Wideman Comparative Glossary of Project Management Terms

Wideman Comparative Glossary of Project Management Terms v3.2

Copyright
Wideman Comparative
Glossary of Common
Project Management
Terms v3.2 is copyright
by R. Max Wideman,
January, 2003.
Please feel free to point
to this document. For
non-profit purposes you
may copy this page,
either whole or as whole
definitions provided the
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File: index.htm
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Generated by program:
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Program Author:
Graham Wideman
Page Content Index | Introduction | International Recognition 1999
Sources and References | About the Author | Technical
What's New in Version 3

Order Your Copy!
Page Content Index
Glossary Notes
• We use US spelling - e.g. "program" = "programme"
• The list below shows the range of definitions on each page;
select the range containing your definition!
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
Letter From To

A
ABC Acquisition

Acquisition Control Activity File

Activity ID Administrative

Administrative Change Anecdotal

Anomaly Arrow

Arrow Diagram Authority

Authority for Expenditure Award Letter

B
BAC Baseline Plan

Baseline Review Beta testing

Bid Brainstorming

Branching Logic Build

Build, Own, Operate,
Transfer
Bypassing

C
C/SCSC CASE (2)

Cash Change Management

Change Management Plan Closure

CM
Communication Plan,
Strategic

Communication Plan,
Tactical
Computer Aided System
Engineering

Computer Cost Applications Configuration

Configuration Audit Considerations

Consistency Contingency Plan

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Contingency Planning
Contract Performance
Control

Contract Plan Control Cycle

Control Gate Cost Account

Cost Account Breakdown Cost Growth

Cost Incurred Cost Variance

Cost/Benefit Critical Design Review

Critical Event Cycle Time

D
Damages Defect

Defective Dependency

Dependency Arrow Design to Cost

Design-to Specifications Direct Project Costs

Directing Dynamic Classification

E
EAC Economist

Economy of Governance End Stage Report

End Tranche Assessment ESAR

Escalated Base Price EV

Evaluate Executive

Executive Authority Extra Works

F
f Feeding Buffer

FF Firmware

First In, First Out Forecasting

Foreign
Function, project
management

Functional Analysis Fuzzy Front End

G
G&A Guideline

H

Hammock Hypothesis

I
I/T Incentive Schemes

Inception Information Distribution

Information Flow Inspection Tightened

Inspection, Original Interface

Interface Activity Invitation

Invitation for Bid Iteration

J
JIT Just-In-Time

K
Key KSI

L
Labor Lead

Lead Contractor Leveling

Leverage LML
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Wideman Comparative Glossary of Project Management Terms v3.2

LOA Lump Sum

M
Macro Environment Manager

Manager Interfaces Material

Material Difference Messaging

Method Mission Statement

Mitigation Must Start

N
N/A Node

Non-Conformance NTE

O
O&M OPL

Opportunities Other Direct Costs

Out of Scope
Ownership of Quality
Responsibility

P
PA Pedigree

Peer Review PERT Chart

PERT Cost Planning Matrix

Planning Package Post Project Appraisal

Post Project Evaluation Prescriptive

Present Value Probity

Problem Procurement Qualifications

Procurement Ranking Production Management

Production Model
Program Evaluation and
Review Technique

Program Execution Phase Progress Payment

Progress Payments Project Brief

Project Budget Project Culture

Project Data Document Project Leadership

Project Life Cycle Project Management Team

Project Manager Project Plan

Project Plan Development Project Services

Project Sponsor Project Visibility

Project Vision PVWS

Q
QA Quality Control

Quality Criteria Quick Reaction Capability

R
RAM Regression Analysis

Regulations Request for Proposal

Request for Quotation Resource Availability

Resource Availability Date Resourcing Plan

Response Planning Risk

Risk & Readiness
Assessment
Risk Management Strategy

Risk Matrix Runaway Project
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S
S Curve Schedule Status

Schedule Update Scope Description

Scope Interfaces Self-Inspection

Self-Insurance Site Works

Situation Analysis Solving

Source Staff

Staff Acquisition Standard Proposal Schedule

Standard Time Storming

Stovepipe Success Criteria

Success Factors System

System Acceptance Systems Scope Description

T
T&M Team Development

Team Development Plan Telecommunication

Telecommunications Time and Motion Study

Time Based Network Tolerance

Tools Type

U
UB Utilization

V
VAC VE

Vendor Volume

W
Wage Work Breakdown Structure

Work Breakdown Structure
Dictionary
WYSIWYG

Y
Yield Yield

Z
Zero Based Budgeting Zero Float
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Wideman Comparative Glossary of Project Management Terms v3.2

Copyright

Wideman Comparative
Glossary of Common
Project Management
Terms v3.2 is copyright
by R. Max Wideman,
January 2003.
Please feel free to point
to this document. For
non-profit purposes you
may copy this pages
provided the above
copyright notice is
attached. For inclusion
in for-profit works,
please contact the
author at

Last updated
01-01-03
Page Content Index | Introduction | International Recognition 1999
Sources and References | About the Author | Technical
What's New in Version 3
Order Your Copy!
A Glossary that is Comparative and Linked
Do you have project communication problems?
On a project you may think you all speak the same language, but that
may not be true. Many familiar terms mean very different things to
different people. Successful project management depends on clear
communication and all participants must share a common
understanding of the terminology they use if problems are to be

avoided. Yet the diverse roots of project management have led to
many different "dialects". Consequently, project communications can
be foggy at best and down right dangerous at worst if people use the
same term to convey different meanings. In practice every project, or
certainly every program, should have its own reference glossary, but
unfortunately this is not always the case.
Our Vision: Solving the Communication Problem
At a very modest cost, a copy of this Glossary on the PC of every
project management practitioner in the world, and a copy in the study
material of every project management student!
Work-in-Progress
This Glossary is a "work-in-progress" with the objective of bringing
more order and better understanding to our world of project
management. In many cases we provide not just one meaning but
several from many authoritative sources. This illustrates the range of
opinion in even the most common terms. Moreover, most project
management terms depend on other terms for clarity and in a paper-
based glossary you have to do a lot of page turning to get a
reasonable understanding.
In this Glossary, HTML allows us to provide liberal hyperlinks that take
you to associated terms with just one click. Always review these links
and any alternatives because they often provide significant insight into
the intended meaning. Further, terms often have different meanings in
different contexts or different areas of project management
application. Some definitions are even contradictory!
We hope the Glossary will help you assemble an appropriate project
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Wideman Comparative Glossary of Project Management Terms v3.2
reference document for your projects. We have marked our
recommendation with a check mark but you may have different ideas.

Select with care - and please make sure that you include the source
references!
Acknowledgements
The Editor is indebted to the many people who have contributed to
this glossary whether wittingly or unwittingly. He is also indebted to
Graham Wideman for creating the software capable of generating this
version and to Penny Schneider for the web site art work.
For comments and suggestions, Email to:
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Wideman Comparative Glossary of Project Management Terms v3.2

Copyright
Wideman Comparative
Glossary of Common
Project Management
Terms v3.2 is copyright
by R. Max Wideman,
January 2032.
Please feel free to point
to this document. For
non-profit purposes you
may copy this page
provided the above
copyright notice is
attached. For inclusion
in for-profit works,
please contact the
author at

Last updated
01-01-03
Page Content Index | Introduction | International Recognition 1999
Sources and References | About the Author | Technical
What's New in Version 3
Order Your Copy!
International Recognition in 1999
In June, 1999, under the auspices of NASA, a group of thirty three
distinguished project management researchers and experts
representing fourteen countries on five continents met in Norfolk,
Virginia. Their purpose was to seek some world-wide unanimity on the
basic concepts reasonably claimed to form the global body of project
management knowledge.
Much progress was made during the intensive deliberations. In
particular, the need for a common understanding of an array of
project management terminology was recognized. Following
discussion, the group decided that the Wideman Comparative Glossary
of Common Project Management Terms was the best source of
definitions for their purpose. Moreover, participants in the conference
agreed to contribute additional definitions and identifed several
hundred more that should be added. These included many references
to program and programme management.
As a direct result of the conference, both through the further
contributions and requested additions, the number of entries in the
Glossary was increased from the previouis 2200 to over 4500.
However, not all of the requested additions could be sourced reliably.
In those cases, we proposed definitions based on Webster or other
related program/project texts.
Since that time the Glossary has been further updated.

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Expert Project Management - Wideman Comparative Glossary of Project Management Terms v3.2

Copyright
Wideman Comparative
Glossary of Common
Project Management
Terms v3.2 is copyright
by R. Max Wideman
January, 2003.
Please feel free to point
to this document. For
non-profit purposes you
may copy this page,
either whole or as whole
definitions provided the
above copyright notice is
attached. For inclusion
in for-profit works,
please contact the
author at

Page Content Index | Introduction | International Recognition 1999
Sources and References | About the Author | Technical
What's New in Version 3
Order Your Copy!
Project Management Glossary Sources
Source Id Source Description

APM Abstracted from Association of Project Management (UK)
APMP Syllabus 2nd Edition, January 2000, Abridged Glossary
of Project Management Terms (Rev.4)
BS British Standard
CCCP Wideman, R. M. Cost Control of Capital Projects, BiTech
Publishers Ltd, Richmond, BC, Canada, 1995
CMMG Software Acquisition Capability Maturity Model Glossary,
Carnegie Mellon Software Engineering Institute, Pittsburgh,
PA, 1999
CPMUSC Peters, G. Construction Project Management Using Small
Computers, Architectural Press, London, UK, 1984
CRMP Patel, M.B., & P.W.G. Morris. Centre for Research in the
Management of Projects (CRMP), University of
Manchester, UK, 1999
CSM A Glossary of Project Management Terms Center for
Systems Management, by Email September, 1999
DSMC Derived from the glossary of terms used by the Defense
Systems Management College, Virginia, USA
FAR US Federal Acquisition Regulation, US Government,
Washington, DC
FWH Wideman, R. M. Framework Handbook, Project
Management Institute, Newtown Square, PA, 1991
GAT A Glossary of Acquisition Terms, US Federal Acquisition
Institute, Washington, DC, 1998
ISO International Organization for Standardization, Geneva 20,
Switzerland
KSI Program management course glossary, Kingston Sorel
International 2000
MEMOPT Balfour, R. J. Chair, Members Option Report, prepared for the
Project Management Institute, 1996, Glossary, p40

MFC Communicating Project Management, John Wiley & Sons,
2003, Ch5
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MIL-STD US Military Standard
MSA Meyers B.C, P Oberndorf, Managing Software Acquisition,
Addison Wesley, NY, 2001
MSP98 Glossary, User's Guide for Microsoft Project 98, Microsoft
Corporation, 1997, p307
MSP-UK A guide to Managing Successful Programmes, glossary, Office
of Government Commerce, London, UK, 1999
NPMT Nordic Project Management Terminology, NORDNET, Reistad
Offset, Oslo, 1985
OTOB Baker, S & K. Baker. On Time/On Budget, Prentice Hall,
Englewood Cliffs, NJ, 1992
PCD Dinsmore, Paul C. President of Dinsmore Associates, in
various PMI PMNet articles
PDG Giammalvo, P. D. Consulting Practice, Jakarta, Indonesia
PMDT Cleland, D.I. & H. Kerzner. A Project Management Dictionary
of Terms
PMGdLns Project Management Guidelines (Private BC Corporation),
1995
PMH Project Management Handbook, J. K. Pinto, Editor, Jossey-
Bass, 1998
PMIS Project Management Information System (BC Government
Project), 1997
PMK00 Various original authors quoted in Project Management Body
of Knowledge Glossary of Terms, Project Management
Institute, 2000
PMK87 Various original authors quoted in Project Management Body

of Knowledge Glossary of Terms, Project Management
Institute 1987
PMK96 Various original authors quoted in A Guide to the Project
Management Body of Knowledge (known as "PMBOK®")
reprinted with the permission of the Project Management
Institute. Please refer to the entry PMBOK® for details
PMMJ97 Martin, P, & K. Tate. Project Management Memory Jogger,
GOAL/QPC, 1997 MartinTate
PMST Wagner, D. PM Software Terminology, National Information
Systems, Inc. and Gil Howard, iTECH Consulting Group Ltd
(Contact: )
PNG Projectnet Glossary, April 1997, on the web site of the UK
publication Project Manager Today
PPS&C Lewis, J. P. Project Planning, Scheduling & Control, Irwin
Professional Publishing, Chicago, 1995
PRNC2 PRINCE2 Reference Manual, Office of Government Commerce,
London, UK, 2002
QMPP Ireland, L. Quality Management for Projects and Programs,
Project Management Institute, Newtown Square, PA, 1991
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QWF Fleming, Q. W. Co-author of Earned Value Project
Management, by Email, April 2000
RAMP Risk Analysis and Management of Projects (RAMP), UK, web
site circa 1998
RMH Wideman, R. M. Risk Management Handbook, Project
Management Institute, Newtown Square, PA, 1992
RMW Wideman, R. M. Composite additions from various sources,
1998-01
RUP Rational Unified Process 2000

SA-CMM Software Acquisition Capability Maturity Model v. 1.02
Glossary of Terms,1999
SCL Terminology, Project Management Manual, Syncrude Canada
Ltd. April 1990
SPM Rosenau, M. D, Software Project Management, Lewin
Associates, Los Angeles, CA, 1988
SU Source Unknown
TGPM Tasmanian Government Project Management Glossary,
Version 3.0, 2002. See Tasmanian Government Project
Management Home Page
TM Mochal T, the TenStep Project Management Process Glossary
TML Batten, J. D, Tough-Minded Leadership, AMACOM, New York,
NY, 1989
USDoD US Department of Defense, Philadelphia, PA, USA
VPM Forsberg, K, H. Mooz, & H. Cotterham, Visualizing Project
Management, John Wiley, New York, NY, 1996
Webster Intent extracted from Webster’s US Dictionary
WST Various original authors quoted in Welcom PM Glossary,
Project Management Solutions, Internet: 1998
01 From notes provided by IT Divn, Min Tpt, BC 97
02 Various Construction Industry Institute Publications
03 Cleland, D. I. in Field Guide to Project Management, Van
Nostrand Reinhold, 1998
04 U.S. Department of Defense Directives, The US Army Library,
The Pentagon, Washington, DC, USA
05 DOD TQM Master Plan, August, 1988
06 Defense Standardization Manual
07 Ono, D, in Field Guide to Project Management, Van Nostrand
Reinhold, 1998
08 Quality Management and Quality Assurance Standards,

Geneva, Switzerland, 1996
09 From various issues of Management Today
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10 Criteria for performance management in the management of
projects, Canadian General Standards Board, approved draft
February 23, 1999
11 Turner, J.R. The Handbook of Project Based Management:
Improving Processes for Achieving Your Strategic Objectives.
1992
12 From notes provided by Canadian Treasury Board, 1984
13 Revay and Associates Limited, Montreal, PQ, Cda
14 Integrated Business Information Solutions (IBIS) project by
BC Gas Utility Ltd., PMI Project of the Year Award Program,
Feb. 1999.
15 Harris, P.R. & R. Moran. Managing Cultural Differences,
Professional Manager, January 1999, p15
16 DeYoung-Currey, J. PMI PMNet, Dec 98, p16
17 Kennedy, Dr. G. Professional Manager, May 1999, p14
18 From brochure by Management Concepts Inc. 1999
19 Helle, M. Martin Frank International, by Email February, 1999
20 Packard, V. The Pyramid Climbers
21 Verma, Vijay, & R.M. Wideman. Project Manager to Project
Leader? And the Rocky Road Between PMI 25th Annual
Seminar Symposium, Proceedings, 1994
22 From notes provided by Transport Canada, 1984
23 Turner, R. Interpreted from the Gower Handbook of Project
Management, 3rd. Edn, Ch 1
24 Ryall, M. J. International Magazine of the Institution of Civil
Engineers, UK, July 1999, p35

25 Mazur, G. University of Michigan College of Engineering, by
Email October, 1999
26 Mitchell, G. A. Mason & Hanger Corp., Texas, by Email
October, 1999
27 Abstracted from Hydra Development Corporation Ltd.
Programme Management web site
28 Knutson, J. President of Project Mentors, in various PMI
PMNet articles
29 Keiserman, M. PMI PMNetwork, May 1999, p17
30 Way, J. By Email January 2000
31 Haney III, George E. By Email January 2000
32 Donavan, K. By Email February 2000
33 Seely, M, and Q. P. Duong. Abstracted from The Dynamic
Baseline Model©, University of Ottawa, Ottawa, web site,
June 1999
34 Newbold, R. Project Management in the Fast Lane, St. Lucie
Press, 1998, pp264-268
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35 Tam, P. W. M., T.Y.Y. Ng and P.B.G. Dissanayake. An
innovative approach for constrained scheduling, Civil Engineer
International, November 1999, p25.
36 Olney, J. Measuring Project Manager Competence,
PMNetwork, October 1999, p21
37 Beckey, M. Project or Program Management?, PMNetwork,
October 1999, p78
38 Archibald, R. D. What CEOs must demand to achieve effective
project management, Proceedings, First Ibero American
Project Management Forum, June 6-7, 2000
39 Guide to the Software Engineering Body of Knowledge, IEEE

Computer Society, Sept 1998
40 Novakowski, L. Vancouver lecture notes, February 2000
41 Walker, J.H. Hill Walker, Inc, by Email 4/28/00
42 Definitions, Microsoft Project 2000
43 Cooke-Davies, T. J., From an unpublished thesis, August
2000
44 CCTA, Achieving benefits from business management,
London, 1994, p1
45 Huber, G. P. Application of Behavioral Science Theory,
Academy of Management Journal 10, #3, 1967
46 Burgess, J. A. Design Assurance for Engineers & Managers,
Dekker, 1984, p84 Constraint, project constraint - A factor
that will limit the
47 Harris, P, & R. Moran. Managing Cultural Differences,
Professional Manager, January, 1999, p15
48 International Recommended Practice # 17R-97, AACE, Inc.
1997
49 Denison, D. R. Corporate culture and organizational
effectiveness, Wiley, US, 1990, p1
50 Office of Management and Budget DOD, USA, 2001
51 A Guide to the Integrated Baseline Review, NDIA, US Dept. of
Defense, March 2001
52 Beasley, J. E. From Operations Research at Imperial College,
London, 2001
53 Skulmoski, G. Project Participant Competence, University of
Calgary, December, 2000
54 Heller, R. Management Today, October 2000, p52
55 Al-Bahar & Crandall. Project Management Journal. September
2000, p13
56 Central Computer and Telecommunications Agency (UK)

2000
57 British Standard BS6079, 1996
58 Rad F. R. Project Management Journal, December 2000, p3
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59 Turoczy, R. ProSight, Inc, by email 7/2/01
60 Baker, B.N. et al. Project Management Handbook, 2nd Edition,
Wiley, NY, 1988, p903
61 Walker, J.H. Hill Walker, Inc, by Email 4/28/00
62 Wideman, G. M. By Email 8/15/00
63 Black, W.E. & K. A. Moreau. Information Management
Strategies for Project Management, Project Management
Journal, Project Management Institute, Newtown Square,
PA, March 2001, p12
64 Cantor, M., Software Leadership, Wesley, 2002
65 Harpham, A., Chairman, APM Group, UK, 2002.
66 Fitzgerald, D. By Email 11/1/02
67 Focused Performance FAQs. See

68 Commercial Item Acquisition, 2000
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Copyright
Wideman Comparative

Glossary of Common
Project Management
Terms v3.2 is copyright
by R. Max Wideman,
January 2003.
Please feel free to point
to this document. For
non-profit purposes you
may copy this page
provided the above
copyright notice is
attached. For inclusion
in for-profit works,
please contact the
author at

Last updated
01-01-03
Page Content Index | Introduction | International Recognition 1999
Sources and References | About the Author | Technical
What's New in Version 3
Order Your Copy!
About The Author
R. Max Wideman. P.Eng.
Fellow Institution of Civil Engineers (UK)
Fellow Engineering Institute of Canada
Fellow Canadian Society of Civil Engineering
Fellow Project Management Institute

Max Wideman is a registered professional engineer specializing in

project management consulting. He is an internationally recognized
speaker and has presented seminars and papers in eleven different
countries on a variety of project management topics. During his career
he has had hands-on experience as a corporate executive, project
director and project manager for a range of clients.
He has seen the project management process from the perspective of
owner, developer, engineer, contractor and government agent. His
projects include heavy engineering and building construction as well as
software, systems, social and environmental projects.
Max has been active in the US-based Project Management Institute
(PMI
®) for many years including being elected to President and
Chairman of the PMI Board. In the mid-1980s, he led a team of eighty
PMI volunteers from across North America to document the Institute’s
Project Management Body of Knowledge. It was approved and
published by PMI in 1987, since superseded by 'A Guide to the Project
Management Body of Knowledge', publications which provided the
basis for PMI’s Project Management Professional certification program.
He is author of numerous papers and several books on project
management: A Framework for Project and Program Management
Integration (Editor, Project Management Institute, 1991); Project and
Program Risk Management, (Editor, Project Management Institute,
1992); and Cost Control of Capital Projects, (Second Edition 1995,
BiTech Publishers, Vancouver, BC, Canada)
In addition, he has contributed chapters to authoritative project
management books: Project Risk Managment in Project Management
Handbook (PMI/Jossey-Bass 1998); How to Motivate All Stakeholders
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Wideman Comparative Glossary of Project Management Terms v3.2
to Work Together in Field Guide to Project Management (Van Nostrand

Reinhold 1998); and Professional and Personal Development
Management: A Practical Approach to Education and Training in
Project Management for the Business Professional: A Comprehensive
Guide (John Wiley 2001).
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Wideman Comparative Glossary of Project Management Terms v3.2

Copyright
Wideman Comparative
Glossary of Common
Project Management
Terms v3 is copyright by
R. Max Wideman, 1999,
2002, 2003.
Please feel free to point
to this document. For
non-profit purposes you
may copy this page
provided the above
copyright notice is
attached. For inclusion
in for-profit works,
please contact the
author at

Page created by GM:
99-11-23
Last edit:

01-01-03
Page Content Index | Introduction | International Recognition 1999
Sources and References | About the Author | Technical
What's New in Version 3
Order Your Copy!
Glossary Technical Evolution
This project has proceeded thorough a series of phases or iterations
common in small knowledge and information-related endeavours.
"The Sponsor" has a Bright Idea — Exploratory Concept Phase
During this phase, the primary requirement is simply to
explore the idea. In this case the idea was to reveal
the breadth of interpretation of commonly-used project
management terms, and the importance of addressing
this communications obstacle. The data gathering
started as simply the path of least resistance: an MS
Word document.
The Idea Gathers Steam — and Friction
The idea starts to show some value — "Yes,
indeed there is a breadth of interpretation
and it is worth discussing". But two things usually happen at this
point.
● As the amount of data increases, the original low-structure
repository becomes unwieldy to maintain and grow. (You don't
want to edit long tables in MS Word).
● New uses for the data are imagined, which the original
repository is unsuited to feed. (Maybe web-pages would serve
users better than a PDF? And what about hyperlinks?)
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Wideman Comparative Glossary of Project Management Terms v3.2
Infuse Structure Development Phase

To leverage it better, the
heretofore unstructured data
must be corralled into a more
structured form. MS Access
was selected as a convenient
database, and we created some
software in Delphi to parse the
Word document (by that time
2000 definitions) into Access.
As usually happens when
infusing structure that had not previously been enforced, this
required a few iterations of the software to recognize all the nuances
in the document, and finally a few revisions of the source document
to fix up inconsistencies in the manually entered data. One guiding
idea at this stage was to avoid hand-editing the data in the
database (until we were absolutely sure we were ready to abandon
the source data) as any database changes would get overwritten if
another parsing pass was needed.
Although we didn't need to preserve most of the existing hand-
applied font and character-style attributes, in fact a small proportion
of entries had useful formatting, such as list-structure. To
accommodate these, we decided to export from Word in HTML
format, eliminate unwanted formatting during parsing, and store all
entries in the database in HTML to capture the remaining desirable
formatting
Implementation and Production/Maintenance Phases
Clearly this is not a very
large IT project, barely
worthy of the terms like
"Production". Yet even

this size of project
benefits greatly from
using a database as the
information repository
and structuring vehicle

With the data safely stored in Access, we can perform a variety of
convenient manual operations, and we have knocked together a
handy definitions editor which allows us to view the HTML results as
we enter or edit an entry. Pages are automatically generated from
the database in a fairly obvious fashion, with some attention paid to
breaking the pages at reasonable boundaries.
The trickiest (and most speculative) part is the hyperlink find-and-
insert mechanism. In essence it hunts through each definition
looking for occurrences of the terms elsewhere listed in the
database and inserts a hyperlink. However, a few extra
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Wideman Comparative Glossary of Project Management Terms v3.2
heuristics (not at all resembling artificial intelligence) are thrown in
to try to avoid unreasonable links. A few silly links still manage to
creep in, but the result is surprisingly good for a completely hands-
off operation that eliminates an otherwise prohibitively laborious
task.
Graham Wideman
Home Page: Wideman-One
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Wideman Comparative Glossary of Project Management Terms v3.2

Copyright
Wideman Comparative
Glossary of Common
Project Management
Terms v3.2 is copyright
by R. Max Wideman,
January, 2003.
Please feel free to point
to this document. For
non-profit purposes you
may copy this pages
provided the above
copyright notice is
attached. For inclusion
in for-profit works,
please contact the
author at

Last updated
01-12-03
Page Content Index | Introduction | International Recognition 1999
Sources and References | About the Author | Technical
What's New in Version 3
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What's New in Glossary Version 3
In version 3.0, we made a major effort to incorporate commonly used
information technology and software project management terms.We
also added many definitions associated with the emerging field of
program management for which we adopted US spelling to improve
the grouping of similar terms. Other definitions we encountered were

also added. This raised the number of entries from around 4500 in the
previous version 2 to over 5400, the sources to over 100, and
involved over 50,000 internal links. We also modified the layout and
improved navigation.
In version 3.1 we did a minor upgrade with additional entries but also
cleaned up and consolidated a lot of older entries.
In this version 3.2, we have added over 300 new entries from a
variety of sources bringing the total number of entries to around 5700
and the sources to 120. The added definitions largely focus on terms
that now seem to be coming into general use in program management
and large software development projects, especially in international
projects.
Feedback on the entries or comments on the Glossary will be much
appreciated. You can contact the Editor by email at

Acknowledgements
Once again our thanks to the many people, too numerous to mention
by name, who have contributed to making this work possible.
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Wideman Comparative Glossary of Project Management Terms v3.2

Copyright
Wideman Comparative
Glossary of Common
Project Management
Terms v3.2 is copyright
by R. Max Wideman,
January, 2003.

Please feel free to point
to this document. For
non-profit purposes you
may copy this page
provided the above
copyright notice is
attached. For inclusion
in for-profit works,
please contact the
author at

Last updated
01-01-03
Page Content Index | Introduction | International Recognition 1999
Sources and References | About the Author | Technical
What's New in Version 3
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Wideman Comparative Glossary of Project Management Terms v3.2

Copyright
Wideman Comparative
Glossary of Common
Project Management
Terms v3.2 is copyright
by R. Max Wideman,
January 2003.
Please feel free to point
to this document. For
non-profit purposes you
may copy this page,
either whole or as whole

definitions provided the
above copyright notice is
attached. For inclusion
in for-profit works,
please contact the
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File: PMG_A00.htm
generated 1/12/2003
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Generated by program:
PMGlosGen v1.33
Program Author:
Graham Wideman
Page Content Index | Introduction | International Recognition 1999
Sources and References | About the Author | Technical
What's New in Version 3
Order Your Copy!
ABC - to - Acquisition
next
Term
Definition Editor’s Choice
Source
ABC
See Activity Based Costing

ABM
See Activity Based Management

Abstract Resource

Imaginary resource introduced so that its availability
and activity requirement gives an extra means of
control. For example, two jobs not being worked upon
simultaneously in order to obviate an accident hazard.
[D04377]
APM
BS
Abstraction
The creation of a view or model that suppresses
unnecessary details to focus on a specific set of details of
interest.
[D04796]
RUP
AC
See Actual Cost

Acceleration
The use of methods for completing work in a shorter
time than previously planned or required by the
contract.
[D04904]
PDG
Acceptability Criteria
A limit or limits placed upon the degree of non-
conformance permitted in material expressed in
definitive operational terms.
[D00001]
MIL-STD 109A
QMPP
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Wideman Comparative Glossary of Project Management Terms v3.2
Acceptable Quality Level ("AQL")
The maximum percent defective (or the maximum
number of defects per hundred units) that, for the
purpose of sampling inspection, can be considered
satisfactory as a process average.
[D00002]
MIL-STD 105
QMPP
Acceptance
The act of taking custody based on satisfactory
verification.
[D03972]
CSM
Approval (of results). [D00003]
NPMT
The act of an authorized representative of the
government by which the government, for itself or as
agent for another, assumes ownership of existing
identified supplies tendered or approves specific
services rendered as partial or complete performance
of the contract.
[D00004]
02 46.101
QMPP
The formal process of accepting delivery of a product
or a deliverable.
[D00005]
WST
The formal process of accepting the delivery of a

deliverable or product normally based on verifying
that it is in accordance with the Product Description.
[D03584]
RMW
An action by which the customer accepts ownership of
software products as a partial or complete
performance of a contract.
[D04679]
RUP
Acceptance Criteria
Performance requirements and essential conditions
that have to be achieved before project deliverables are
accepted.
[D04378]
APM
BS
A prioritized list of criteria that the final product(s)
must meet before the customer will accept them; a
measurable definition of what must be done for the
final product to be acceptable to the customer. They
should be defined as part of the project brief and
agreed between customer and supplier no later than the
project initiation stage. They should be documented in
the project initiation document.
[D05235]
PRNC2
Acceptance Letters
Four (or more) formal letters written during the final
Stage(s) of a project, i.e. Systems, Operations,
Security, User and Business Acceptance Letters.

[D03585]
PNG
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Wideman Comparative Glossary of Project Management Terms v3.2
Acceptance Number
The maximum number of defects or defective units in
the sample that will permit acceptance of the
inspection lot or batch.
[D00006]
MIL-STD 109A
QMPP
Acceptance Review
A specification compliance control gate or check
point at which adherence to expectations of the service
or deliverables is verified. Performed at any level of the
system or process.
[D04312]
26
A control gate at which the buyer determines that the
item presented for acceptance complies with its
specification. Acceptance Reviews occur at all levels in
the system hierarchy. The verification results are
presented as evidence of specification compliance.
[D00007]
VPM 291-4
A control gate to ascertain verification and
acceptance.
[D03974]
CSM
Acceptance Test

A predefined test to prove an equipment will perform
the allotted task.
[D00008]
RMW
Tests conducted in accordance with an approved
verification plan and approved test procedures.
Tests are best conducted by an independent
organization and witnessed by a representative of the
buyer for compliance with the test procedure and
verification plan.
[D03973]
CSM
Formal, pre-defined test conducted to determine the
compliance of the deliverable item(s) with the
acceptance criteria.
[D04566]
APM
BS
Acceptance Test Procedure ("ATP")
Detailed step-by-step instructions for the setup,
operation, and evaluation of tests. The procedure
includes the approach to sampling and statistical
quality control.
[D03975]
CSM
Acceptance Testing
Formal testing conducted to determine whether or not
a system satisfies its acceptance criteria and to enable
the customer to determine whether or not to accept the
system.

[D05161]
SA-CMM
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Wideman Comparative Glossary of Project Management Terms v3.2
Accepted
The recorded decision or formal sign off by the
customer, that an output or sub-output has satisfied
the documented requirements and may be delivered to
the customer or used in the next part of the process.
[D05236]
TGPM
Access
Ability to enter the site of the project works and/or the
necessary project data.
[D02343]
RMW
Accommodation
The provision of suitable space and/or arrange to include
additional requirements without processing a scope
change.
[D02344]
RMW
Account
A listing or statement of fiscal, corporate or project
cost data.
[D02345]
RMW
Accountability
Being answerable to one's superior in an
organization for the exercise of one's authority and the

performance of one's duties. See also Responsibility.
[D00010]
CCCP
Being answerable for results. [D00009]
FWH
Accountability Matrix
See Responsibility/Accountability Matrix. [D00011]

Accountability/Responsibility Matrix
A structure which relates the project organization
structure to the work breakdown structure; assures
that each element of the project scope of work is
assigned to a responsible individual.
[D00012]
PMK87
Accountable
Responsible, answerable. [D03976]
CSM
Answerable for success or failure. [D05237]
SU
Accountant
A person responsible for maintaining fiscal or corporate
accounts.
Editor's Note: For one who maintains project accounts,
see Project Accountant. Note that skills required for
project accounting are not the same mix as for
corporate accounting.
[D02347]
RMW
Accounting

See Project Accounting. [D02348]

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Wideman Comparative Glossary of Project Management Terms v3.2
Accounts
In project accounting, a set of cost statements that
display the current status of the project and future
status upon completion.
[D02346]
RMW
Accrual
An unpaid liability (debt) incurred from the receipt of
materials or services, e.g. unpaid invoices, deliveries,
contractor's time sheets, progress payments due and
payables.
[D04905]
SCL
Accrual Accounting
A system of accounting in which expenses are
recognized when incurred, and revenues are recognized
when they are known, regardless of the time when
actual payment of cash is made or received.
[D02271]
RMW
Accrual Method
A method that determines when the cost for a
resource is incurred, the fixed costs for tasks, and
when actual costs are charged to a project.
[D00013]
MSP98

Accrued Cost
A cost that is incurred all at once at a certain time in a
project or gradually, for instance, over the entire time a
task is being worked on.
[D00014]
MSP98
Accrued Costs
Costs that are earmarked for the project and for which
payment is due, but has not been made.
[D04567]
APM
BS
Accuracy
A degree of exactness. In project work, usually
expressed as a range particularly in connection with
estimates of cost and time.
[D02349]
RMW
Achievement
A measure of performance or accomplishment to date.
[D02350]
RMW
Acquisition
The obtaining under contract of supplies and
services to meet the needs of a project.
Editor's Note: See also Progressive Acquisition.
[D02272]
RMW
The acquiring by contract with appropriated funds of
supplies or services (including construction) by and

for the use of the organization through purchase or
lease, whether the supplies or services are already in
existence or must be created, developed, demonstrated,
and evaluated.
[D03792]
GAT
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