or instant team visibility—this is your answer. Burndown chartn.Kanban boardhaAgile ceremoniesanban board]], Agile ceremonies
Initiating
Definition. The initiating process group includes the processes
used to define a new project or phase, establish authorization,
identify stakeholders, and align objectives with organizational goals.
Exam cue. Know which processes live here:
Develop Project Charter and Identify Stakeholders.
Use this group whProject charter
Identify stakeholdersr]Process groupsfy stakeholders]], Process groups
Inspection
Definition. Inspection is the examination of deliverables
to determine whether they meet requirements and acceptance criteria.
It may be performed internally or externally.
Exam cue. Choose this in Control Quality or Validate Scope
when checking physical or documented results.
Differs from testing (passControl Quality
Validate ScopeCoQuality standardsate Scope]], Quality standards
Integrated Change Control
Definition. Integrated Change Control evaluates, approves, defers,
or rejects changes to any part of the project plan or baselines
in a centralized and coordinated way.
Exam cue. This process runs throughout the project,
not just at the end.
Use it when scoChange requestd.CCB (Change Control Board)ChImpact analysisontrol Board)]], Impact analysis
Integration
Project
Definition. Integration refers to the coordination
of all aspects of a project—scope, time, cost, quality, risk, resources, and communication—
into a unified whole.
Exam cue. When a question involves bringing everything together,
resolving conflicts between baselines, or making trade-offs,
you’re Develop Project Management PlanloIntegrated Change Control0-Direct and Manage Project Workgloss-direct-and-manage-project-work|Direct and Manage Project Work]]
Integration Management
Knowledge Area
Definition. Integration Management is the knowledge area
focused on unifying and coordinating all aspects of project execution.
It includes processes like developing the project charter, managing changes,
and closing out the project.
Exam cue. This is the PM’s primary job—bringing everything together.
If a question asks who “owns” the plan or must balance Integrated Change Control0-Project charterhaProject Management Plan Project Management Plan
Interactive Communication
Definition. Interactive communication is a real-time, two-way exchange
between sender and receiver, allowing feedback and confirmation.
Examples include meetings, phone calls, chat, or video conferences.
Exam cue. This is the gold standard for clarity and alignment.
Use interactive when the exam asks about resolving conflict,
clarifying misunderstandings, or making high-impStakeholder engagement**Conflict managementemCommunications modelent]], Communications model
Interpersonal and Team Skills
Definition. Interpersonal and team skills include active listening,
conflict resolution, facilitation, leadership, and team building.
They are used in nearly every project management process group.
Exam cue. If the question is people-focused and involves communication,
empathy, or team dynamics—this is the skill set.
PMI callsLeadership stylesipConflict managementtyTeam performance management]], Team performance
Interview
Definition. An interview is a formal or informal technique
used to collect information from stakeholders, SMEs, or customers
by asking open- or closed-ended questions.
Exam cue. If the exam asks how to gather detailed input from a single source,
or explore unstructured needs, this is the tool.
Used heavily in **Collect RElicitationisFocus groupicStakeholder engagement], Stakeholder engagement
Ishikawa
Definition. Ishikawa diagram is another name for a cause-and-effect or fishbone diagram
used to identify root causes of problems or quality issues.
It organizes potential causes into categories (e.g., methods, materials, people, etc.).
Exam cue. If the question asks how to explore why something is happening,
choose this. It’s used before corRoot cause analysisteQuality toolsotInspectionity-tools|Quality tools]], Inspection
A • B • C • D • E • F • G • H • I • J • K • L • M • N • O • P • Q • R • S • T • U • V • W • X • Y • Z
J
Job Hazard/Safety Analysis
H&S
Definition. A job hazard/safety analysis identifies health and safety risks
associated with specific tasks and documents mitigation steps to reduce harm.
It is often required in regulated industries or government environments.
Exam cue. If the scenario involves physical labor, environmental risks,
or safety protocols—this term applies.
ComplianceanRisk registerliIssue logsk-register|Risk register]], Issue log
Judgment
Definition. Judgment refers to the project team’s use of experience, intuition, and logic
to evaluate situations, balance options, and make decisions in the absence of perfect data.
Exam cue. Use this when the scenario doesn’t call for formal analysis
but still requires a decision—especially under pressure or uncertainty.
Judgment is part of human-centered project leadership and Expert judgmentn.FacilitationenLeadership styletion|Facilitation]], Leadership style
Just Enough Documentation
Definition. Just-enough documentation balances clarity and traceability
with agility and speed. It avoids over-documenting while meeting governance and audit needs.
Exam cue. Choose this in hybrid/agile scenarios
where “lightweight but sufficient”Tailoring cMinimum viable governance0-Compliancenimum viable governance]], Compliance
Just In Time Estimation
Definition. Just-in-time estimation is the practice of generating estimates as close as possible to the point of execution,
using benchmarks first—then layering in expert judgment and current context.
It avoids premature precision and supports flexible, adaptive planning.
Exam cue. Use this when the exam describes planning under uncertainty, evolving scope, or late-stage refinement.
Just-in-time estimating is common in Agile and hybrid environments, and often tied to rolling-wave planning or incremental delivery.
It helProgressive elaboration [Adaptive (life cycle)ioRolling-wave planningife cycle)]], Rolling-wave planning
Just In Time Planning
Definition. Just-in-time planning is an adaptive planning strategy
that defers detailed decisions until the last responsible moment.
It allows the team to respond to change by refining plans only when necessary.
Exam cue. Use this when the exam describes backlog refinement, rolling-wave approaches,
or planning inside an Agile or hybrid environment.
It pIteration planningReBacklogn-Rolling-wave planningog|Backlog]], Rolling-wave planning
Justification
Definition. Justification is the documented rationale
for initiating a project or taking a specific course of action.
It describes the need, value, and feasibility of the effort,
often aligned with strategic or business goals.
Exam cue. Use this when the exam asks “Why is this project happening?”
or how a PM supports stakeholder buy-in, resource allocation, or funding.Business casetmStrategic alignment cBenefits realization management-glossary#gloss-benefits-realization|Benefits realization management]]
A • B • C • D • E • F • G • H • I • J • K • L • M • N • O • P • Q • R • S • T • U • V • W • X • Y • Z
K
Kanban
Definition. Kanban is a visual workflow method
that manages work using pull systems and WIP limits.
It supports flow-based delivery with focus on cycle time and throughput.
Exam cue. Choose Kanban when questions reference continuous delivery,
limiting WIP, or vWork in Progress (WIP)eaKanban boardk Flow efficiency|Kanban board]], Flow efficiency
Kanban board
Definition. A Kanban board is a visible queue of work
structured into columns (e.g., To Do, Doing, Done)
that shows status and limits WIP across a flow.
Exam cue. Used in Agile and flow-based teams
for self-management, transparency, and quick status checks.
LooKanbanpuInformation radiatorbaWork in Progress (WIP)formation radiator]], Work in Progress (WIP)
Key Performance Indicator
KPI
Definition. A KPI is a specific, measurable indicator
that tracks progress toward a project or business goal.
It often supports dashboards and reports.
Exam cue. Use KPI in monitoring questions.
If asked how to measure value, performancPerformance reportlaStatus reporterBenefits realization management-glossary#gloss-benefits-realization|Benefits realization management]]
Key Stakeholder
Definition. A key stakeholder has outsized influence
or investment in project success—such as sponsors, regulators, or executives.
They often have decision authority or veto power.
Exam cue. Choose this term when someone controls funding,
can block progress, or signs off on acceptance.
DiffeStakeholder registerd:Salience modelhoEngagement assessment matrixsary#gloss-engagement-assessment-matrix|Engagement assessment matrix]]
Key Success Criteria
Definition. Key success criteria are the measurable conditions
by which a project will be judged successful.
They’re agreed upon early and should tie to business value.
Exam cue. Use this when exam questions reference sponsor satisfaction,
business case goals, or value deProject charter
Benefits realization management-gAcceptance criteriaement]], Acceptance criteria
Kickoff Meeting
Definition. The kickoff meeting starts the project/phase
by aligning the team and stakeholders on scope, expectations,
roles, schedule, and ground rules.
Exam cue. If the exam says “What should the PM do first with the team?”,
this is yTeam charteresCommunications management plan[9Stakeholder engagement], Stakeholder engagement
Knowledge Repository
Definition. A knowledge repository is a centralized location
where the organization stores lessons learned, templates, checklists, project archives, and procedural knowledge.
It supports planning, continuous improvement, and cross-project learning.
Exam cue. Use this when the exam refers to accessing past project information,
using templates, or institutionalizing knowledge.
If a team captures lessons learned and wants to use them later—this is where they Lessons learned register[9Organizational Process Assets (OPA)ssContinuous improvement], Continuous improvement
Knowledge Transfer
Definition. Knowledge transfer ensures critical know-how
moves from one person, team, or phase to another
through documentation, mentoring, or collaborative processes.
Exam cue. PMI emphasizes this during project transitions
or handovers.
UseLessons learned register[9Handover (transition)arOrganizational Process Assetsransition)]], Organizational Process Assets
Known Unknowns
Definition. Known-unknowns are risks that fall into known categories,
but their timing, probability, or impact is uncertain.
They are managed using contingency reserves—planned buffers built into the budget or schedule.
Exam cue. Use this when the question describes planning for identifiable risks
(e.g., weather delays, supplier issues) that may or may not occur.
This is different from unknown-unknowns, which are sContingency reservelaManagement reservereRisk registeranagement reserve]], Risk register
Lessons Learned
Definition. Lessons learned are the insights, observations, and outcomes
gathered from a project or phase—what worked, what didn’t, and why.
They’re used to improve future performance, reduce repeated mistakes, and reinforce best practices.
Exam cue. Use this when the exam refers to post-project reflection, continuous improvement,
or team retrospectives.
Lessons learned are recorded throughout but **finalized during Close Project or PLessons learned register[9Knowledge repositoryteContinuous improvement], Continuous improvement
A • B • C • D • E • F • G • H • I • J • K • L • M • N • O • P • Q • R • S • T • U • V • W • X • Y • Z
L
Lessons Learned Register
Definition. A project document used to record knowledge gained
during the project—what went well, what didn’t, and recommendations for future efforts.
It’s updated throughout the project and finalized at closure.
Exam cue. If a question involves improvement, reflection, or handoff—this is the tool.
It supports continuous improvement and is stored in the knowledge rClose Project or PhaseelOrganizational Process Assets (OPA)haKnowledge repositoryPA)]], Knowledge repository
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M
McGregor, Douglas
Douglas McGregor
Definition. Douglas McGregor’s Theory X and Theory Y describe two opposing views of team motivation.
Theory X assumes people dislike work and need strict control.
Theory Y assumes people are self-motivated and seek responsibility.
Exam cue. Use this when the exam asks about leadership style, engagement, or how a PM views the team.
Theory X leaders tend to micromanage.
Theory Y leaders empower and delegate.
PMI leaLeadership style
Motivation theoryhiTeam chartery|Motivation theory]], Team charter
Make-or-Buy Analysis
Definition. Make-or-buy analysis evaluates whether to produce a deliverable in-house
or purchase it externally, based on cost, capability, time, and risk.
Exam cue. Use this when the exam asks about procurement decisions
or when trade-offs must be made between control and cost.
Often paired with **procuremProcurement management Cost-benefit analysist]Risk analysis-benefit analysis]], Risk analysis
Manage Project Knowledge
Definition. This process uses existing knowledge and creates new knowledge to achieve project objectives. It emphasizes collaboration, lessons learned, and knowledge sharing.
Exam cue. If the question involves improving future performance
or transferring insight, this is your process.
Tied Organizational Process Assets*RLessons learned register[9Knowledge transferegister]], Knowledge transfer
Management By Exception
Definition. Management by exception is a governance strategy
where leaders only intervene when performance deviates
beyond established thresholds.
Exam cue. If a question involves escalation rules or variance thresholds
(e.g., CPI < 0.9 triggers review), this is the concept.
LiGovernanceovMonitor and Control Project Work[[Thresholdsnd Control Project Work]], Thresholds
Management Plan
Definition. A management plan is a document that outlines how a specific area of the project will be defined, planned, executed, and monitored.
Examples include the risk management plan, scope management plan, and quality management plan.
Exam cue. If the question asks “how will we manage this part?”—this is the answer.
Look for it in scope, risk, comms, or quality questions.
Each plaProject Management Plan [Risk management planlaScope management plann]], Scope management plan
Management Reserve
Definition. Management reserve is sponsor- or executive-controlled funding
for unknown-unknowns—risks not identified during planning.
It is not included in the cost baseline but is part of the overall budget.
Exam cue. Distinguish this from contingency reserve,
which is for known risks.
If the question involves surprise events oContingencyapRisk management planncCost baselinek management plan]], Cost baseline
Matrix Organization
Definition. A matrix organization blends functional and project structures
so team members report to both a functional manager and a project manager.
It may be weak, balanced, or strong depending on PM authority.
Exam cue. Look for confusion, dual reporting lines, or shared resources.
Matrix is the most common real-worProjectized organization[9Functional organization [Organizational structure[90-glossary#gloss-organizational-structure|Organizational structure]]
Milestone
Definition. A milestone is a significant point or event
in a project’s schedule that marks progress or a decision point.
Milestones have zero duration and do not consume resources.
Exam cue. If a question mentions “progress markers” or “completion checkpoints,”
you’re dealing with milestones. Schedulee Phase gateglStatus reporte-gate|Phase gate]], Status report
Milestone Chart
Definition. A milestone chart is a schedule visualization
that displays only major milestones—used for executive-level communication
and phase reviews.
Exam cue. Choose this when the exam describes high-level reporting,
simplified timelines, or sponsor Milestone kStatus reportleProgress trackingus report]], Progress tracking
Minimum Viable Governance
Definition. Minimum viable governance is the lightest framework
of rules and oversight needed to ensure project alignment, control, and compliance
without burdening agility or speed.
Exam cue. Use in hybrid/agile questions asking how to balance autonomy
with risk and accTailoring aJust-enough documentation0-Governancest-enough documentation]], Governance
Minimum Viable Product
MVP
Definition. An MVP is the smallest deliverable that provides usable value to stakeholders
and supports feedback-driven development.
Exam cue. Use when asked about early delivery, stakeholder validation,
or reduced scope in agile/hybridIncremental deliveryd:Product backlogntRelease planninguct backlog]], Release planning
Mitigate Risk
Definition. Mitigating a risk means taking action to reduce the probability or impact
of a threat so it becomes tolerable. You’re not avoiding it—you’re softening the blow.
Exam cue. Choose this when the threat can’t be dodged or outsourced,
but you’ve got time to weaken it.
Think: backups, extra training, stronger materials—anything that lowers risk exposure.
If it sounds like *Risk registeratContingency planskRisk response strategies[90-glossary#gloss-risk-response-strategies|Risk response strategies]]
Monitor and Control Project Work
Definition. This process tracks, reviews, and regulates progress
toward project performance objectives, and initiates changes as needed.
It ensures the project stays aligned with the plan.
Exam cue. If the question asks how to manage ongoing performance,
generate forecasts, or trigger change requests—this Performance reportlaChange requestfoIntegrated Change Control0-glossary#gloss-integrated-change-control|Integrated Change Control]]
Monitor Stakeholder Engagement
Definition. This process ensures that stakeholder relationships
are maintained and adjusted as needed.
It tracks engagement effectiveness and informs updates to plans or tactics.
Exam cue. Use when a question asks how to respond
to disengaged, resistant, or newly impacted stakeholdersStakeholder engagement planosEngagement assessment matrixsaCommunications management planssary#gloss-communications-management|Communications management plan]]
Monte Carlo Simulation
Definition. Monte Carlo simulation uses randomized probability models
to simulate thousands of project scenarios and analyze outcome ranges.
Exam cue. Choose this when a question references probabilistic forecasting,
quantitative risk analysis, or “what-if” scenarioRisk analysisrvContingencynaQuantitative risk analysis]], Quantitative risk analysis
Motivation Theory
Definition. Motivation theory explores what drives individual performance.
PMI often references Maslow, McGregor, Herzberg, and others
to explain engagement, behavior, and leadership impact.
Exam cue. If the exam asks about team morale, incentives, or what motivates people—
link to theory.
Examples: Maslow (needs), HerzberLeadership styless)Team performanceshEmotional intelligence], Emotional intelligence
Multicriteria Decision Analysis
Definition. This tool evaluates options against weighted criteria—
like cost, time, risk, and quality—to aid complex decisions.
Exam cue. If a question asks about prioritizing or choosing between options,
especially when many variables are in play—this is yourWeighted scoring model Procurement management],Decision-making techniquesglossary#gloss-decision-making-techniques|Decision-making techniques]]
A • B • C • D • E • F • G • H • I • J • K • L • M • N • O • P • Q • R • S • T • U • V • W • X • Y • Z
N
Near-Critical Path
Definition. Near-critical paths are network paths
that have low float and could become critical if delayed.
They require close monitoring even if they’re not currently critical.
Exam cue. If the question mentions activities with small slack
or risk of becoming critical, thFloatatSchedule network diagram[9Critical pathe network diagram]], Critical path
Needs Assessment
Definition. A needs assessment gathers data
to justify the business problem or opportunity behind a project.
It supports business case development.
Exam cue. Use this in early-stage questions
asking why a project existsBusiness caseenBenefits management plan[9Feasibility studyment plan]], Feasibility study
Negotiation
Definition. Negotiation is a structured discussion
to align on terms, resolve conflicts, or make decisions.
Used in team building, procurement, and stakeholder management.
Exam cue. If you’re resolving differences in schedule, cost, or roles—
this is your tool.
Appears in **ProStakeholder engagement Conflict managementemContractsement|Conflict management]], Contracts
Negotiation strategy
Definition. A negotiation strategy defines the plan
for how to approach negotiation—framing objectives, walk-away points,
concessions, and tactics.
Exam cue. If the question asks about preparing for negotiation,
or “how to gain agreement,” this is the ansProcurement management Conflict managementemContractsement|Conflict management]], Contracts
Net Present Value (NPV)
Definition. NPV discounts future cash flows
to today’s dollars to evaluate profitability.
Positive NPV = project is financially viable.
Exam cue. Know NPV vs IRR:
NPV is in currency, higBusiness caseioCost-benefit analysise]Payback periodenefit analysis]], Payback period
Network Diagram (schedule)
Definition. A project schedule network diagram visualizes
activities and their dependencies.
Used for sequencing, float analysis, and critical path.
Exam cue. If asked to identify path, float, or dependencies—this is the tool.
Tied to **ScheduleckSequence ActivitiesedSchedule baselinectivities]], Schedule baseline
Node
Definition. In Precedence Diagramming Method (PDM), a node
represents an activity and is connected via dependencies.
Each node contains duration, start, and finish data.
Exam cue. Know that PDM = AON (Activity-on-Node).
If the question includes logic tiPrecedence Diagramming Method (PDM)teSequence Activities(PSchedule network diagram[90-glossary#gloss-schedule-network-diagram|Schedule network diagram]]
Communication Noise
Noise
Definition. Noise is any distortion or interference
that affects how a message is received.
It can be physical, psychological, semantic, or technological.
Exam cue. If the message is misunderstood or lost,
this is the cause.
PMI emCommunications modeld:Stakeholder engagement],Feedbackment|Stakeholder engagement]], Feedback
Non-compliance
Definition. Non-compliance is failure to meet legal, contractual,
or internal requirements—posing risk to project success and reputation.
Exam cue. If a question includes audits, laws, standards,
or escalations—this is likCompliancentIssue logosRisk registersue-log|Issue log]], Risk register
Non-functional Requirements
NFR
Definition. NFRs describe how a system performs—reliability, scalability, security—
not what it does.
They define quality attributes.
Exam cue. Use this when the exam asks about constraints, service levels,
or perfoRequirements documentationglScope baselines Quality metricscope baseline]], Quality metrics
Norming
Definition. The third stage of team development—
where rules are accepted, relationships strengthen, and collaboration begins to flow.
Roles become clearer, and trust builds.
Exam cue. If the exam describes rising cooperation, shared ownership, or smoother work—this is yourTuckman stagesinServant leadership sDevelop Team|Servant leadership]], Develop Team
Not-to-Exceed
NTE
Definition. A Not-to-Exceed clause places a ceiling on total compensation,
even in variable-cost contracts like T&M.
The seller absorbs overruns beyond the agreed maximum.
Exam cue. If the exam mentions buyer protection, flexible work with cost caps, or controlling vendor overages—this is the term.T&M contractseRisk sharingntContract typesng|Risk sharing]], Contract types
A • B • C • D • E • F • G • H • I • J • K • L • M • N • O • P • Q • R • S • T • U • V • W • X • Y • Z
O
Objective
Definition. An objective is a specific outcome the project aims to achieve.
It can relate to schedule, cost, quality, performance, or stakeholder satisfaction.
Objectives help define success.
Exam cue. If the exam asks “What is the goal of this project?” or “How do we define success?”—this is your term.
Objectives must be defined early, aligned Business valuereDeliverable-vProject chartere|Deliverable]], Project charter
OKR
(Objectives and Key Results)
Definition. OKRs link a high-level objective with 3–5 measurable key results that indicate success. The objective describes what you’re trying to achieve; the key results describe how you’ll know you’re making progress. OKRs are often used to align teams with organizational goals and to foster accountability and transparency in results-driven environments.
Exam cue. If the exam scenario involves aligning project efforts with organizational strategy or tracking value-based outcomes, OKRs are the right match. Don’t confuse them with simple KPIs—OKRs emphasize progress toward transformation, not just completion. A strong OKR has a bold qualitative statement and several quantitative key results. Watch for them in AgBenefits management plan[9Objective (SMART)geKey success criteriaRT)]], Key success criteria
Operational Handover
(transition)
Definition. Operational handover transfers the product or result to the team responsible for ongoing support, use, or maintenance. It typically includes documentation, training, warranties, and service level agreements, and it happens at project or phase closure.
Exam cue. If a question involves finalizing delivery, handing off a product to users or maintenance, or transferring long-term responsibility—this is the concept. The project manager ensures the product is not just complete, but also ready for sustainable use. Watch for this in Close Project, especially when operational contiClose Project or Phase*RHandover (transition)ojAccepted deliverables)]], Accepted deliverables
Opportunity
(risk)
Definition. An opportunity is a positive risk—an uncertain event that, if it occurs, could benefit the project. It might improve schedule, reduce cost, or enhance quality. Opportunity responses include exploit, enhance, and share.
Exam cue. The exam often tests your ability to spot positive risks and choose the right response. If something good might happen (but isn’t guaranteed), it’s an opportunity. Don’t treat it like a threat—your response should aim to capitalize, not avoid. If the upside is guaranteed and highly valuable, you may choose to exploit it; ifRisk management planteRisk response strategies[9Exploit (opportunity)onEnhance (opportunity)t (opportunity)]], Enhance (opportunity)
Opportunity cost
Definition. Opportunity cost is the value of the best alternative
not selected when a decision is made. It represents the benefit you give up
by choosing one path over another—especially relevant in cost-benefit and project selection analysis.
Exam cue. If a question asks about comparing options, especially in business case analysis, watch for opportunity cost. PMI treats this as a strategic concept, not a line-item cost. It reflects what was lost by not pursuing the second-best optionCost-benefit analysisd:Payback periodenBusiness caseod|Payback period]], Business case
Organizational Breakdown Structure
(OBS)
Definition. The OBS maps the project’s work to the performing organization’s hierarchy.
It shows which departments or units are responsible for specific WBS elements
and helps connect accountability to deliverables.
Exam cue. If the question references aligning work with departments,
reporting structure, or assigning accountability across teams,
this is the right tool. Don’t confuse the OBS with the WBS—
the WBS breaks down work, the OBS assigns it.
Often used in resource planning, Work Breakdown Structure (WBS) *Responsibility Assignment Matrix (RAM)poControl account Matrix (RAM)]], Control account
Organizational Governance
Definition. Organizational governance refers to the system of rules,
policies, processes, and decision-making structures that guide how projects align
with organizational strategy, comply with standards, and maintain accountability.
Exam cue. If a scenario mentions audits, escalation routes,
oversight boards, or decision thresholds—this is your term.
Governance controls whether the project stays aligned to enterprise goals.
Don’t confuse this with project governance (day-to-day coGovernanceg Project Management Office (PMO)ovOrganizational structure[90-glossary#gloss-organizational-structure|Organizational structure]]
Organizational Process Assets
(OPAs)
Definition. OPAs are internal assets like templates, procedures,
historical information, and knowledge bases used to plan and execute the project.
They’re unique to each organization and available to the project team.
Exam cue. When asked “what input helps define how to do the work?”—
this is the answer.
Unlike EEFs, OPAs are within your control and should be tailored and reused.
They are inputsEnterprise Environmental Factors (EEFs):*Lessons learned register[9Knowledge repositoryter]], Knowledge repository
Organizational Structure
Definition. Organizational structure defines how roles, responsibilities,
and reporting lines are arranged. PMI highlights functional, matrix (weak/balanced/strong),
and projectized as key types, each affecting the PM’s authority and resource control.
Exam cue. If the question is about reporting, decision authority,
or how resources are assigned, this is the term.
Expect matrix to be the most tested.
Remember: Functional =Functional organization [Projectized organization[9Matrix organizationation]], Matrix organization
Output
Definition. An output is any tangible or intangible result
produced by a process. It could be a document, decision, deliverable, update, or plan.
Outputs are tracked, baselined, and used to control progress.
Exam cue. Watch for questions about process results.
If it asks “What comes out of this process?”—you’re looking for an output.
Be ready to distinguish between outputs (created during the process)
and deliverables (what theDeliverableliPerformance reportsraProject Management Plan Project Management Plan
Over Allocation
Definition. Over-allocation occurs when a resource is assigned to more tasks than they can complete in the available time. It results in schedule slippage, burnout risk, and quality issues if not addressed.
Exam cue. When the exam presents a resource scheduled on multiple tasks at once,
or a delay caused by resource unavailability—this is your red flag.
PMI expects the PM to resolve this by applying resource leveling,
negotiating trade-offs, or adjusting the schedule.
It often shows up in **resouResource optimizationd:Resource levelingimSchedule variance leveling]], Schedule variance
Overlapping Phases
Definition. Overlapping phases occur when a subsequent phase begins before the prior one is fully complete. This is a form of fast tracking—a schedule compression technique used to shorten timelines by performing activities in parallel rather than in sequence.
Exam cue. Use this when the exam talks about “starting work early” or “reducing schedule length.”
Overlapping phases = faster delivFast trackingatSchedule compressioninSequential phasesmpression]], Sequential phases
Owner
Definition. An owner is the person or role accountable for making sure something specific gets done—
whether it’s a requirement, risk, benefit, or deliverable. Ownership implies accountability and active tracking.
Exam cue. If the question says “Who’s responsible for this being completed, not just worked on?”—that’s the owner.
PMI assigns owneRisk owner jRequirement ownerisBenefits ownerquirement owner]], Benefits owner
A • B • C • D • E • F • G • H • I • J • K • L • M • N • O • P • Q • R • S • T • U • V • W • X • Y • Z
P
Performing
Definition. The fourth stage of team development—
where the group operates with high trust, autonomy, and shared accountability.
They solve problems with minimal supervision.
Exam cue. Use this when the team is proactive, aligned, and delivering well.
ThTuckman stagesluTeam performancekmDevelop Teamce|Team performance]], Develop Team
PERT
Definition. PERT (Program Evaluation and Review Technique) is a schedule estimation method
that uses a weighted three-point estimate to forecast duration or cost.
It assumes uncertainty and provides an expected value based on optimism, pessimism, and realism.
Exam cue. If the question asks how to estimate with uncertainty,
and gives optimistic, pessimistic, and most likely numbers—thiBeta distribution**Three-point estimateioEstimate Activity Durationsossary#gloss-estimate-activity-durations|Estimate Activity Durations]]
Portfolio
Definition. A portfolio is a collection of projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives. Portfolios focus on alignment with enterprise goals, prioritizing investments, and maximizing value delivery across initiatives—regardless of interdependencies.
Exam cue. Use portfolio when the exam asks about strategy, investment decisions, or comparing unrelated efforts. Portfolios govern what should be done—projects and programs handle how. Portfolio managers guide decision-making at the executive level and determine projectProgramgoProjectloGovernancey#Benefits management plan[90-glossary#gloss-benefits-management-plan|Benefits management plan]]
Probability Impact Matrix
PIM
Definition. The P-I matrix is a qualitative risk tool
used to prioritize risks by rating their probability and impact on a grid.
Each cell shows how risks of different severity and likelihood are ranked.
Exam cue. Use this when the exam asks for risk prioritization,
heat mapping, or whether a risk is low/medium/high.
This is not a numeric tool—it’s about judgment, not maRisk registersiRisk ownersegQualitative risk analysisry#gloss-perform-qualitative-risk-analysis|Qualitative risk analysis]]
Procurement
Definition. Procurement is the process of acquiring goods, services, or results
from outside the project team. It includes planning, contracting, negotiating, and managing relationships with vendors.
Exam cue. Use this when the exam mentions outsourcing, contracts, vendors, or third-party delivery.
Procurement shows up in cost control, risk sharing, and stakeholder engagement questionRFP (Request for Proposal)onContract typest Procurement management planossary#gloss-procurement-management-plan|Procurement management plan]]
Product Backlog
Definition. The product backlog is a prioritized list of features, enhancements, bugs, and technical work for a product. It’s owned by the Product Owner and is continuously refined as new needs emerge. In Agile environments, it replaces the detailed upfront scope document.
Exam cue. If the question mentions evolving requirements, stakeholder input during development, or value-driven prioritization, this is your answer. The backlog is dynamic—requirements are not fixed upfront. Watch for terms like “refinement,” Sprint backlogioIteration planningbaRolling-wave planningn planning]], Rolling-wave planning
Product Roadmap
Definition. The product roadmap is a high-level timeline or visual guide showing planned releases, features, and long-term product goals. It bridges the strategic vision and tactical backlog.
Exam cue. When asked how to communicate big-picture plans across sprints or teams, this is your answer. PMI expects roadmaps to be flexible but directional—used for coordination, not fixed promises. Strongly tied to Product backlog*.Stakeholder engagement],Benefits management plan[90-glossary#gloss-benefits-management-plan|Benefits management plan]]
Progressive Elaboration
Definition. Progressive elaboration is the process of developing a plan or deliverable in increasing levels of detail over time. It recognizes that early planning is often high-level and gets refined as more is known.
Exam cue. PMI loves this term in planning and scope questions. Use it when the exam mentions learning over time, re-estimating, or incremental planning. Don’t confuse it with rolling-wave planning, which is a techniquRolling-wave planning *Define ScopellDecomposedefine-scope|Define Scope]], Decompose
Program
Definition. A program is a group of related projects, subprograms, and program activities managed in a coordinated way to obtain benefits not available from managing them individually. Programs optimize cross-project dependencies, manage risks holistically, and deliver broader outcomes.
Exam cue. Use program when the question involves coordinated outcomes, shared governance, or managing related efforts to realize benefits. If the work streams are interdependent or if centralized oversight is needed, this is your keyword. PMI emphProjectfiPortfolioarBenefits realization management-glossary#gloss-benefits-realization|Benefits realization management]]
Project
Definition. A project is a temporary endeavor undertaken to create a unique product, service, or result. It has a defined beginning and end, specific objectives, and constraints on time, cost, and scope. Projects are the fundamental building blocks for delivering business value.
Exam cue. Use project when the exam focuses on execution, delivery, or tactical planning. PMI will test your ability to differentiate project management from program/portfolio management. Remember, projects are temporary and unique, and success is deProgramldPortfolioarProject Management Plan Project Management Plan
Project Management Plan
Definition. The Project Management Plan is the integrated master plan
that pulls together all subsidiary management plans (scope, schedule, cost, quality, risk, etc.)
into a single source of truth for execution, monitoring, and control.
Exam cue. If the question says “the plan” without specifying which one—assume it means this.
It’s the go-to reference for baselines, authority, change control, and tracking.
When in doubt—thManagement plan?”Change requestMaIntegrated Change Control0-glossary#gloss-integrated-change-control|Integrated Change Control]]
Proposal
Definition. A proposal is a detailed response from a seller
that describes how they will meet the buyer’s needs—including approach, schedule, team, risk management, and price.
Exam cue. Choose this when the question talks about vendor qualifications,
technical solutions, or scoring mBid aRequest for Proposal (RFP)gSource selection criteria0-glossary#gloss-source-selection-criteria|Source selection criteria]]
Prototype
Definition. A prototype is a mock-up or early version of a product or component
used to gather feedback and clarify requirements. It can be visual (storyboard), physical, or interactive.
Exam cue. If a question asks how to explore ambiguous requirements or validate ideas before building, this is your go-to. It’s most commonly tied to Agile, design thinking, and requirements workshops. ProtCollect Requirements (process)0-Facilitated workshopssDesign thinkingated workshop]], Design thinking
Pull Communication
Pull
Definition. Pull communication makes information available
so stakeholders can retrieve it when needed.
It’s used when the audience is large or the data is non-critical.
Exam cue. Choose pull when the question involves wikis, dashboards,
shared folders, or knowledge repositories.
This is passive—no message is sent.
Ideal for Knowledge repositoryteCommunications management planssDocumentations management plan]], Documentation
Push Communication
Push
Definition. Push communication delivers information from the sender
to recipients without requiring confirmation of receipt or understanding.
Examples include emails, newsletters, memos, and status reports.
Exam cue. Use push when information must be shared
but doesn’t require immediate response or interaction.
It’s efficient for routine updates—but not for complex or sensitive topics.
Common Communications management planssCommunications modellaStakeholder engagement], Stakeholder engagement
A • B • C • D • E • F • G • H • I • J • K • L • M • N • O • P • Q • R • S • T • U • V • W • X • Y • Z
Q
Qualitative Risk Analysis
Definition. Qualitative risk analysis prioritizes identified risks
by assessing their probability and impact, and documenting their urgency, ownership, and categorization.
It’s a fast, judgment-based technique used before investing in deeper (quantitative) analysis.
Exam cue. If the exam asks how to assess risk quickly or without data-heavy models, this is your go-to.
Expect terms like “risk rating,” “P-I matrix,” “heat map,” or “urgency.”
This analysis guides which risks get monitored closely or escalated.
PMI ties it directly to stakRisk registeramRisk strategyteRisk owner-strategy|Risk strategy]], Risk owner
Quality
Definition. Quality is the degree to which a deliverable meets
requirements, standards, and stakeholder expectations.
It’s not about perfection—it’s about fitness for use and consistency.
Exam cue. If the exam asks how to confirm the output is good enough—this is the concept.
Quality = conformance to requirements.
Don’t confuse internal verification (Control Quality) with customer acceptance (Validate Scope).
PMI tControl Quality
Quality standardsl Quality metricsity standards]], Quality metrics
Quality assurance
Definition. Quality assurance, also called Manage Quality,
is the process of auditing quality requirements and results to ensure standards are being followed.
It’s preventive, not corrective.
Exam cue. If the exam mentions process improvement, design reviews, or proactively preventing defects—this is your process.
It happens during execution, not just after delivery. Quality auditroQuality checklistitQuality Management Plan Quality Management Plan
Quality Audit
Definition. A quality audit is a structured review
that evaluates whether project activities comply with organizational quality policies, processes, and procedures.
Exam cue. Use this when the question involves compliance checks during execution.
It’s not about inspecting deliverables—it’s about reviewing the processes that create them.
AuditsManage Qualitys.Process improvementalQuality standardsprovement]], Quality standards
Quality Checklist
Definition. A quality checklist is a predefined list of items
to be reviewed or verified during quality control.
It ensures consistency and prevents omissions.
Exam cue. If the exam mentions standard steps, confirmation checks, or verification tools—this is your answer.
Common in **ConControl Quality
Quality metricsntQuality Management Plan Quality Management Plan
—
Quality Control
Definition. Quality control—formally called Control Quality—is the process
of monitoring and recording results of executing quality activities
to assess performance and ensure deliverables meet requirements.
Exam cue. This is the inspection phase of quality.
If the exam mentions checking, testing, sampling, or verifying outputs,
this is your answer.
Different from quality assuQuality standardsReValidate ScopealControl Qualityalidate Scope]], Control Quality
Quality Management Plan
Definition. The quality management plan describes how the project
will implement the organization’s quality policies,
including standards, metrics, assurance, and control activities.
Exam cue. This is a subsidiary plan that guides all things quality.
Expect it in planning questions, especially around preventive Project Management Plan [Quality standardsmeQuality metricsity standards]], Quality metrics
Quality Metrics
Definition. Quality metrics define how quality will be measured
for a specific deliverable or process.
Examples include defect frequency, uptime %, and number of passed test cases.
Exam cue. If the exam asks how success is measured for quality,
this is the tool.
Don’t confuse it with acceptance criteria—this is aboutQuality Management Plan [Quality standardsmeControl Qualityity standards]], Control Quality
Quality Requirements
Definition. Quality requirements define the attributes a deliverable
or process must have to meet stakeholder expectations or comply with standards.
They’re used to set scope and establish evaluation criteria.
Exam cue. These show up in scope and requirements questions—
especially those dealing with non-functional needs like performance, reliability, or complianRequirements documentationglQuality metricsdoScope baselineQuality metrics]], Scope baseline
Quality Standards
Definition. Quality standards are official benchmarks
established by organizations or industry bodies
that define acceptable levels of performance, consistency, and reliability.
Exam cue. If the question references ISO, OSHA, CMMI, or internal standards,
this is the keyword.
These are inputs to the quality plan—used toQuality Management Plan [Quality requirementslaQuality auditlity requirements]], Quality audit
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R
RACI
Definition. RACI is a type of responsibility assignment matrix
that clarifies roles by labeling each participant as Responsible, Accountable,
Consulted, or Informed for each activity or deliverable.
Exam cue. If the question asks how to resolve role confusion,
or how to ensure everyone knows their job, RACI is your answer.
“Responsible” = does the work,
“Accountable” = owns the result,
“Consulted” = gives input,
“Informed” = kept in the loop.
RACI appears in **resource managemenResponsibility Assignment Matrix (RAM)poTeam chartergnOrganizational structure[90-glossary#gloss-organizational-structure|Organizational structure]]
Release Planning
Definition. Release planning maps out when product increments
or features will be delivered over time. It sets delivery cadence,
aligns team and stakeholder expectations, and supports value delivery.
Exam cue. When the exam asks “How do you plan multiple deliveries over time?”
or “How do stakeholders know when to expect updates?”—this is your tool.
Common in Agile and hybrid life cycles.Product backlogs.Incremental deliveryloMinimum Viable Product (MVP)tal delivery]], Minimum Viable Product (MVP)
Resource
Definition: A resource is anything you use to get the project done—people, equipment, materials, tools, facilities, even time.
Resources can be physical (like laptops) or human (like a developer or sponsor).
If you need it to deliver work, it’s a resource.
Exam cue. If the question is about assigning, acquiring, leveling, or overloading something—you’re dealing with resources.
PMI might frame it as “Which resource is required?” or “What’s the constraint?”
Also appears in scheduling (calendarResource management plan[9Assign resourcesgeOver-allocation (resource)esResource optimization)]], Resource optimization
Responsibility Assignment Matrix
(RAM)
Definition. A RAM is a table that connects WBS elements
to team members, showing who is responsible for what.
RACI is a common format of a RAM.
Exam cue. If the exam asks “who owns this task?” or how to clarify deliverable ownership,
this is the tool.
It brings together the WBS (what gets done) and the OBS (who does it).
OftenRACIg*Work Breakdown Structure (WBS)-rOrganizational Breakdown Structure (OBS)ational-breakdown-structure|Organizational Breakdown Structure (OBS)]]
Request for Proposal
RFP
Definition. An RFP is a formal procurement document used
to request detailed solutions from vendors on how they will meet the buyer’s needs.
It includes scope, technical specs, evaluation criteria, and contract terms.
Exam cue. If the exam says the buyer needs to see the vendor’s plan, approach, or method—this is an RFP.
Use it when the buyer doesn’t know exactly how the woSource selection criteria0-BidonBidder conferences-bid|Bid]], Bidder conference
Requirements Management Plan
Definition. The requirements management plan defines
how project requirements will be collected, documented, analyzed,
tracked, and updated throughout the life cycle.
Exam cue. Choose this when asked how the project manages changes
to requirements or how traceability is maintained.
This plan outlines how you’ll prevent scope creep, ensure deliverables meScope baselineveRequirements traceability matrixssIntegrated Change Controltrix]], Integrated Change Control
Requirement Owner
Definition. A requirement owner is the person accountable for ensuring a specific requirement is fulfilled
and traceable throughout the project. They often participate in verification and validation activities.
Exam cue. If the question says “Who ensures this requirement is actually delivered?”—this is the owner. Requirements traceability matrixarValidate ScopeeaOwneross-validate-scope|Validate Scope]], Owner
Requirements Traceability Matrix
Definition. The Requirements Traceability Matrix (RTM) maps requirements
to their origin, related design/build/test elements, and final delivery.
It helps ensure that every requirement is addressed and verified.
Exam cue. If asked how to ensure nothing gets lost between planning and delivery,
or how to validate scope alignment—this is the tool.
Also supports change control and impact analysis.
FrequentRequirements management plansaValidate ScopemaScope baseline|Validate Scope]], Scope baseline
Responsibility Assignment Matrix
(RAM)
Definition. A RAM is a table that connects WBS elements
to team members, showing who is responsible for what.
RACI is a common format of a RAM.
Exam cue. If the exam asks “who owns this task?” or how to clarify deliverable ownership,
this is the tool.
It brings together the WBS (what gets done) and the OBS (who does it).
OftenRACIg*Work Breakdown Structure (WBS)-rOrganizational Breakdown Structure (OBS)ational-breakdown-structure|Organizational Breakdown Structure (OBS)]]
Return on Investment
(ROI)
Definition. ROI expresses the financial return
relative to the investment cost. It’s a profitability metric
used in business cases to justify project selection.
Exam cue. Choose ROI when the question asks about financial value,
return, or how to compare project options.
It’s a simple ratio: gain ÷ cost. PMI often uses ROI alongside other tools
like NPV and IRR—but this Business caseldBenefits management plan[9Opportunity costgement plan]], Opportunity cost
Risk
Definition. A risk is an uncertain event or condition
that, if it occurs, has a positive or negative effect on project objectives.
It can affect scope, schedule, cost, quality, or team performance—and may be either a threat or an opportunity.
Exam cue. Don’t assume risk = bad.
PMI treats risk as neutral until qualified—so read carefully.
If it might help the project, it’s an opportunity. If it might hurt it, it’s a threat.
Expect to see this term in plRisk registertiRisk strategyteContingency plansk strategy]], Contingency plan
Risk owner
Definition. The risk owner is the person assigned to monitor, report on, and respond
to a specific risk. They are responsible for triggers, response actions, and updates to the risk register.
Exam cue. If PMI asks “Who ensures the risk is managed?”—this is your term.
Every priority risk in the risk register should have an owner.
Risk registerppRisk strategyteOwnergloss-risk-strategy|Risk strategy]], Owner
Risk Register
Definition. The risk register is a living document
that captures all identified risks along with their characteristics:
probability, impact, responses, triggers, status, and ownership.
Exam cue. If the question says “where is this risk recorded?”
or “how do you update risk responses?”, this is the core document.
It supports the entire risk management cycle.Risk management planteContingency plangeRisk ownery-plan|Contingency plan]], Risk owner
Risk Response
Definition. A risk response is a deliberate action taken to address a specific risk—
either to reduce a threat or increase the chance of an opportunity.
Responses are planned during risk strategy and executed when triggered.
Exam cue. If the question asks “What should the PM do about this risk?”—this is the bucket.
Know the menu: Avoid, Mitigate, Transfer, Accept (for threats) and
Exploit, Enhance, Share, Accept (for opportunities).
ARisk strategyowContingency planskRisk register|Contingency plan]], Risk register
Root Cause Analysis
Definition. Root cause analysis digs into underlying causes of problems
rather than just treating symptoms. It’s a critical step before choosing
corrective or preventive action.
Exam cue. If the question involves a recurring defect,
unexplained failure, or a quality issue—this is your tool.
Common techniques include Ishikawa diagrams, 5 Whys, and **flowchaQuality toolsfiCorrective actionitDefect repairCorrective action]], Defect repair
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S
Salience Model
Definition. The salience model categorizes stakeholders
based on power, urgency, and legitimacy to determine
how much attention they should receive from the project team.
Exam cue. Use this when the exam asks how to prioritize stakeholders,
especially when you have limited time or conflicting needs.
If someone has all three attributes, they’re a definitive stakeholder and must be engaged closely. Stakeholder analysisteEngagement assessment matrixsaCommunications management planssary#gloss-communications-management|Communications management plan]]
Schedule Baseline
Definition. The schedule baseline is the approved version
of the project schedule, including start and finish dates,
used to compare actual performance to the planned timeline.
Exam cue. If a question asks, “what are we measuring schedule variance against?”
—this is your term.
Once approved, the schedule baseline is frozen and only changed through formal change control.
Used for tBaselinemaSchedule variance|BProject Management Plan Project Management Plan
Schedule Compression
(fast-tracking, crashing)
Definition. Schedule compression shortens the timeline
without changing scope by overlapping tasks (fast-tracking)
or adding resources (crashing).
Exam cue. If the exam asks how to recover from a delay,
meet a deadline, or deliver earlier—choose a compression strategy.
Fast-tracking increases risk; crashing increases cost. Critical pathtiFast-trackingatCrashingfast-tracking|Fast-tracking]], Crashing
Scope Baseline
Definition. The scope baseline is the approved version
of project scope, WBS, and WBS dictionary.
It defines what is included—and excluded—from the project.
Exam cue. If the question involves scope creep, requirement change,
or deliverable verification, this is your reference point.
It’s frozen once approvWork Breakdown Structure (WBS) *Validate ScopeStProject scope statementScope]], Project scope statement
Scope Creep
Definition. Scope creep is unauthorized or uncontrolled expansion
of project scope without corresponding time, cost, or resource adjustments.
It usually happens incrementally and often goes unnoticed until late.
Exam cue. PMI expects you to prevent scope creep,
not just react to it.
Use a strong change control process, validate scope fScope baseline iChange request|SValidate Scope|Change request]], Validate Scope
Scrum Ceremonies
Definition. Scrum ceremonies are fixed-length Agile events
that structure team rhythm and accountability.
They include: Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective.
Exam cue. Use this term when the exam references team cadence,
timeboxes, or how feedback is gathered and applied.
Each ceremony has a distinct purpose—planning aligns goals,
daily scrum synchronizes effort, reviews demo the product, and retrospectives improve the process.
Expect these in **AgilSprintunRetrospectiveosServant leadershippective]], Servant leadership
S.M.A.R.T
Definition. A SMART objective is a well-structured project goal that is:
Specific, Measurable, Achievable, Relevant, and Time-bound.
This framework helps clarify expectations and track results.
Exam cue. Use this when the exam references goal clarity, metrics, or performance criteria.
SMART = the checklist for whether an objective is soliObjectivet’Key performance indicator (KPI)ObBenefits realizationPI)]], Benefits realization
Source Selection Criteria
SSC
Definition. Source selection criteria are the predefined rules and metrics
used to evaluate vendor proposals fairly and consistently.
They may include cost, technical capability, past performance, and compliance with requirements.
Exam cue. Use this when the exam asks “How do you choose the best vendor?”
This is where scoring models, weighted matrices, and structured reviews live.
If Request for Proposal (RFP)olConduct ProcurementsFPMulticriteria decision analysisloss-multicriteria-decision-analysis|Multicriteria decision analysis]]
Sprint
Definition. A sprint is a fixed-length timebox in Agile
(typically 1–4 weeks) during which a usable product increment is created.
The scope is locked once planning ends.
Exam cue. This is Agile’s heartbeat.
If the question asks how often delivery happens, or what defines iteration cadence—this is your term.
PMI expects you to know what happens before, during, and after a sprint.
Velocity, backlogIteration planningReProduct backlogtiIncremental deliveryroduct backlog]], Incremental delivery
Stakeholder
Definition. A stakeholder is any person, group, or organization
who may affect, be affected by, or perceive themselves to be affected by the project.
They include sponsors, customers, team members, users, vendors, regulators—even people who just have an opinion.
Exam cue. If the question involves engagement, resistance, communication, or expectations—it’s about stakeholders.
PMI expects you to identify, analyze, and manage them from day one.
They donStakeholder registerteSalience modelhoEngagement Assessment Matrix (SEAM)oss-engagement-assessment-matrix|Engagement Assessment Matrix (SEAM)]]
Stakeholder Engagement Assessment Matrix
SEAM
Definition. SEAM compares each stakeholder’s current engagement level
(e.g., unaware, resistant, neutral, supportive, leading)
to their desired level and helps plan engagement strategies.
Exam cue. If a question involves stakeholder attitude, behavior change,
or tracking engagement over time—this is your answer.
It’s often used to identify gaps in support and focus communication efforts accordingly.Stakeholder engagement planosSalience modelenCommunications management planssary#gloss-communications-management|Communications management plan]]
Stakeholder Mapping
Definition. Stakeholder mapping visualizes influence/interest/power
to inform engagement strategies.
Tools include power-interest grids, salience models, and engagement matrices.
Exam cue. Use this early in stakeholder planning
when deciding how to engage or prioritize individuals.
It’Stakeholder analysisd:Engagement assessment matrixsaSalience modelsessment matrix]], Salience model
Stakeholder Register
Definition. The stakeholder register is a document
that records stakeholder names, roles, influence, requirements, and engagement needs.
It is created early and updated throughout the project.
Exam cue. If asked where stakeholder information is tracked,
or how to support communication and engagement planning—this is the tool.
It’s an **output of Identify StakeholdersIdentify Stakeholdersd:Engagement Assessment Matrix (SEAM)osStakeholder analysisAM)]], Stakeholder analysis
Statement of Work
(SOW)
Definition. The Statement of Work describes the products or services
to be delivered under a contract. It includes objectives, deliverables, milestones,
and technical specs.
Exam cue. If the exam question mentions procurement documentation,
supplier expectations, or contract terms—this is your term.
SOWs clarifProcurement management**Request for Proposal (RFP)enSource selection criteria0-glossary#gloss-source-selection-criteria|Source selection criteria]]
Storming
Definition. The second stage of team development—
when conflict emerges, personalities clash, and frustration rises
as people test boundaries and leadership.
Exam cue. Use this when the team is arguing or resisting roles.
PMI expects the PM toTuckman stagesigConflict managementtaLeadership stylenflict management]], Leadership style
Sustainment
(support/ops readiness)
Definition. Sustainment ensures support, monitoring, and maintenance
after the project is complete. It covers how the product or service will continue
operating successfully within the business.
Exam cue. Use this when the question is about post-handover responsibilities,
such as who supports the product after delivery.
Often part of transition planning or business case ROI realization.
Common in **CloOperational handover (transition)loBusiness valueerBenefits realization management-glossary#gloss-benefits-realization|Benefits realization management]]
System Testing
Definition. System testing validates the integrated system
as a whole to ensure it meets the defined requirements.
It comes after unit and integration testing and simulates real-world use.
Exam cue. If the exam asks how you confirm that the entire system works together,
and meets both functional and non-functional requirements—this is your term.
It’s a quality cControl Qualityn.VerificationitQuality metrics|Verification]], Quality metrics
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T
T&M Contract
Time and Materials
Definition. A T&M contract pays the seller based on actual time worked and materials used.
It’s flexible for scope changes and is a mix between fixed price and cost reimbursable models.
Exam cue. Choose this when scope is unclear or Agile work is being done.
Often used for consultants, iterations, or phased work.
MContract typesstRisk sharingypProcurement management], Procurement management
Tailoring
Definition. Tailoring is the process of choosing which processes, tools, and techniques to apply in a given project based on its size, complexity, culture, and environment. PMI recognizes that not every project needs every process—tailoring ensures that the approach fits the context.
Exam cue. If the question asks how to adjust your approach for a small, agile, or regulatory-heavy project—this is your answer.
It’s not about skipping steps—it’s about applying judgment to choose what’s useful and what’s noise.
Expect tailorinMinimum viable governance0-ComplianceniProcess groupsance|Compliance]], Process groups
Team Charter
Definition. A team charter defines how the team works together—including roles, goals, ground rules, communication norms, and decision-making methods. It’s created collaboratively and helps the team self-manage.
Exam cue. Use this when the question involves team formation, behavior, or resolving interpersonal conflict.
It’s especially important in Agile settings, virtual teams, or when cultural clashes arise.
PMI viStakeholder engagement**RACIr-Servant leadershipci|RACI]], Servant leadership
Threshold
(governance)
Definition. A threshold is a predefined limit or trigger point that determines when action or escalation is needed—e.g., “If CPI drops below 0.9, notify the sponsor.”
Exam cue. When the exam references “rules for when to act,” or how the team knows when to escalate—this is your keyword.
It ties directly into hands-off governance and variance monitoring.
PMI loves to use it in combination wiGovernancen Variance analysisovMonitor and Control Project WorkMonitor and Control Project Work
Time and Materials Contract
(T&M)
Definition. A T&M contract pays vendors for actual hours worked and materials used.
It’s a hybrid between fixed price and cost reimbursable models, often used when scope is uncertain.
Exam cue. Choose this when the buyer needs flexibility, but wants to cap costs or define a not-to-exceed limit.
Common in Agile procurements or consulting arrangements.
PMI will test whether you unContract typespeProcurement management],Risk sharingcurement management]], Risk sharing
Timebox
Definition. A timebox is a fixed-length interval within which a specific activity must be completed.
It is a foundational technique in Agile to enforce focus, limit waste, and protect team capacity.
Exam cue. PMI expects you to recognize timeboxing in Sprint Planning, daily scrums, demos, and retrospectives.
If the question involves “doing as much as possible in a set time”—this is it.
Don’t confuse tSprintliScrum ceremoniesriIncremental deliveryies]], Incremental delivery
Tolerance
(governance)
Definition. Tolerance defines the acceptable range of variation
for a given performance measure—like cost, time, or scope—before action is required.
It’s a built-in buffer for decision-making.
Exam cue. If the question asks “when do we escalate?”
or describes a performance deviation that might still be OK—this is your term.
PMI frames tolerance as internal governance, not slack.
Exceed it, and you’re out of bounds; ThresholdhoGovernanceosMonitor and Control Project WorkMonitor and Control Project Work
Training
(coaching and mentoring)
Definition. Training, coaching, and mentoring are capacity-building activities
used to improve team skills, performance, and adaptability.
They may be formal or informal and support knowledge transfer.
Exam cue. Use this when asked how to improve team capability,
onboard new members, or build leadership.
Coaching = short-term performance focus.
Mentoring = long-teTeam performance
Servant leadershiporDevelop Team|Servant leadership]], Develop Team
Transition
(handover)
Definition. Transition is the process of handing over project deliverables
to the customer, operations team, or support structure.
It includes readiness checks, training, and documentation.
Exam cue. This is used when the question involves going from project to business.
Not just delivery—readiness matters too.
Expect transition planning in **Close ProjeHandover (transition)osClose Project or PhasensOperational readinesse]], Operational readiness
Transition Requirements
(readiness)
Definition. Transition requirements define what’s needed
to move from current state to project completion or go-live.
They ensure users, support teams, and infrastructure are prepared.
Exam cue. If the exam talks about cutover plans, training,
or infrastructure handoff—this is what’s being addressed.
These are not product requirements—they’re operational, SustainmentelTransitionsuOperational readinessn]], Operational readiness
Triangular Distribution
Three-Point Estimate
Definition. Triangular distribution uses the average
of optimistic, most likely, and pessimistic estimates
to calculate expected duration or cost. Formula: (O + M + P) ÷ 3.
Exam cue. If the question includes three estimates
and asks how to compute a simple average—this is your formula.
Don’t confuse it with PERT, which weights the middle value more heavily.
Useful for estimEstimate Activity DurationsosPERT (three-point)teSchedule forecastee-point)]], Schedule forecast
Trigger
Definition. A trigger is a specific event or condition
that signals a risk is about to occur—or already has.
It’s part of risk planning and helps you act early, not late.
Exam cue. If the question describes early warning signs,
watch for this term.
Triggers don’t fix the problem—they say “go now.”
Example: If “team burnout” Risk registerinContingency planskRisk response|Contingency plan]], Risk response
Triple Constraint
Definition. The triple constraint refers to the traditional triangle
of scope, time, and cost—with quality at the center.
Changes to one constraint impact the others.
Exam cue. If the exam asks about trade-offs or impact analysis,
refer to the triple constraint. Changing Project Management Plan [Quality-pChange requestquality|Quality]], Change request
Tuckman Stages
Definition. Tuckman’s model describes the five predictable stages of team development:
Forming, Storming, Norming, Performing, and Adjourning.
Each stage reflects how team dynamics evolve as trust, roles, and communication mature.
Exam cue. If the exam asks about team conflict, alignment, or growth—this is the framework.
Know the order, what happens in each stage, and how the PM supports progress.
PMI uses thForming lStormingssNormingssPerformingy#Adjournings-performing|Performing]], Adjourning
A • B • C • D • E • F • G • H • I • J • K • L • M • N • O • P • Q • R • S • T • U • V • W • X • Y • Z
U
UAT Criteria
Definition. UAT criteria are the specific, testable conditions
that must be met during User Acceptance Testing to confirm that a product or service
is ready for release. They translate acceptance criteria into user-focused validation checks.
Exam cue. Use this when the exam asks, “What tells the customer it’s ready?”
These criteria are defined early (often during planning)
and guide final testing, sign-off, and handover.
IfUser acceptance testing (UAT)glAcceptance criteria(UValidate Scopeptance criteria]], Validate Scope
UAT Environment
Definition. A UAT environment is a testing workspace
that mimics production so stakeholders can validate the product.
It isolates user tests from development changes or live operations.
Exam cue. If the exam mentions testing in a “controlled” or “non-production” space—this is it.
UAT environments are part of transition and quality planning.
They ensure users get a clean, staUser acceptance testing (UAT)glOperational readiness)]Validate Scopeional readiness]], Validate Scope
Uncertainty
(performance domain)
Definition. Uncertainty is a core theme in modern project environments,
acknowledging that ambiguity, complexity, and change are always present.
It’s not just risk—it’s the unknowns we can’t predict or quantify.
Exam cue. Use this when the exam asks how to plan under shifting conditions,
or how to lead in volatility.
PMI emphasizes adapting to uncertainty using iterative pRisk management planteAgileagHybrid life cyclery#gloss-agile|Agile]], Hybrid life cycle
Units of Measure
(schedule/cost)
Definition. Units of measure define how time, cost, and effort are quantified—e.g., hours, days, person-months, USD/hour.
They ensure consistency across baselines, contracts, and estimates.
Exam cue. Use this if the exam asks about measurement clarity,
especially in contracts, schedules, or estimates.
It avoids disputes and allows apples-Cost baseline bEstimating techniquese]Schedule baselineechniques]], Schedule baseline
Update Cadence
(plans & registers)
Definition. Update cadence defines how often core documents are reviewed or refreshed—including plans, logs, registers, and stakeholder data.
It aligns team rhythms with governance expectations.
Exam cue. Choose this when the question refers to plan reviews,
reporting intervals, or stakeholder syncs.
PMI expects a defined cadence for updates—especially in adaptive environments.Communications management planssGovernancecaLessons learned register[90-glossary#gloss-lessons-learned-register|Lessons learned register]]
Upstream Dependency
Definition. An upstream dependency is a task or deliverable that must be completed
before the current work can begin. It provides input, context, or a green light for what’s next.
Exam cue. If the exam asks “Who do we depend on before starting?”—this is your lens.
Delays here cause a ripple. You may need to chase approvals,Downstream dependencyd:Schedule network diagram[9Dependency typesork diagram]], Dependency types
Urgency
(execute with urgency)
Definition. Urgency is the project team’s bias
to deliver value quickly and consistently,
rather than waiting for ideal conditions.
It reflects focus, flow, and stakeholder awareness.
Exam cue. PMI wants to see urgency without recklessness.
If the exam asks how to “maintain momentum” or “act decisively,” this is your frame.
Urgency is cultural—it flows from vision, autonomy, and cadeScrum ceremonies
Incremental deliveryieProgressive elaboration Progressive elaboration
User Acceptance Testing
(UAT)
Definition. UAT is the final step where end users validate
that the product meets business needs and acceptance criteria.
It’s part of formal validation and precedes go-live.
Exam cue. If the question involves final customer sign-off,
or “How do you know it’s ready for delivery?”—this is your answer.
It connects directly to **Validate ScUAT criteriatsValidate ScopeiaQuality controlalidate Scope]], Quality control
User story
Definition. A user story is a short, informal requirement from the perspective of a user, typically structured as: “As a [role], I want [feature] so that [benefit].”
Exam cue. Use this in Agile scope questions.
PMI emphasizes that user stories are conversation starters—
not contracts.
Product backloga.Definition of DonebaIteration planningof Done]], Iteration planning
A • B • C • D • E • F • G • H • I • J • K • L • M • N • O • P • Q • R • S • T • U • V • W • X • Y • Z
V
Validate Scope
Definition. Validate Scope is the process of formally accepting completed deliverables.
It’s performed by the customer or sponsor—not the project team—and typically follows internal quality checks.
Exam cue. If the exam asks “how do we know the work is acceptable to the customer?”—this is your answer.
It’s not technical verification (that’s Quality Control), it’s business validation.
Expect this in scope managemenAcceptance criterialaScope baselineptQuality controlcope baseline]], Quality control
Value Delivery
Definition. Value delivery is about achieving outcomes
that matter to the business and stakeholders—not just completing work.
It focuses on benefits, usability, and strategic alignment.
Exam cue. If the question mentions why the project matters,
or how to ensure the work actually helps someone—this is your lens.
PMI has shifted hard toward value delivery as the ceBenefits realization management-gBusiness valuetiStrategic alignmentvalue]], Strategic alignment
Value Engineering
Definition. Value engineering analyzes product or process functions
to reduce cost or increase quality without sacrificing value.
It’s a systematic method tied to scope and design.
Exam cue. This is a scope optimization technique.
If a question describes improving efficiency or cutting waste,
especially during planning or execution—this is your answer.
PMI treats it as Scope baselineioQuality planningpeBenefits management plan[90-glossary#gloss-benefits-management-plan|Benefits management plan]]
Value Management Plan
Definition. The value management plan describes
how value will be defined, delivered, tracked, and sustained.
It ties together benefits realization, stakeholder input, and business goals.
Exam cue. When the exam asks how you’ll ensure the project matters after delivery,
this is the answer.
It moves the conversation from deliverables to results.
You’ll see this term in quBenefits realization management-gBusiness casezaValue deliverye|Business case]], Value delivery
Variance
(schedule/cost)
Definition. Variance is the difference between planned and actual performance—used to assess project health.
It’s typically expressed in schedule or cost metrics (SV, CV).
Exam cue. If a question involves tracking progress, forecasting, or analyzing slippage—this is your term.
Variance is central to EVM and monitoring processes. Schedule baseline**Cost baselineScPerformance Measurement Baseline (PMB)formance-measurement-baseline|Performance Measurement Baseline (PMB)]]
Velocity
Definition. Velocity is the Agile team’s measured delivery rate—typically based on story points, features, or value delivered per sprint.
It helps forecast how much work can be completed in future sprints.
Exam cue. Use this when the exam mentions progress tracking or Agile forecasting.
Velocity is used to plan iterations, refine team capacity, and set stakeholder expectations.
PMI expects you to know that velocity is meSprintstBurndown charts-Capacity planningown chart]], Capacity planning
Vendor
(seller)
Definition. A vendor (or seller) is an external entity that provides goods or services to the project
through a contractual agreement. The vendor may be selected via RFP, RFQ, or other procurement methods.
Exam cue. Use this when the exam refers to third-party delivery, procurement strategies, or contractor performance.
PMI wants you to manage scope and risk in contracts while ensuring transparency and legal compliance.
Procurement manageContract typesolStatement of Work (SOW)esConduct ProcurementsOW)]], Conduct Procurements
Verification
(Control Quality)
Definition. Verification confirms that deliverables meet technical specs
through inspection, testing, or measurement. It is an internal quality process.
Exam cue. Use this when the question asks, “Did we build it right?”—not “Did the customer accept it?”
Verification is about internal standards and is handled by the project team.
Don’t confuse Control Qualityg.Validate ScopeCoQuality metricsalidate Scope]], Quality metrics
Vision statement
Definition. The vision statement describes the purpose and direction
of the project or product. It connects the team to a shared goal and anchors decision-making.
Exam cue. If the exam asks “What drives stakeholder alignment?” or “Why does this project exist?”,
look for the vision.
It’s often tProduct roadmapy.Strategic alignmentadBusiness valuetegic alignment]], Business value
Visual timeline
(milestone/Gantt)
Definition. A visual timeline displays the schedule over time
using bars or milestones. Common formats include milestone charts and Gantt charts.
Exam cue. Use this when the exam asks how to communicate schedule clearly
to stakeholders.
Milestone charts = high-level. Gantt = detailed and dependency-rich.
Schedule baseline**Schedule network diagram[9Progress trackingk diagram]], Progress tracking
VUCA
(Volatility, Uncertainty, Complexity, Ambiguity)
Definition. VUCA is a leadership lens used to understand
and respond to fast-changing, unpredictable project environments.
It emphasizes adaptive thinking and strategic foresight.
Exam cue. If the question mentions rapid change, ambiguity, or unclear paths forward—this is your context.
VUCA shows up in business environment and leadership domains.
It supports the needUncertaintyilRisk strategyaiAdaptive life cycleategy]], Adaptive life cycle
A • B • C • D • E • F • G • H • I • J • K • L • M • N • O • P • Q • R • S • T • U • V • W • X • Y • Z
W
WBS Dictionary
Definition. The WBS Dictionary provides detailed descriptions
of WBS elements—such as scope, deliverables, milestones, cost estimates, and owners.
It complements the WBS and brings clarity to each component.
Exam cue. If the question says “where is the detailed description of this work?”—this is it.
The WBS itself is just a structure—the dictionary is the definition.
Expect iWork Breakdown Structure (WBS) *Scope baselineStProject scope statement Project scope statement
Weighted Scoring Model
Definition. A weighted scoring model ranks options
against a set of criteria, each with a defined weight.
It supports decision-making when trade-offs are required.
Exam cue. Use this when the exam references vendor selection,
trade-off decisions, or prioritization based on multiple factors.
This iSource selection criteria0-Multicriteria decision analysisloProcurement management], Procurement management
What-if Analysis
Definition. What-if analysis explores alternative scenarios
based on different assumptions or constraints.
It helps anticipate outcomes and test contingency plans.
Exam cue. If the question involves planning for risk, delay, or resource shifts, this is your tool.
Often tested in schedule, cost, or risk analysis.
Expect phrasing like “WhaRisk analysisurSchedule forecast aContingency planle forecast]], Contingency plan
Work Breakdown Structure
(WBS)
Definition. A WBS is a deliverable-oriented hierarchy
that breaks down the total scope of the project into smaller, manageable components.
Each level represents increasing detail.
Exam cue. If the exam asks how the PM defines “what needs to be done,” this is your answer.
The WBS is the foundation for scope, time, cost, and risk planning.
Nothing outside the WBS should be part of the project.
PMI expects you to knScope baselineskWBS Dictionary|SWork packagenary|WBS Dictionary]], Work package
Work Decomposition
(decompose)
Definition. Decomposition breaks deliverables
into smaller, more manageable components.
Used in both WBS creation and schedule activity development.
Exam cue. Use this if the question says “how do you break down scope?”
or “how do you turn deliverables into tasks?”
Work Breakdown Structure (WBS) *Schedule baselineurDefine Activities baseline]], Define Activities
Work In Progress
WIP
Definition. WIP refers to the amount of work actively being done—but not yet completed.
In Agile and Lean, WIP limits are used to reduce multitasking, surface bottlenecks, and improve flow.
Exam cue. Use this when the question talks about workflow visibility, team overload, or focus.
Too much WIP leads to slow delivery and context switching.
PMI links WIP limiKanbanndCycle timearThroughputs-cycle-time|Cycle time]], Throughput
Work Package
Definition. A work package is the lowest-level WBS component
that can be assigned, scheduled, cost-estimated, and tracked.
It’s the smallest unit of planning in the scope hierarchy.
Exam cue. If the exam references assigning responsibility,
tracking budget, or rolling up earned value—this is Work Breakdown Structure (WBS) *Control accountruPerformance Measurement Baseline (PMB)formance-measurement-baseline|Performance Measurement Baseline (PMB)]]
Work Performance Information
Definition. Work performance information is analyzed and organized project data
used to make decisions. It includes forecasts, status, trends, and variances.
Exam cue. If the question involves reports, forecasts, or how to know what’s really happening—this is the output.
Don’t confuse this with raw work performance dataPerformance reportslaWork performance datas]Monitor and Control Project WorkMonitor and Control Project Work
Workshops
Facilitated Workshop
Definition. Facilitated workshops bring stakeholders together
to gather requirements, resolve conflict, or align expectations.
They support collaborative decision-making and scope clarity.
Exam cue. Use this when the exam involves engaging stakeholders early,
building consensus, or validating scope.
They work best wheCollect Requirements (process)0-Stakeholder engagement],Prototypent|Stakeholder engagement]], Prototype
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X
XP
(Extreme Programming)
Definition. XP is an Agile development method
that emphasizes frequent releases, close customer collaboration, and pair programming.
It’s known for continuous integration, simple design, and test-first approaches.
Exam cue. Use this when the exam asks about technical Agile methods
or how to reduce risk in software development.
XP promotes fast feedback loops and emphasizes code qualiAgiletrTimebox90Incremental deliverybox]], Incremental delivery
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Y
Y-axis
(Impact in P–I matrix)
Definition. In a Probability–Impact (P–I) matrix,
the Y-axis represents impact—how severely a risk would affect the project if it occurs.
Impact is usually ranked from low to high.
Exam cue. When the exam describes a risk matrix or asks about risk prioritization,
know that impact = Y-axis and probability = X-axisRisk registerctQualitative risk analysisryRisk strategyive risk analysis]], Risk strategy
Yes/No Gate
Definition. A yes/no (go/no-go) gate is a governance checkpoint
used to decide whether a project or phase should proceed, pause, or terminate.
Exam cue. Use this when the exam asks how leadership decides to fund or continue work.
Often seen at the end of a phase or during portfolio reviewsGovernanceisPhase gates-Benefits realization management-glossary#gloss-benefits-realization|Benefits realization management]]
Yield
(quality metric)
Definition. Yield is a quality metric that represents
the percentage of product units or outputs that meet quality standards
without needing rework or repair.
Exam cue. If a question mentions defect rates or production efficiency,
this is your answer.
Higher yield = higher efficiency and lower cost.
AppQuality metricss.Defect repairs|Control QualityDefect repair]], Control Quality
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Z
Zero float
(critical path)
Definition. Zero float means an activity has no allowable delay
without impacting the project’s finish date.
These tasks lie directly on the critical path.
Exam cue. If the question asks which tasks will delay the project
if late by even one day—this is it.
Zero float = no room for slippage.
Often testCritical pathtiSchedule baselineicFloathedule-baseline|Schedule baseline]], Float
Zero-duration Milestone
Definition. A milestone is a zero-duration event
that marks a significant point in the schedule—like phase completion, decision gates, or product handoff.
Exam cue. Use this when the question refers to tracking progress,
reporting high-level status, or coordinating across teams.
Milestones coMilestonel Visual timelineonSchedule baseline timeline]], Schedule baseline
Section Contents
- Meet the Team
- 12 Principles of Project Management
- PMI Exam Content Outline (ECO)
- PMP Interactive Glossary
- Site Map