PROJECT MANAGEMENT GLOSSARY OF TERMS - Project Risk Assessment and Decision Support Tools

PROJECT MANAGEMENT GLOSSARY OF TERMS

(Courtesy of Washington State Association of State Highway and Transportation)

	ACRONYMS
	AASHTO	American Association of State Highway and Transportation Officials
	ACEC	American Council of Engineering Companies
	ACWP	Actual Cost of Work Performed
	AFRS	Agency Financial Reporting System
	API	Applications Programming Interface
	B/C	Benefit/Cost
	BAC	Budget At Completion
	BASS	Budget and Allotment Support System
	BCWP	Budgeted Cost of Work Performed
	BCWS	Budgeted Cost of Work Scheduled
	BIC	Ball-in-Court
	BMP	Best Management Practices
	BPM	Business Process Manager
	CAP	Control Account Plan
	CAPS	Contract Administration and Payment System
	CCIS	Construction Contracts Information System
	CEVP	Cost Estimate Validation Process
	CIPP	Capital Improvement and Preservation Program
	CN	Construction Phase
	COTS	Commercial Off-the-Shelf
	CTS	Commitment Tracking System
	CVL	Controlled Vocabulary List
	CPI	Cost Performance Index (Ratio)
	CPM	Construction Project Management
	CPMS	Capital Program Management System
	CRA	Cost Risk Assessment
	DDP	Design Documentation Package
	DIS	Department of Information Systems
	DPS	Direct Project Support
	EAC	Estimate at Completion
	EBASE	Estimate and Bid Analysis System
	ECM	Enterprise Content Management
	EIT	Engineering-In-Training
	ENR	Engineering News-Record
	ECM	Enterprise Content Management
	EOC	Executive Oversight Committee
	ESSB	Engrossed Substitute Senate Bill
	EV	Earned Value
	EVMS	Earned Value Management System
	FAPA	Federal Aid Project Agreement
	FATS	Federal Aid Tracking System
	FHWA	Federal Highway Administration
	FIRS	Financial Information Retrieval System
	FTE	Full-Time Equivalent
	GC/CM	General Contractor/ Construction Manager

	GEC	General Engineering Consultant
	GMA	Growth Management Act
	GMAP	Government Management Accountability Performance
	GIS	Geographic Information Systems
	GNB	Gray Notebook
	HQ	Headquarters
	IDR	Inspector™s Daily Report
	ISB	Information Services Board
	JARPA	Joint Aquatic Resources Permit Application
	JLARC	Joint Legislative Audit and Review Committee
	JTC	Joint Transportation Committee
	KPI	Key Performance Indicator
	LEM	Labor, Equipment, Material
	LTM	Louisiana TIMED Managers (Joint-venture program managers overseeing full delivery of a $4 billion highway construction program for the State of Louisiana.)
	MDL	Master Deliverables List
	OCIP	Owner Controlled Insurance Program
	OFM	Office of Financial Management
	OIT	Office of Information Technology
	P&P	WSDOT Administrative Policies and Procedures
	PATS	Priority Array Tracking System
	PCF	Project Control Form
	PC&R	Project Controls and Reporting
	PDIS	Project Development Information System
	PE	Preliminary Engineering (also Project Engineer)
	PEF	Pre-Existing Funds
	PINs	Program Identification Numbers
	PM	Project Manager (also Project Management)
	PMI	Project Management Institute
	PMP	Project Management Plan
	PMRS	Project Management and Reporting System
	POG	Priorities of Government
	PS&E	Plan, Specification & Estimate
	QC	Quality Control
	QPR	Quarterly Project Review
	RFI	Request for Information
	RMP	Risk Management Plan
	ROW	Right of Way
	RTID	Regional Transportation Improvement District
	RW	Right-Of-Way
	SGDB	Specialty Group Database
	SME	Subject Matter Expert
	SOW	Scope of Work
	SP&P	Strategic Planning & Programming
	SPI	Schedule Performance Index (Ratio)
	SPMG	Statewide Program Management Group
	SRMP	State Route Milepost Descriptor
	SRR	Software Requirements Recommendation document
	STAR	Local Agency Project Tracking System
	TE	Transportation Engineer
	TEIS	Transportation Executive Information System
	Tier 1	SPMG support of PC&R at the headquarters level
	Tier 2	SPMG support of PC&R at the regional or modal level
	Tier 3	SPMG support of PC&R at the project office or GEC level
	TPA	Transportation Partnership Account
	TRAINS	Transportation Accounting and Reporting System
	TRIPS	Transportation Information Planning and Support System
	UBA	Unit Bid Analysis
	WBS	Work Breakdown Structure
	WINs	Work Item Numbers
	WOA	Work Order Authorization
	WSDOT	Washington State Department of Transportation
	WSF	Washington State Ferries
	A
	Acceptance Criteria	Those criteria, including performance requirements and essential conditions, which must be met before project deliverables areaccepted.
	Activity	(1) A component of work performed during the course of a project.
		See also schedule activity.
		(2) A task or set of tasks that are carried out in order to create anassignable deliverable. Task and activity are sometimes used interchangeably.
	Activity Code	An attribute of a scheduled activity; used for project schedule development and for selecting, ordering, and sorting the planned schedule activities in various ways within reports.
	Activity-On-Node (AON)	See precedence diagramming method.
	Actor	The individual, or individuals, responsible for executing a given task, step or action within a defined workflow.
	Actual Cost (AC)	Total costs actually incurred and recorded in accomplishing workperformed during a given time period for a schedule activity or work breakdown structure component. Actual cost can sometimes be direct labor hours alone, direct costs alone, or all costs, including indirect costs. Also referred to as the actual cost of work performed (ACWP).
		See also earned value.
	Actual Cost of Work Performed (ACWP)	Total cost actually incurred and recorded in accomplishing work performed during a given time period for a schedule activity or work breakdown structure component.
	Actual Finish Date (AF)	The point in time that work actually ended on a schedule activity.
		(Note: In some application areas, the activity is considered
		“finished” when work is “substantially complete.”)
	Actual Start Date (AS)	The point in time that work actually started on a schedule activity.
	Adobe LiveCycle	Adobe® LiveCycle® Enterprise Suite1 software is an integrated solution that blends electronic forms, process management, document security, and document generation.
	Agreement	A legal document that binds two or more parties to specific and implied obligations (e.g., a contract).
	Align	Building a common understanding of the project and developing a common view of what the solution will and will not address.
	American Association of	Represents the state departments of transportation in Washington,
	State Highway and	D.C.
	Transportation Officials
	(AASHTO)

	Approved Change Request [Output/Input]	A change request that has been processed through the integratedchange control process and approved. Contrast with requested change.
	ARES PRISM	Application used to manage project costs and derive earned value.
	As-Late-As-Possible	An activity for which the application sets the early dates as late as-possible without delaying the early dates of any successor.
	As-Soon-As-Possible	An activity for which the application sets the early dates as soon as possible. This is the default activity type in most project management systems.
	Assumptions [Output/Input]	Assumptions are factors that, for planning purposes, are considered to be true, real, or certain without proof or demonstration. Assumptions affect all aspects of project planning, and are part of the progressive elaboration of the project. Project teams frequently identify, document, and validate assumptions as part of their planning process.
		Assumptions generally involve a degree of risk.
	Authority	The right to apply project resources, expend funds, make decisions, or give approvals.

	B
	Backward Pass	The calculation of late finish dates and late start dates for the uncompleted portions of all schedule activities. Determined by working backward through the schedule network logic from the project™s end date. The end date may be calculated in a forward pass or set by the customer or sponsor. See also schedule network analysis.
	Ball-in-Court (BIC)	A term used to identify the person or role in a workflow or process currently responsible for a specified item or activity.
	Bar Chart	See Gantt Chart
	Baseline	The approved time phased plan (for a project, a work breakdownstructure component, a work package, or a schedule activity), plus orminus approved project scope, cost, schedule, and technical changes.
		Generally refers to the current baseline, but may refer to the original or some other baseline. Usually used with a modifier.
	Baseline Finish Date	See scheduled finish date.
	Baseline Start Date	See scheduled start date.
	Bid Tabs Pro	A WSDOT software program which pulls data from EBASE for the generation of reports and queries.
	Bottom-up Estimating [Technique]	A method of estimating a component of work. The work is decomposed into more detail. An estimate is prepared of what is needed to meet the requirements of each of the lower, more detailed pieces of work, and these estimates are then aggregated into a total quantity for the component of work. The accuracy of bottom-up estimating is driven by the size and complexity of the work identified at the lower levels. Generally smaller work scopes increase the accuracyof the estimates.
	Budget	The approved estimate for the project or any work breakdown structure component or any schedule activity.
	Budget at Completion (BAC)	The sum of all budget values established for the work to be performed on a project or a work breakdown structure component ora schedule activity. The total planned value of the project.
	Budget Authority	Authority provided by law to enter into financial obligations that will result in immediate or future outlays of federal government funds.
		Budget authority includes the credit subsidy costs for direct loan and loan guarantee programs. Basic forms of budget authority include appropriations, borrowing authority, contract authority, and authority to obligate and expend offsetting receipts and collections.
	Budgeted Cost of Work Performed (BCWP)	A measure used in earned value management system that allows you to quantify the overall progress of the project in monetary terms.
		BCWP is calculated by applying a performance measurement factor to the planned cost. (By comparing BCWP with ACWP, it is possible to determine if the project is under or over budget.) Another term for
		BCWP is “earned value.”
	Budgeted Cost of Work Scheduled (BCWS)	The sum of the budgets for all planned work scheduled to be accomplished within a given time period. This term is often used to designate the cumulative to-date budget.
	Business Process Manager	A component of Livelink that, when used with Livelink Content
	(BPM)	Manager, provides the capability to attach electronic forms (eForms) and other documents (managed content within or external to the ECM) to workflow processes to provide for clarity of communication, ease of use and accurate recording of events and decisions.

	C
	Change	A systematic way of reaching an intended outcome. Philosophically, change is what project management is all about.
	Change Control	(1) Identifying, documenting, approving, or rejecting, and controllingchanges to the project baselines.
		(2) The process of accepting or rejecting changes to the project™sbaselines. Lack of change control is a common cause of scope creep.
	Change Control Board (CCB)	A formally constituted group of stakeholders responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project, with all decisions and recommendation being recorded.
	Change Control System [Tool]	A collection of formal, documented procedures that define how projectdeliverables and documentation will be controlled, changed, and approved. In most application areas, the change control system is asubset of the configuration management system.
	Change Management	The practice of administering changes with the help of tested methods and techniques in order to avoid new errors and minimize the impact of changes.
	Change Order	A written document between the owner and the contractor signed by the owner and the contractor authorizing a change in the work or anadjustment in the contract sum or the contract time. A change order may be signed by the architect or engineer, provided they have written authority from the owner for such procedure and that a copy of such written authority is furnished to the contractor upon request. The contract sum and the contract time may be changed only by a change order. A change order may be in the form of additional compensation or time, or less compensation or time (known as a deduction from the contract); the amount deducted from the contract sum by change order.
	Change Order Proposal	A change order proposal is the written document before it has been approved and effected by the contractor and the owner. A change order proposal can be issued by either the contractor or the owner.
		The change order proposal becomes a change order only after it has been approved and effected by the contractor and owner.
	Change Order Request	A written document issued by the owner requesting an adjustment to the contract sum or an extension of the contract time; generally issued by the architect or the owner™s representative.
	Change Request	Requests to expand or reduce the project scope, modify policies,processes, plans, or procedures, modify costs or budgets, or revise schedules. Requests for a change can be direct or indirect, externally or internally initiated, legally or contractually mandated, or optional.
		Only formal, documented, requested changes are processed and only approved change requests are implemented.
	Charter	See project charter.
	Check-In	The process of saving changes to a document as a new document version when an authorized user has performed a Check-Out and made an update to a document within the Livelink system. The Check-
		In function releases the reservation on a document that resulted from a
		Check-Out of the document.
	Checklist [Output/Input]	Items listed together for convenience of comparison, or to ensure the actions associated with them are managed appropriately and not forgotten. An example is a list of items to be inspected that is created during quality planning and applied during quality control.
	Check-Out	The process of retrieving an editable copy of a document from the
		Livelink system for the purpose of revising the document. This process reserves the document in Livelink so that no other individuals can perform Check-Out until a Check-In is performed by the user that performed the Check-Out.
	Claim	A request, demand, or assertion of rights by a seller against a buyer, of vice versa, for consideration, compensation, or payment under the terms of a legally binding contract, such as for a disputed change.
	Closure	The process of finalizing all activities across all of the project processgroups to formally close the project or phase.
	Co-location [Technique]	An organizational placement strategy where the project teammembers are physically located close to one another in order to improve communication, working relationships, and productivity.
	Commercial Off-the-Shelf	Commercial software purchased to provide specific functionality to
	(COTS)	WSDOT with little to no customization added.
	Commitment	Official consignment or pledge to do something
	Commitment Tracking System (CTS)	System used by WSDOT to record and track commitments made during Design and Environmental Review for incorporation in design, permitting, and/or PS&E, and subsequent implementation (where agreed to or required) in construction and maintenance.
	Communication Management Plan [Output/Input]	The document that describes: the communications needs and expectations for the project; how and in what format information will be communicated; when and where each communication will be made; and who is responsible for providing each type of communication. A communication management plan can be formal or informal, highlydetailed or broadly framed, based on the requirements of the project stakeholders. The communication management plan is contained in, or is a subsidiary plan of, the project management plan.
	Component	A constituent part, an element
	Configuration Management	Configuration management provides management, oversight and control of design information, safety information, and records of modifications (both temporary and permanent) that might impact the ability of items relied upon.
		CEVP Glossary
	Configuration Management System [Tool]	A subsystem of the overall project management system. It is a collection of formal documented procedures used to apply technical and administrative direction and surveillance to: identify and document the functional and physical characteristics of a product, result, service, or component; control any changes to such characteristics; record and report each change and its implementation status; and support the audit of the products, results, or components to verify conformance to requirements. It includes the documentation, tracking systems, and defined approval levels necessary for authorizing and controlling changes. In most application areas, the configuration management includes the change control system.
	Constraint [Input]	The state, quality, or sense of being restricted to a given course of action on inaction. An applicable restriction or limitation, either internal or external, to the project that will affect the performance of the projector a process. For example, a schedule constraint is any limitation or restraint placed on the project schedule that affects when a scheduleactivity can be scheduled, and is usually in the form of fixed imposeddates. A cost constraint is any limitation or restraint placed on the project budget, such as funds available over time. A project resourceconstraint is any limitation or restraint placed on resource usage, such as what resource skills or disciplines are available, and the amount of a given resource available during a specified time frame.
	Constructability	The optimizing of cost, time, and quality factors with the material, equipment, construction means, methods, and techniques used on aproject; accomplished by matching owner values with available construction industry practices.
	Construction Budget	The target cost figure covering the construction phase of a project. It includes the cost of contracts with trade contractors; constructionsupport items; other purchased labor, material and equipment; and the construction manager’s cost (but not the cost of land, A/E fees, or consultant fees).
	Construction Management (CM)	A project delivery system that uses a construction manager to facilitate the design and construction of a project by organizing and directingmen, materials, and equipment to accomplish the purpose of the designer. A professional service that applies effective managementtechniques to the planning, design, and construction of a project from inception to completion for the purpose of controlling time, cost and quality, as defined by the Construction Management Association of
		America (CMAA).
	Content Management	The technologies used to securely manage the capture, organized storage, and retrieval of electronic content within an Enterprise
		Content Management system.
	Content Manager	The component of Livelink that provides Content Management functionality.
	Contingency	See reserve.
	Contingency Allowance	As a result of risk analysis, money or time may be set aside as contingency, which may be used in the event of risks occurring.
		Contingency allowance provides for variations, which may occur in the expected values of elements of cost or schedule, but not scope or quality. (Note: contingency should not be shown in the plan asseparate items and not hidden in activities as ˜an extra 10%™ on duration or cost.)
	Contingency Plan	A fallback position or workaround in the event of an adverse occurrence or risk event on a project.
	Contingency Reserve [Output/Input]	The amount of money or time needed above the estimate to reduce the risk of overruns of project objectives to a level acceptable to the organization.
	Contract [Output/Input]	A contract is a mutually binding agreement, which obligates the seller to provide the specified product or service or result, and obligates the buyer to pay for it.
	Contract Administration [Process]	The process of managing the contract and the relationship with thebuyer and seller; reviewing and documenting how a seller is performing or has performed to establish required corrective actionsand provide a basis for future relationships with the seller; managing contract related changes; and, when appropriate, managing the contractual relationship with the outside buyer of the project.
	Contract Administration and Payment System	Application used by WSDOT as the accounts payable system to make payments to highways and ferry contractors.
	(CAPS)
	Contract Closure [Process]	The process of completing and settling the contract, including resolution of any open items, and closing each contract.
	Contract Documents	A term used to represent all executed agreements between the owner and contractor; any general, supplementary, or other contractconditions; the drawings and specifications; all bidding documents, less bidding information, plus pre-award addenda issued prior to execution of the contract and post-award Change Orders; and anyother items specifically stipulated as being included in the contractdocuments, which collectively form the contract between the contractor and the owner.
	Contract Management Plan [Output/Input]	The document that describes how a specific contract will be administered, and can include items such as required documentation delivery and performance requirements. A contract management plan can be formal or informal, highly detailed or broadly framed, based onthe requirements in the contract. Each contract management plan is a subsidiary plan of the project management plan.
	Contract Manager	Primavera software application used to manage, capture, track and report on contract-related information.
	Contract Overrun	The cost deficit after determining the difference between the original contract price and the final completed cost, including all adjustments by approved change order.
	Control Account	A management control point where the integration of scope, budget, actual cost and schedule takes place, and where the measurement of performance will occur.
	Controlled Vocabulary List (CVL)	In library and information science controlled vocabulary is a carefully selected list of words and phrases, which are used to tag units of information (document or work) so that they may be more easily retrieved by a search. Controlled vocabularies solve multiple problems by ensuring that each concept is described using only one authorized term, spelling and punctuation. Each authorized term in the controlled vocabulary describes only one concept. In short, controlled vocabularies reduce ambiguity inherent in normal human languages where the same concept can be given different names and ensure consistency.
	Corrective Action	Documented direction for executing the project work to bring expected future performance of the project work in line with the project management plan.
	Cost	The monetary value or price of a project activity or component that includes the monetary worth of the resources required to perform and complete the activity or component, or to produce the component. A specific cost can be composed of a combination of cost components, including direct labor hours, other direct costs, indirect labor hours, other indirect costs, and purchased price. (However, in the earned value management methodology, in some instances, the term cost can represent only labor hours without conversion to monetary worth.)
		See also actual cost and estimate.
		See CREM Glossary
	Cost/Benefit	A criterion for comparing programs, projects, and alternatives whenbenefits or a given objective.
	Cost Budgeting [Process]	The process of aggregating the estimated cost estimates of individual activities or work packages to establish a cost baseline.
	Cost Control [Process]	The process of influencing the factors that creates variances, and controlling changes to the project budget.
	Cost Estimate Validation Process (CEVP)	Using input from various disciplinary experts, costs associated with potential risks to a project are assessed and the probability of delivering a project at a given cost and by a given date is determined.
	Cost Estimating [Process]	The process of developing an approximation of the cost of the resources needed to complete project activities.
	Cost Forecasting	Refers to the activities involved with attempting to identify the future fixed and variable costs which will be associated with a project.
	Cost Loading	Refers to the activities involved with allocating costs to the control account level or below in a schedule, such as to detailed activities.
		The cost allocation can be done by cost element such as individual resources, roles or materials, or as a dollar cost on the control account.
	Cost Management Plan [Output/Input]	The document that sets out the format and establishes the activitiesand criteria for planning, structuring, and controlling the project costs.
		A cost management plan can be formal or informal, highly detailed or broadly framed, based on the requirements of the project stakeholders. The cost management plan is contained in, or is a subsidiary plan of, the project management plan.
	Cost Performance Index (CPI).	A measurement of cost efficiency on a project. It is the ratio of earned value (EV) to actual cost (AC). CPI = EV divided by AC. A value equal to or greater than one indicates a favorable condition and a value less than one indicates an unfavorable condition.
	Cost-Plus Fee (CPF) Contract	A type of cost reimbursable contract where the buyer reimburses the seller for the seller’s allowable costs for performing the contract work, and seller also receives a fee calculated as an agreed upon percentage of the costs. The fee varies with theactual cost.
	Cost-Plus-Fixed-Fee (CPFF) Contract	A type of cost-reimbursable contract where the buyer reimburses the seller for the seller’s allowable costs (allowable costs are defined bythe contract), plus a fixed amount of profit (fee).
	Cost-Plus-Incentive-Fee (CPIF) Contract	A type of cost-reimbursable contract where the buyer reimburses the seller for the seller’s allowable costs (allowable costs are defined bythe contract), and the seller earns its profit if it meets defined performance criteria.
	Cost Risk Assessment [Process]	A Cost Risk Assessment is a highly structured approach to incorporate consideration of uncertainty in project modeling and management. It is applied to the work product for a project at any stage in the projectevolution from the early conceptual or planning studies, through design and eventual construction.
	Cost-Reimbursable Contract	A type of contract involving payment (reimbursement) by the buyer to the seller for the seller™sactual cost, plus a fee typically representing seller™s profit. Costs are usually classified as direct costs or indirectcosts. Direct costs are costs incurred for the exclusive benefit of the project, such as salaries of full-time project staff. Indirect costs (also called overhead, and general and administrative costs) are costsallocated to the project by the performing organization as a cost ofdoing business, such as salaries of management indirectly involved in the project, and the cost of electric utilities for the office. Indirect costsare usually calculated as a percentage of direct costs. Cost-reimbursable contracts often include incentive clauses where, if the seller meets or exceeds selected project objectives, such as schedule targets or total cost, then the seller receives from the buyer an incentive or bonus payment.
	Cost Updating	Refers to the activities involved with updating the costs of a control account on a periodic basis.
	Cost Variance (CV)	A measurement of cost performance on a project. It is the algebraic difference between the earned value (EV) and actual cost (AC). CV =
		EV minus AC. A positive value indicates a favorable condition and a negative value indicates an unfavorable condition.
	Crashing [Technique]	A specific type of project schedule compression technique performed by taking action to decrease the total project schedule duration after analyzing a number of alternatives to determine how to get the maximum schedule duration compression for the least additional cost.
		Typical approaches for crashing a schedule include reducing scheduleactivity durations and increasing the assignment of resources on schedule activities. See also schedule compression and fast tracking.
	Criteria	Standards, rules, or tests on which a judgment or decision can be based, or by which a product, service, result, or process can be evaluated.
	Critical Activity	Any schedule activity on a critical path in a project schedule. Mostcommonly determined by using the critical path method. Although some activities are “critical” in the dictionary sense, without being onthe critical path, this meaning is seldom used in the project context.
	Critical Chain Method [Technique]	A schedule network analysis technique that modifies the project schedule to account for limited resources. The critical chain method mixes deterministic and probabilistic approaches to schedule network analysis.
	Critical Path [Output/Input]	Generally, but not always, the sequence of schedule activities that determines the duration of the project. Generally, it is the longest path through the project. However, a critical path can end, for example, on a schedule milestone that is in the middle of the project schedule and that has a finish-no-later-than imposed date schedule constraint. See also critical path method.
	Critical Path Method (CPM) [Technique]	A schedule network analysis technique used to determine the amountof scheduling flexibility (the least amount of float) on various logical network paths in the project schedule network, and to determine the minimum total project duration. Early start and finish date are calculated by means of a forward pass using a specified start date. Late start and finish dates are calculated by means of a backward pass, starting from a specified completion date, which sometimes is the project early finish date determined during the forward pass calculation.
	Customer	The person or organization that will use the project™s product or service or result. See also user.

	D
	Decision Tree Analysis [Technique]	The decision tree is a diagram that describes a decision under consideration and the implications of choosing one or another of theavailable alternatives. It is used when some future scenarios or outcomes of actions are uncertain. It incorporates probabilities and the costs or rewards of each logical path of events and future decisions, and uses expected monetary value analysis to help the organization identify the relative values of alternate actions.
	Decomposition [Technique]	A planning technique that subdivides the project scope and projectdeliverables into smaller, more manageable components, until theproject work associated with accomplishing the project scope and providing the deliverables is defined in sufficient detail to support executing, monitoring, and controlling the work.
	Deliverable [Output/Input]	Any unique and verifiable product, result, or capability to perform a service that must be produced to complete a process, phase, or project. Often used more narrowly in reference to an externaldeliverable, which is a deliverable subject to approval by the project sponsor or customer. See also product, service, and result.
	Delphi Technique [Technique]	An information-gathering technique used as a way to reach a consensus of experts on a subject. Experts on the subject participate in this technique anonymously. A facilitator uses a questionnaire to solicit ideas about the important project points related to the subject.
		The responses are summarized and are then recirculated to the experts for further comment. Consensus may be reached in a few rounds of this process. The Delphi technique helps reduce bias in the data and keeps any one person from having undue influence on the outcome.
	Dependency	A relation between activities, such that one requires input from the other.
	Design-Build (D-B)	(1) A procurement or project delivery arrangement whereby a single entity (a contractor with subconsultants, or team of contractors and engineers, often with subconsultants) is entrusted with both design andconstruction of a project. This contrasts with traditional procurement, where one contract is bid for the design phase and then a second contract is bid for the construction phase of the project.
		(2) A project delivery method where a design-build contractor
		(contractor-led D-B), A/E design professional (design-led D-B), or CM
		(CM-led D-B) is directly responsible for both the total project design and construction of the project. Design-Build liability can be explicitly conveyed through the contract documents, or implicitly conveyed through the assumption of project-specific design liability, via performance specifications.
		(3) A written agreement between and contractor and owner wherein the contractor agrees to provide both design and construction services.
	Design-Build Contracting	A contract structure where both design and construction responsibilityare vested in a single contractor.
	Design-Build Contractor	A contractor that provides design and construction services under a single responsibility contract to an owner.
	Design-Build Construction	When a Prime or Main contractor bids or negotiates to provide Design and Construction services for the entire construction project.
	Design Documentation Package	The compilation of various required documents that constitute the complete design for a WSDOT Highways mode project.
	DGN	The extension attributed to Bentley Microstation files (e.g.,
		Bridge1327
	Direct Costs	The costs directly attributed to a work-scope, such as labor, material, equipment, and subcontracts, but not the cost of operations overhead and the labor, material, equipment, and subcontracts expended in support of the undertaking. Direct Costs, Hard Costs, and Construction
		Costs are synonymous.
	Direct Labor Costs	Costs accruing from expended labor excluding the bonus portion ofovertime, insurances, and payroll taxes.
	Direct Material Costs	Costs accruing from material acquisition, including purchase price, freight, and taxes.
	Discipline	The area of specialization related to a group of ECM end-users (e.g.,
		Environmental, Right of Way, Communications, etc.) Also referred to as a specialty group within ECM documentation.
	Document Add	The ability to add a new content (i.e., document, photo, video, or any electronic media) to the Enterprise Content Management system.
	Document View	The ability to allow users to open a document in read only.
	Duration (DU or DUR)	The number of work periods (not including holidays or other nonworking periods) required to complete a schedule activity or workbreakdown structure component. Usually expressed as workdays or workweeks. Sometimes incorrectly equated with elapsed time.
		Contrast with effort.
	Actual Duration	The time in calendar units between the actual start date of the scheduleactivity and either the data date of the project schedule if the scheduleactivity is in progress or the actual finish date if the schedule activity is complete.
	Original Duration (OD)	The activity duration originally assigned to a schedule activity and notupdated as progress is reported on the activity. Typically used for comparison with actual duration and remaining duration when reporting schedule progress.
	Remaining Duration (RD)	The time in calendar units, between the data date of the project schedule and the finish date of a schedule activity that has an actual start date. This represents the time needed to complete aschedule activity where the work is in progress.

	E
	Early Finish Date (EF)	In the critical path method, the earliest possible point in time on which the uncompleted portions of a schedule activity (or the project) canfinish, based on the schedule network logic, the data date, and any schedule constraints. Early finish dates can change as the projectprogresses and as changes are made to the project managementplan.
	Early Start Date (ES)	In the critical path method, the earliest possible point in time on which the uncompleted portions of a schedule activity (or the project) can start, based on the schedule network logic the data date, and anyschedule constraints. Early start dates can change as the projectprogresses and changes are made to the project management plan.
	Earned Value (EV)	The value of completed work expressed in terms of the approved budget assigned to that work for a schedule activity or workbreakdown structure component. Also referred to as the budgeted costof work performed.
	Earned Value Management (EVM)	A management methodology for integrating scope, schedule, and resources, and for objectively measuring project performance and progress. Performance is measured by determining the budgeted costof work performed (i.e., earned value) and comparing it to the actual cost of work performed (i.e.actual cost). Progress is measured by comparing the earned value to the planned value.
	EBASE	WSDOT™s Estimate and Bid Analysis System used to create and manipulate project estimates and bid data for Construction Projects.
	Effort	The number of labor units required to complete a schedule activity or work breakdown structure component. Usually expressed as staff hours, staff days, or staff weeks. Contrast with duration.
	eForms	Also known as Electronic Forms “ these are machine readable forms that may be completed and submitted by users, either online or offline.
		These forms may contain varying degrees of intelligence in the form of the ability to perform calculations, require different information based on user input and validity check aspects of data as it is entered.
	Electronic Signature	The electronic equivalent of a hand-written signature. This is facilitated with software that allows a user to electronically sign or bind approval or disapproval to a specific document.
	Endorsement	Something, as a signature or voucher that validates or sanctions.
	Engineering News-Record	An engineering-based news journal.
	(ENR)
	Enterprise Content Management (ECM)	The strategies and technologies employed for managing the capture, storage, security, revision control, retrieval, distribution, preservation and destruction of WSDOT documents and content.
	Entries, Active CVL	Entries that are displayed in a Controlled Vocabulary List when it is being used to specify Attribute values during the Document Add
		Process.
	Entries, Inactive CVL	Entries that are only displayed in a Controlled Vocabulary List, in addition to Active Entries, when a Controlled Vocabulary List is being used to specify Search parameters.
	Estimate [Output/Input]	A quantitative assessment of the likely amount or outcome. Usually applied to project costs, resources, effort, and durations and isusually preceded by a modifier (i.e., preliminary, conceptual,feasibility, order-of-magnitude, definitive). It should always include some indication of accuracy (e.g., Â±x percent).
	Estimate At Completion (EAC) [Output/Input]	The expected total cost of a schedule activity, a work breakdownstructure component, or project when the defined scope of work will be completed. EAC is equal to the actual cost (AC) plus the estimate to complete (ETC) for all of the remaining work. EAC = AC plus ETC. The EAC may be calculated based on performance to date or estimated by the project team based on other factors, in which case it is often referred to as the latest revised estimate. See also earned value technique and estimate to complete.
	Estimate To Complete (ETC) [Output/Input]	The expected additional cost needed to complete all the remaining work for a schedule activity, work breakdown structure component, orthe project. See also earned value technique and estimate at completion.
	Exception Report	Document that includes only major variations from plan (rather than all variations).
	Event	Something that happens, an occurrence, an outcome. SOURCE: PMBOK Third Edition
	Executive Management	WSDOT Regional and Headquarters management
	Executive Reporting	Reports produced from the Project Management and Reporting
	Summaries	System (PMRS) that summarize project scope, schedule and cost information at varying levels of detail. The less detailed reports are formatted to fit on Â¼ of a standard 8.5×11 page and contains less text information. There are Â½ page, 1 page and 2 page versions that increasingly provide additional information.

	F
	Failure Mode and Effect Analysis (FMEA) [Technique]	An analytical procedure in which each potential failure mode in every component of a product is analyzed to determine its effect on thereliability of that component and, by itself or in combination withother possible failure modes, on the reliability of the product or system and on the required function of the component; or the examination of a product (at the system and/or lower levels) for allways that a failure may occur. For each potential failure, an estimate is made of its effect on the total system and of its impact. In addition, a review is undertaken of the action planned tominimize the probability of failure and to minimize its effects.
	Fast Tracking [Technique]	A specific project schedule compression technique that changes network logic to overlap phases that would normally be done in sequence, such as the design phase and construction phase, or toperform schedule activities in parallel. See schedule compression and crashing.
	Final Acceptance	The action of the owner accepting the work from the contractor when the owner deems the work completed in accordance with the contractrequirements. The owner when making the final payment to the contractor confirms final acceptance.
	Final Completion	The point at which both parties to a contract declare the other has satisfactorily completed its responsibilities under the contract.
	Final Inspection	A final site review of the project by the contractor, owner, or owner™s authorized representative prior to issuing the final certificate for payment.
	Final Payment	The last payment from the owner to the contractor of the entire unpaid balance of the contract sum, as adjusted by any approved change orders.
	Finish Date	A point in time associated with a schedule activitys completion.
		Usually qualified by one of the following: actual, planned, estimated, scheduled, early, late, baseline, target, or current.
	Firm-Fixed-Price (FFP) Contract	A type of fixed price contract where the buyer pays the seller a set amount (as defined by the contract), regardless of the seller’s costs.
	Fixed Duration Scheduling	A scheduling method in which, regardless of the number of resourcesassigned to the task, the duration remains the same.
	Fixed Fee	A set contract amount for all labor, materials, equipment and services; and contractor™s overhead and profit for all work being performed for a specific scope of work.
	Fixed-Price-Incentive-Fee (FPIF) Contract	A type of contract where the buyer pays the seller a set amount (asdefined by the contract), and the seller can earn an additional amount if the seller meets defined performance criteria.
	Fixed-Price or Lump-Sum Contract	A type of contract involving a fixed total price for a well-definedproduct. Fixed-price contracts may also include incentives formeeting or exceeding selected project objectives, such as schedule targets. The simplest form of a fixed price contract is a purchaseorder.
	Flat Indicator	An indicator that no change has occurred.
	Float	Also called slack.
	Free Float (FF)	(1) The amount of time that a schedule activity can be delayed without delaying the early start of any immediately followingschedule activities.
		(2) Time an activity can be delayed beyond its early dates without delaying any successor activity beyond its early dates.
		(3) Free float = [(ES of following activity) (ES of present activity)]
		(Duration of present activity).
	Independent Float	Degree of flexibility, which an activity has, that does not affect the floatavailable on any preceding or succeeding activities.
	Negative Float	Time by which the start or finish date of an activity exceeds a required or late date.
	Positive Float	Time available to complete non-critical activities or work items without affecting total project duration.
	Total Float (TF)	The total amount of time that a schedule activity may be delayedfrom its early start date without delaying the project finish date, orviolating a schedule constraint. Calculated using the critical path method technique and determining the difference between the early finish dates and late finish dates.
	Zero Float	No excess time between activities. An activity with zero float isconsidered a critical activity. If the duration of any critical activity isincreased (the activity slips), the project finish date will slip.
	Flowcharting [Technique]	The depiction in a diagram format of the inputs, process actions, andoutputs of one or more processes within a system.
	Forecasts	Estimates or predictions of conditions and events in the projects future based on information and knowledge available at the time ofthe forecast. Forecasts are updated and reissued based on workperformance information provided as the project is executed. Theinformation is based on the projects past performance and expected future performance, and includes information that could impactthe project in the future, such as estimate at completion and estimate tocomplete.
	Forward Pass	The calculation of the early start and early finish dates for theuncompleted portions of all network activities. See also schedulenetwork analysis and backward pass.
	Functional Manager	Someone with management authority over an organizational unit within a functionalorganization. The manager of any group that actually makes a product or performs a service.
	Functional Organization	A hierarchical organization where each employee has one clearsuperior, and staff are grouped by areas of specialization andmanaged by a person with expertise in that area.

	G
	Gantt Chart	A chart using timelines and other symbols that illustrate multiple time-based activities or projects on a horizontal time scale. Also referred to as a bar chart. Activities are listed, with other tabular information, on the left side. Activity durations are shown in the form of horizontal bars.
		Invented by Henry Gantt. See also bar chart.
	Gantt Chart – Ground Rules[Tool]	A list of acceptable and unacceptable behaviors adopted by a project team to improve working relationships, effectiveness, and communication.
	Geographic Information Systems (GIS)	A collection of computer hardware, software, and geographic data for capturing, managing, analyzing, and displaying all forms of geographically referenced information.
	Gray Notebook (GNB)	WSDOT™s quarterly report to the Governor and the Washington State
		Transportation Commission on transportation programs and department management; officially entitled Measures, Markers and
		Mileposts

	H
	Hammock Task	See summary activity.
	Historical Information	Documents and data on prior projects, including project files, records,correspondence, closed contracts, and closed projects.
	Hyperlink	A word or phrase within a document that when selected by the user by clicking on it presents additional information to the user from a predefined location.

	I
	Impact	An assessment of the adverse effect of the risk occurring. Used in riskanalysis as one part of the assessment of a risk, the other being likelihood.
	Imposed Date	A fixed date imposed on a schedule activity or schedule milestone, usually in the form of a “start no earlier than” and “finish no later than” date.
	Initiate	The process of formally recognizing that a new project exists, which includes transition of projects from one phase to another such as
		Scoping to Design or PS&E to Construction.
	Input [Process Input]	Any item, whether internal or external to the project, that is required by a process before that process proceeds. May be an output from a predecessor process.

	J
	Joint Aquatic Resources	A WSDOT form used in the application for a Fish Habitat
	Permit Application (JARPA)	Enhancement Project.

	K
	Key Performance Indicator (KPI)	Financial and non-financial metrics used to quantify objectives to reflect strategic performance of an organization; often used to assess the present state of business and to prescribe a course of action.
	Knowledge	Knowing something with the familiarity gained through experience,education, observation, or investigation; it is also understanding a process, practice, or technique, or how to use a tool.

	L
	Labor, Equipment, Material	A specific type of cost estimate.
	(LEM)
	Lag [Technique]	A modification of a logical relationship that directs a delay in the successor activity. For example, in a finish-to-start dependency with aten-day lag, the successor activity cannot start until ten days after thepredecessor activity has finished. See also lead.
	Late Finish Date (LF)	In the critical path method, the latest possible point in time that aschedule activity may be completed based upon the schedulenetwork logic, the project completion date, and any constraintsassigned to the schedule activities without violating a schedule constraintor delaying the project completion date. The late finish dates are determined during the backward pass calculation of the project schedule network.
	Late Start Date (LS)	In the critical path method, the latest possible point in time that aschedule activity may begin based upon the schedule networklogic, the project completion date, and any constraints assigned to the schedule activities without violating a schedule constraint or delaying the project completion date. The late start dates are determined duringthe backward pass calculation of the project schedule network.
	Lead [Technique]	A modification of a logical relationship that allows an acceleration of the successor activity. For example, in a finish-to-start dependencywith a ten-day lead, the successor activity can start ten days before the predecessor activity has finished. See also lag. A negative lead is equivalent to a positive lag.
	Lessons Learned	The learning gained from the process of performing the project.
	[Output/Input]	Lessons learned may be identified at any point. Also considered a projectrecord,to be included in the lessons learned knowledge base.
	Level of Effort (LOE)	Support-type activity (e.g., seller or customer liaison, project costaccounting, project management, etc.) that does not readily lend itself tomeasurement of discrete accomplishment. It is generally characterized by a uniform rate of work performance over a period of time determined by the activities supported.
	Livelink	Open Text™s Enterprise Content Management solution suite.
	Logic Diagram	See network diagram.
	Logical Relationship	A dependency between two project schedule activities, or between aproject schedule activity and a schedule milestone. See also precedence relationship. The four possible types of logical relationships are: Finish-to-Start; Finish-to-Finish; Start-to-Start; and
		Start-to-Finish. The finish-to-start relationship is the most common type of logical relationship and is the default in most schedulingsoftware.
	Finish-to-Finish (FF)	The logical relationship where completion of work of the successoractivity cannot finish until the completion of work of the predecessor activity. See also logical relationship.
	Finish-to-Start (FS)	The logical relationship where initiation of work of the successoractivity depends upon the completion of work of the predecessor activity. See also logical relationship.
	Start-to-Finish (SF)	The logical relationship where completion of the successor schedule activity is dependent upon the initiation of the predecessor scheduleactivity. See also logical relationship.
	Start-to-Start (SS)	The logical relationship where initiation of the work of the successorschedule activity depends upon the initiation of the work of the predecessor schedule activity. See also logical relationship.

	M
	Major Version	Functionality of Livelink which can be used to establish an official version of a document.
	Manage Project Team [Process]	The process of tracking team member performance, providing feedback, resolving issues, and coordinating changes to enhance project performance.
	Manage Stakeholders [Process]	The process of managing communications to satisfy the requirementsof, and resolve issues with, project stakeholders.
	Master Deliverables List (MDL)	WSDOT™s standardized Master Deliverables List (MDL) is the starting point for a project-specific work breakdown structure (WBS). The MDL is a comprehensive list that identifies project phases, sub-phases, work processes, and deliverables. In a few cases, the MDL goes to the task level, for example in the environmental area.
		Rather than build a work breakdown structure from scratch, project teams eliminate items from the MDL, and add the appropriate tasks.
		The project team identifies project specific tasks with input from project customers, sponsors, and stakeholders. The tasks developedat the project level must roll up into the deliverables in the standardized MDL. It is to be used by all projects in the Highway
		Construction Program. The MDL is available on the WSDOT PDIS
		Internet site; see the PDIS definition for a web address.
	Matrix Organization	Any organizational structure in which the project manager sharesresponsibility with the functional managers for assigning priorities and for directing the work of persons assigned to the project.
	MATS Lab	The WSDOT Materials Testing Laboratory.
	Methodology	A system of practices, techniques, procedures, and rules used by those who work in a discipline.
	Milestone	A significant point or event in the project. See also schedule milestone.
	Milestone Schedule [Tool]	A summary-level schedule that identifies the major schedule milestones. See also master schedule.
	Minor Version	Functionality of Livelink which can be used to establish an work-in- progress version of a document.
	Mission (Mission Statement)	Derived from the project vision, an action statement that is feasible in time and place and compatible with the pursuit of the vision. A brief summary, approximately one or two sentences, that sums up the background, purposes, and benefits of the project. A statement thatanswers three questions: (1) What do we do? (2) For whom do we do it? (3) How do we go about it?
	Monitor	Collect project performance data with respect to a plan, produce performance measures, and report and disseminate performance information.
	Monitor and Control Project Work [Process]	The process of monitoring and controlling the processes required toinitiate, plan, execute, and close a project to meet the performance objectives defined in the project management plan and project scopestatement.
	Monitoring and Controlling Processes [Process Group]	Those processes performed to measure and monitor project execution so that corrective action can be taken when necessary to control theexecution of the phase or project.
	Monte Carlo Analysis	A technique that computes, or iterates, the project cost or projectschedule many times using input values selected at random from probability distributions of possible costs or durations, to calculate a distribution of possible total project cost or completion dates.

	N
	Narratives	This is concepts, composed and delivered in any medium, which describes a sequence of real or unreal events.
	Near-Critical Activity	A schedule activity that has low total float. The concept of nearcritical is equally applicable to a schedule activity or schedule network path. The limit below which total float is considered near critical is subject to expert judgment and varies from project to project.
	Network Diagram	A schematic display of the sequential and logical relationships of the activities that comprise the project. One popular drawing convention is called precedence diagramming. A view of project data in which theproject logic is depicted graphically. Frequently called a flowchart,
		PERT chart, or logic diagram.
	Network Logic	The collection of schedule activity dependencies that makes up aproject schedule network diagram.
	Network Loop	A schedule network path that passes the same node twice. Networkloops cannot be analyzed using traditional schedule network analysistechniques such as the critical path method.
	Network Open End	A schedule activity without any predecessor activities or successoractivities creating an unintended break in a schedule network path.
		Network open ends are usually caused by missing logical relationships.
	Network Path	Any continuous series of schedule activities connected with logical relationships in a project schedule network diagram.
	Networking [Technique]	Developing relationships with persons who may be able to assist in the achievement of objectives and responsibilities.
	Node	One of the defining points of a schedule network; a junction point joined to some or all of the other dependency lines. See precedence diagramming method.
	Notification List	An end user may set notification on a document or folder so they are informed when a new version or new document is added to the system. This must be set by the end user. The end user may then view a list of notifications they have set.

	O
	Objective	Something toward which work is to be directed; a strategic position to be attained or purpose to be achieved; a result to beobtained; a product to be produced; or a service to be performed.
	Operations	An organizational function performing the ongoing execution ofactivities that produce the same product or provide a repetitiveservice.
	Opportunity	A condition or situation favorable to the project; a positive set of circumstances; a positive set of events; a risk that will have apositive impact on project objectives; or a possibility for positivechanges. Contrast with threat.
	Organization	A group of persons organized for some purpose or to perform some type of work within an enterprise.
	Organization Chart [Tool]	A method for depicting interrelationships among a group of personsworking together toward a common objective.
	Output [Process Output]	A product, result, or service generated by a process. May be aninput to a successor process.

	P
	P3 / P5 / P6	Designations used to refer to specific versions of Primavera™s
		Project Manager application.
	Package Object	This is a combination of documents that make up a package.
	Parametric Estimating [Technique]	An estimating technique that uses a statistical relationship between historical data and other variables (e.g., square footage inconstruction, lines of code in software development) to calculate anestimate for activity parameters, such as scope, cost, budget, and duration. This technique can produce higher levels of accuracydepending upon the sophistication and the underlying data built intothe model. An example for the cost parameter is multiplying the planned quantity of work to be performed by the historical cost per unit to obtain the estimated cost.
	Pareto Diagram [Tool]	A histogram, ordered by frequency of occurrence, that shows how many results were generated by each identified cause.
	Path Convergence	The merging or joining of parallel schedule network paths into the same node in a project schedule network diagram. Path convergence is characterized by a schedule activity with more thanone predecessor activity.
	Path Divergence	Extending or generating parallel schedule network paths from thesame node in a project schedule network diagram. Path divergenceis characterized by a schedule activity with more than one successor activity.
	Pay Note	A contract detailing the terms of a promise by one party (the maker) to pay a sum of money to another (the payee); also referred to as a
		promissory note in accounting.
	PDF	Adobe extension that identifies files created using their Portable
		Document Format.
	PDF-A	This is a standard within ISO 19005-1 that defines a file format based on PDF, known as PDF-A, which provides a mechanism for representing electronic documents in a manner that preserves their visual appearance over time, independent of the tools and systems used for creating, storing or rending the files.
	Percent Complete (PC or PCT)	An estimate, expressed as a percent, of the amount of work that has been completed on an activity or a work breakdown structurecomponent.
	Performance Reporting	The process of collecting and distributing performance information.
	[Process]	This includes status reporting, progress measurement, and forecasting.
	Performance Reports [Output/Input]	Documents and presentations that provide organized andsummarized work performance information, earned value management parameters and calculations, and analyses of project work progress and status. Common formats for performance reports include bar charts, S-curves, histograms, tables, and project schedule network diagrams showing current schedule status.
	Phase	See project phase
	Planned Finish Date (PF)	See scheduled finish date.
	Planned Start Date (PS)	See scheduled start date.
	Planned Value (PV)	The authorized budget assigned to the scheduled work to beaccomplished for a schedule activity or work breakdown structurecomponent. Also referred to as the budgeted cost of work scheduled.
	Planning Processes [Process Group]	Those processes performed to define and mature the project scope, develop the project management plan, and identify and schedule the project activities that occur within the project.
	Portfolio Management [Technique]	The centralized management of one or more portfolios, which includesidentifying, prioritizing, authorizing, managing, and controlling projects, programs, and other related work, to achieve specific strategic business objectives.
	Position Description [Tool]	An explanation of a project team members roles and responsibilities.
	Practice	A specific type of professional or management activity that contributes to the execution of a process and that may employ one or more techniques and tools.
	Precedence Diagramming Method (PDM) [Technique]	A schedule network diagramming technique in which scheduleactivities are represented by boxes (or nodes). Schedule activities are graphically linked by one or more logical relationships to show thesequence in which the activities are to be performed.
	Precedence Relationship	The term used in the precedence diagramming method for a logical relationship. In current usage, however, precedence relationship, logical relationship, and dependency are widely used interchangeably, regardless of the diagramming method used.
	Pre-Construction Planning (Meeting)	A team-building process with the contractor and WSDOT used for the purpose of establishing overall project scheduling; understandingproject commitments; and defining roles, responsibilities and levels of authority.
	Predecessor Activity	The schedule activity that determines when the logical successoractivity can begin or end.
	Pre-Design Phase	The phase prior to the start of design where feasibility studies are done and conceptual project cost estimates are prepared. (We call this scoping or planning.)
	Preventive Action	Documented direction to perform an activity that can reduce the probability of negative consequences associated with project risks
	Prime Contractor	(1) Any contractor having a contract directly with the owner.
		(2) Usually the main (general) contractor for a specific project.
	Probability	The likelihood of occurrence. In the context of project risk, a measure of the likelihood of a risk occurring.
	Probability and Impact Matrix [Tool]	A common way to determine whether a risk is considered low, moderate, or high by combining the two dimensions of a risk: itsprobability of occurrence, and its impact on objectives if it occurs.
	Procedure	A series of steps followed in a regular definitive order to accomplish something.
	Process	A set of interrelated actions and activities performed to achieve aspecified set of products, results, or services.
	Process Group	See Program Management Process Groups.
	Procurement Documents [Output/Input]	Those documents utilized in bid and proposal activities, which includebuyer™s Invitation for Bid, Invitation for Negotiations, Request for
		Information, Request for Quotation, Request for Proposal, and seller™s responses.
	Procurement Management Plan [Output/Input]	The document that describes how procurement (the processes fromdeveloping procurement documentation through contract closure) will bemanaged.
	Product	An artifact that is produced, is quantifiable, and can be either an end item in itself or a component item. Additional words for products arematerial and goods. Contrast with result and service. See alsodeliverable.
	Product Life Cycle	A collection of generally sequential, non-overlapping product phaseswhose names and numbers are determined by the manufacturing and control needs of the organization. The last product life cycle phase for a product is generally the product™s deterioration and death. Generally, a project life cycle is contained within one or more product life cycles.
	Product Scope	The features and functions that characterize a product, service, orresult.
	Product Scope Description	The documented narrative description of the product scope.
	Professional Engineer	A professional firm and/or individual who is professionally engaged in an engineering discipline.
	Program	A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.
		Programs may include elements of related work outside the scope of the discrete projects in the program.
	Program Evaluation and Review Technique (PERT)	A project management technique for determining how much time a project needs before it is completed. Each activity is assigned a best, worst, and most probable time estimate. These are used to determine the average completion time, which is used to figure the critical pathand completion time for the project.
	Program Identification Number (PIN)	Used to refer to projects identified in CPMS, TEIS and other program management legacy systems.
	Program Management	The management of a series of related projects designed to accomplish broad goals, to which the individual projects contribute, which are typically executed over an extended period of time (i.e., abiennium).
	Program Management Office (PMO)	The centralized management of a particular program or programssuch that corporate benefit is realized by the sharing of resources, methodologies, tools, and techniques, and related high-level project management focus. See also project management office.
	Progress Meeting	A meeting dedicated essentially to contractor progress during theconstruction phase.
	Progress Milestones	Those milestones identified as the basis for making progress payments.
	Progress Payment	Partial payments on a contractor™s contract amount, periodically paidby the owner for work accomplished by the contractor to date, determined by calculating the difference between the completed workand materials stored and a predetermined schedule of values or unitcosts.
	Progress Schedule	A line diagram showing proposed and actual starting and completion times of the respective project activities.
	Project	A temporary endeavor undertaken to create a unique product, service, orresult.
	Project Budget	The amount and distribution of money allocated to a project.
	Project Calendar	A calendar of working days or shifts that establishes those dates on whichschedule activities are worked, and nonworking days that determine those dates on which schedule activities are idle. Typically defines holidays, weekends, and shift hours. See also resource calendar.
	Project Charter [Output/Input]	A document issued by the project initiator or sponsor that formallyauthorizes the existence of a project, and provides the project manager with the authority to apply organizational resources to project activities.
	Project Communication Plan	A plan, which may range from a formal Contract/Responsibility Chart with detailed instructions on a large project, to an informal list of contact names, telephone numbers, and schedule of meetings on a small project.
	Project Communications Management [Knowledge Area]	A subset of project management that includes the processes required to ensure timely and appropriate generation, collection and dissemination, storage and ultimate disposition of project information.
		It consists of communications planning, information distribution, performance reporting, and administrative closure.
	Project Cost	All costs for a specific project, including costs for land, professionals, construction, furnishings, fixtures, equipment, financing, and any other project-related costs.
	Project Cost Management [Knowledge Area]	A subset of project management that includes the processes required to ensure that the project is completed within the approved budget. It consists of resource planning, cost estimating, cost budgeting, and cost control.
	Project Cost Management	The process of placing responsibility on the designers and implementers to perform within established budgets. Actual and budget project costs are compared. Two principles apply: (1) There must be a basis for comparison; and (2) Only future costs can becontrolled.
	Project Human Resource Management [Knowledge	A subset of project management that includes the processes required to make the most effective use of the people involved with the project.
	Area]	It consists of organizational planning, staff acquisition, and teamdevelopment.
	Project Initiation	Launching a process that can result in the authorization and scope definition of a new project.
	Project Integration Management [Knowledge Area]	A subset of project management that includes the processes requiredto ensure that the various elements of the project are properly coordinated. It consists of project plan development, project planexecution, and integrated change control.
	Project Life Cycle	A collection of generally sequential project phases whose names and numbers are determined by the control needs of the organizationor organizations involved in the project. A life cycle can bedocumented with a methodology.
	Project Management (PM)	The application of knowledge, skills, tools, and techniques to projectactivities to meet the project requirements.
	Project Management Academy	A program to train WSDOT personnel on best practices associated with Project Management (PM) and other PM training requirements as identified.
	Project Management and Reporting System (PMRS)	A set of related applications which assist WSDOT in meeting the business needs associated with managing, tracking and reporting on project data.
	of KnoProjectw Manledge (PMBOKagement BoÂ®) dy	An inclusive term that describes the sum of knowledge within theprofession of project management. As with other professions, such aslaw, medicine, and accounting, the body of knowledge rests with the practitioners and academics that apply and advance it. The complete project management body of knowledge includes proven traditional practices that are widely applied and innovative practices that are emerging in the profession. The body of knowledge includes both published and unpublished material. The PMBOK is constantly evolving.
	Project Management Information System (PMIS) [Tool]	An information system consisting of the tools and techniques used to gather, integrate, and disseminate the outputs of project management processes. It is used to support all aspects of theproject from initiating through closing, and can include both manual and automated systems.
	Project Management Knowledge Area	An identified area of project management defined by its knowledgerequirements and described in terms of its component processes, practices, inputs, outputs, tools, and techniques.
	Project Management Office (PMO)	An organizational body or entity assigned various responsibilities related to the centralized and coordinated management of those projects under its domain. The responsibilities of a PMO canrange from providing project management support functions toactually being responsible for the direct management of a project.
		See also program management office.
	Project Management Plan [Output/Input]	A formal, approved document that defines how the project isexecuted, monitored, and controlled. It may be summary or detailedand may be composed of one or more subsidiary management plans and other planning documents.
	Project Management Process	deOnscrie of bed the 4in t4he PprocesseMBOKs, u Guide.nique to project management and
	Project Management Process Group	in tA logical grouping ohe PMBOK Guidef.thThe e projproject mect maanagnageemmeent pnt procerocessses gs descrroupsibedinclude initiating processes; planning processes; executingprocesses; monitoring and controlling processes; and closingprocesses. Collectively, these five groups are required for anyproject, have clear internal dependencies, and must be performed in the same sequence on each project, independent of the application area or the specifics of the applied project life cycle. Projectmanagement process groups are not project phases.
	ProfesProject Msionanalagem (PMPen) t	(PA person ceMIÂ®). rtified as a PMPÂ® by the Project Management Institute
	Project Management Software [Tool]	A class of computer software applications specifically designed toaid the project management team with planning, monitoring, and controlling the project, including: cost estimating, scheduling, communications, collaboration, configuration management, document control, records management, and risk analysis.
	Project Management System [Tool]	The aggregation of the processes, tools, techniques, methodologies, resources, and procedures to manage a project. The system is documented in the project management plan and its content will vary depending upon the application area, organizational influence, complexity of the project, and the availability of existing systems. Aproject management system, which can be formal or informal, aids aproject manager in effectively guiding a project to completion. A project management system is a set of processes and the related monitoring and control functions that are consolidated and combinedinto a functioning, unified whole.
	Project Management Team	The members of the project team who are directly involved in project management activities. On some smaller projects, the project management team may include virtually all of the project teammembers.
	Project Manager (PM)	(1) The person assigned by the performing organization to achievethe project objectives.
		(2) Any person assigned to lead a team toward completion of a project.
		A project manager applies specialized knowledge, skills, tools, andtechniques in order to meet customer expectations of a project.
		(3) The person who heads up the project team and has the authorityand responsibility for conducting the project and meeting projectobjectives throughproject management.
		(4) A qualified individual or firm authorized by the owner to be directly responsible for the day-to-day management and administration, and for coordinating time, equipment, money, tasks, and people for all or specified portions of a specific project.
	Project Network Diagram	Any schematic display of the logical relationship of project activities.
		(See precedence diagram.)
	Project Organization Chart [Output/Input]	A document that graphically depicts the project team members and their interrelationships for a specific project.
	Project Performance Baseline	An approved integrated scope-schedule-cost plan for the project work against which project execution is compared to measure and manage performance. Technical and quality parameters may also be included.
		(CREM glossary)
	Project Plan	A management summary document giving the essentials of a project in terms of its objectives, justification, and how the objectives are to be achieved. It should describe how all the major activities under each project management function are to be accomplished, including overall project control.
	Project Phase	A collection of logically-related project activities, usually culminating in the completion of a major deliverable. Project phases (also calledphases) are mainly completed sequentially, but can overlap insome project situations. Phases can be subdivided into subphasesand then components; this hierarchy, if the project or portions of theproject are divided into phases, is contained in the work breakdownstructure. A project phase is a component of a project life cycle. Aproject phase is not a project management process group.
	Project Process Groups	The five process groups required for any project that have cleardependencies and that are required to be performed in the samesequence on each project, independent of the application area orthe specifics of the applied project life cycle. The process groups are initiating, planning, executing, monitoring and controlling, and closing.
	Project Procurement Management [Knowledge Area]	A subset of project management that includes the processes requiredto acquire goods and services to attain project scope form outside the performing organization. It consists of procurement, planning, solicitation planning, solicitation, source selection, contract administration, and contract closeout.
	Project Quality Management [Knowledge Area]	A subset of project management that includes the processes requiredto ensure that the project will satisfy the needs for which it was undertaken. It consists of quality planning, quality assurance, and quality control.
	Project Risk Management	The process of identification, assessment, allocation, and management of project risks.
	Project Risk Management [Knowledge Area]	Risk Management is the systematic process of identifying, analyzing, and responding to project risk. It includes maximizing the probabilityand consequences of positive events and minimizing the probabilityand consequences of events adverse to project objectives. It includesthe processes of risk management planning, risk identification, qualitative risk analysis, quantitative risk analysis, risk response planning, and risk monitoring and control.
	Project Risks	Factors that may cause a failure to meet the project™s objectives.
		Risks may be associated with opportunities. Risk is the product of the probability of an event occurring, times its impact if it did. Risks exist as a consequence of uncertainty.
	Project Schedule [Output/Input]	The planned dates for performing schedule activities and the planneddates for meeting schedule milestones.
	Project Scope	The work that must be performed to deliver a product, service, or result with the specified features and functions.
	Project Scope Management [Knowledge Area]	A subset of project management that includes the processes required to ensure that the project includes all of the work required, and only the work required, to complete the project successfully. It consists of initiation, scope planning, scope definition, scope verification, and scope change control.
	Project Scope Management Plan [Output/Input]	The document that describes how the project scope will be defined, developed, and verified; how the work breakdown structure will becreated and defined; and provides guidance on how the projectscope will be managed and controlled by the project management team. It is contained in or is a subsidiary plan of the project management plan. The project scope management plan can be informal and broadly framed, or formal and highly detailed, based on the needs of the project.
	Project Scope Statement [Output/Input]	The narrative description of the project scope, including majordeliverables, project objectives, project assumptions, projectconstraints, and a statement of work, that provides a documentedbasis for making future project decisions and for confirming ordeveloping a common understanding of project scope among the stakeholders. The definition of the project scope” what needs to be accomplished?
	Project Stakeholder	See stakeholder.
	Project Summary Work Breakdown Structure (PSWBS) [Tool]	A work breakdown structure for the project that is only developeddown to the subproject level of detail within some legs of the WBS, and where the detail of those subprojects are provided by use ofcontract work breakdown structures.
	Project Sponsor	The owner of the project business case, representing the funder™s interests.
	Project Team	All the project team members, including the project management team, the project manager and, for some projects, the project sponsor.
	Project Team Directory	A documented list of project team members, and their project roles and communication information.
	Project Team Members	The persons who report either directly or indirectly to the project manager, and who are responsible for performing project work as aregular part of their assigned duties.
	Project Time Management [Knowledge Area]	A subset of project management that includes the processes requiredto ensure timely completion of the project. It consists of activitydefinition, activity sequencing, activity duration estimating, scheduledevelopment, and schedule control.
	Project Vision	The picturing of the project™s deliverable as the solution of the stated need or problem. A œword picture describing the Project Vision.
	Project Work	See work.
	Projectized Organization	Any organizational structure in which the project manager has fullauthority to assign priorities, apply resources, and direct the work of persons assigned to the project.

	Q
	Qualitative Risk Analysis [Process]	The process of prioritizing risks for subsequent further analysis or action by assessing and combining their probability of occurrence and impact.
	Quality	(1) The degree to which a set of inherent characteristics fulfills requirements.
		(2) The totality of features and characteristics of a product or servicethat bear on its ability to satisfy stated or implied needs.
	Quality Assurance (QA)	All those planned and systematic actions necessary to provide adequate confidence that a product or service will satisfy given requirements for quality.
	Quality Assurance (QA)	The process of applying the planned, systematic quality activities
	[Process]	(such as audits or peer reviews) to ensure that the project employs all processes needed to meet requirements.
	Quality Control (QC) [Process]	The process of monitoring specific project results to determine whether they comply with relevant quality standards, and identifying ways to eliminate causes of unsatisfactory performance.
	Quality Management Plan [Output/Input]	The quality management plan describes how the project management team will implement the performing organization™s quality policy. Thequality management plan is a component or a subsidiary plan of the project management plan. The quality management plan may be formal or informal, highly detailed, or broadly framed, based onthe requirements of the project.
	Quality Planning [Process]	The process of identifying which quality standards are relevant to theproject and determining how to satisfy them.
	Quantitative Risk Analysis [Process]	The process of numerically analyzing the effect on overall projectobjectives of identified risks.
	Quarterly Project Review	Quarterly held review meetings used to identify project progress and issues to
		WSDOT Headquarters.

	R
	Records Management	The practice of identifying, classifying, archiving, preserving, and destroying records.
	Regulation	Requirements imposed by a governmental body. Theserequirements can establish product, process or servicecharacteristics”including applicable administrative provisions”that have government-mandated compliance.
	Reliability	The probability of a product performing its intended function under specific conditions for a given period of time.
	Reporting	The process of producing data for purposes of accountability and decision making in either paper or electronic format.
	Request for Information (RFI)	A type of procurement document whereby the buyer requests a potential seller to provide various pieces of information related to a productor service or seller capability.
	Request for Proposal (RFP)	A type of procurement document used to request proposals fromprospective sellers of products or services. In some application areas, it may have a narrower or more specific meaning.
	Requested Change [Output/Input]	A formally documented change request that is submitted for approvalto the integrated change control process. Contrast with approved change request.
	Requirement	A condition or capability that must be met or possessed by a system, product, service, result, or component to satisfy a contract, standard, specification, or other formally imposed documents. Requirements include the quantified and documented needs, wants, and expectations of the sponsor, customer, and other stakeholders.
	Reserve	A provision in the project management plan to mitigate cost and/or schedule risk. Often used with a modifier (e.g., managementreserve, contingency reserve) to provide further detail on what types of risk are meant to be mitigated. The specific meaning of the modified term varies by application area.
	Reserve Analysis [Technique]	An analytical technique to determine the essential features andrelationships of component s in the project management plan to establish a reserve for the schedule duration, budget, estimated cost, or funds for a project.
	Residual Risk	A risk that remains after risk responses have been implemented.
	Resource	Skilled human resources (specific disciplines either individually or in crews or teams), equipment, services, supplies, commodities, material, budgets, or funds.
	Resource Breakdown Structure (RBS)	A hierarchical structure of resources by resource category and resource type used in resource leveling schedules and to developresource-limited schedules, and which may be used to identify and analyze project human resource assignments.
	Resource Calendar	A calendar of working days and nonworking days that determines those dates on which each specific resource is idle or can be active. Typically defines resource-specific holidays and resource-availability periods. Seealso project calendar.
	Resource-Constrained	See resource-limited schedule.
	Schedule
	Resource Histogram	A bar chart showing the amount of time that a resource is scheduled to work over a series of time periods. Resource availability may be depicted as a line for comparison purposes. Contrasting bars may show actualamounts of resource used as the project progresses.
	Resource Leveling	Any form of schedule network analysis in which scheduling decisions
	[Technique]	(start and finish dates) are driven by resource constraints (e.g., limited resource availability or difficult-to-manage changes in resource availability levels).
	Resource-Limited Schedule	A project schedule whose schedule activity, scheduled start datesand scheduled finish dates reflect expected resource availability. A resource-limited schedule does not have any early or late start or finish dates. The resource-limited schedule total float is determined by calculating the difference between the critical path method late finish date and the resource-limited scheduled finish date. Sometimes called resource constrained schedule. See also resource leveling.
	Resource Loading	A process to assign resource and estimated quantity to respective schedule activities.
	Resource Planning	Determining what resources (people, equipment, materials) are needed in what quantities to perform project activities.
	Resource Pool	A flat or hierarchical list to identify available resources within an organization.
	Resource Updating	A process to record actual spending quantity and to reflect the estimated quantity to complete.
	Responsibility	The duties, assignments, and accountability for results associated with a designated position in the organization.
	Responsibility Assignment Matrix (RAM) [Tool]	A structure that relates the project organizational breakdown structure to the work breakdown structure to help ensure that each component of the project™s scope of work is assigned to a responsible person.
	Result	An output from performing project management processes andactivities. Results include outcomes (e.g., integrated systems, revisedprocess, restructured organization, tests, trained personnel) and documents (e.g., policies, plans, studies, procedures, specifications, reports). Contrast with product and service. See also deliverable.
	Retention Schedule	A schedule listing and assigning minimum retention periods to individual records series which is approved for a specific agency by the State Records Committee. A records retention schedule provides the agency for which it is approved continuing records disposition authority.
	Risk	An uncertain event or condition that, if it occurs, has a positive or negative effect on a project™s objectives. See also risk category and riskbreakdown structure.
	Risk Acceptance [Technique]	A risk response planning technique that indicates that the project team has decided not to change the project management plan to deal with a risk, or is unable to identify any other suitable response strategy.
	Risk Analysis	An examination of risk areas or events to assess the probable consequences for each event (or combination of events in the analysis), and determine possible options for avoidance.
	Risk Avoidance [Technique]	A risk response planning technique for a threat that creates changes to the project management plan that are meant to either eliminate the risk or to protect the project objectives from its impact. Generally, riskavoidance involves relaxing the time, cost, scope, or quality objectives.
	Risk Breakdown Structure (RBS) [Tool]	A hierarchically-organized depiction of the identified project risksarranged by risk category and subcategory that identifies the variousareas and causes of potential risks. The risk breakdown structure is often tailored to specific project types.
	Risk Category	A group of potential causes of risk. Risk causes may be groupedinto categories such as technical, external, organizational, environmental, or project management. A category may include subcategories such as technical maturity, weather, or aggressiveestimating. See also risk breakdown structure.
	Risk Database	A repository that provides for collection, maintenance, and analysis of data gathered and used in the risk management processes.
	Risk Identification [Process]	The process of determining which risks might affect the project and documenting their characteristics.
	Risk Management	An organized assessment and control of project risks.
	Risk Management Plan [Output/Input]	The document describing how project risk management will bestructured and performed on the project. It is contained in or is a subsidiary plan of the project management plan. The riskmanagement plan can be informal and broadly framed, or formal and highly detailed, based on the needs of the project. Information in the risk management plan varies by application area and projectsize. The risk management plan is different from the risk register that contains the list of project risks, the results of risk analysis, and the risk responses.
	Risk Management Planning [Process]	The process of deciding how to approach, plan, and execute riskmanagement activities for a project.
	Risk Mitigation [Technique]	A risk response planning technique associated with threats that seeks to reduce the probability of occurrence or impact of a risk to below an acceptable threshold.
	Risk Monitoring and Control [Process]	The process of tracking identified risks, monitoring residual risks, identifying new risks, executing risk response plans, and evaluatingtheir effectiveness throughout the project life cycle.
	Risk Register [Output/Input]	The document containing the results of the qualitative risk analysis, quantitative risk analysis, and risk response planning. The riskregister details all identified risks, including description, category, cause, probability of occurring, impact (s) on objectives, proposed responses, owners, and current status. The risk register is a component of the project management plan.
	Risk Response Planning [Process]	The process of developing options and actions to enhance opportunities and to reduce threats to project objectives.
	Risk Transference [Technique]	A risk response planning technique that shifts the impact of a threat to a third party, together with ownership of the response.
	Role	A defined function to be performed by a project team member, such as testing, filing, inspecting, and coding.
	Root Cause Analysis [Technique]	An analytical technique used to determine the basic underlyingreason that causes a variance or a defect or a risk. A root cause may underlie more than one variance or defect or risk.

	S
	Safeword Secure Computing Key Fob	SafeWord for Citrix delivers security through one-time pass code-generating hardware tokens. Only the SafeWord server knows which pass code will allow the user to gain access.
	Saved Search	A set of search criteria and the attribute values for the search that may be retained for repeated reuse.
	Scalability	Scale, defined by Webster™s, is a progressive classification, as of size,amount, importance, or rank. In other words, scalability is the level of work planning required based on the project size, project complexity, and team size. The project manager determines the appropriate level of detail.
	Schedule	See project schedule and see also schedule model.
	Schedule Activity	A discrete scheduled component of work performed during the course of a project. A schedule activity normally has an estimatedduration, an estimated cost, and estimated resource requirements.
		Schedule activities are connected to other schedule activities orschedule milestones with logical relationships, and are decomposed from work packages.
	Schedule Analysis	See schedule network analysis.
	Schedule Compression [Technique]	Shortening the project schedule duration without reducing the project scope. See also crashing and fast tracking.
	Schedule Control	The process of controlling changes to the project schedule.
	[Process]
	Schedule Development [Process]	The process of analyzing schedule activity sequences, schedule activity durations, resource requirements, and schedule constraintsto create the project schedule.
	Schedule Management Plan [Output/Input]	The document that establishes criteria and the activities fordeveloping and controlling the project schedule. It is contained in, or is a subsidiary plan of, the project management plan. The schedule management plan may be formal or informal, highly detailed orbroadly framed, based on the needs of the project.
	Schedule Milestone	A significant event in the project schedule, such as an event restraining future work or marking the completion of a major deliverable. A schedule milestone has zero duration. Sometimes called a milestone activity. See also milestone.
	Schedule Model [Tool]	A model used in conjunction with manual methods or project management software to perform schedule network analysis togenerate the project schedule for use in managing the execution ofa project. See also project schedule.
	Schedule Network Analysis [Technique]	The technique of identifying early and late start dates, as well asearly and late finish dates, for the uncompleted portions of projectschedule activities. See also critical path method, critical chain method, what-if analysis, and resource leveling.
	Schedule Performance	A measure of schedule efficiency on a project. It is the ratio of earned value
	Index (SPI)	(EV) to planned value (PV). The SPI = EV divided by PV. An SPI equal to or greater than one indicates a favorable condition, and avalue of less than one indicates an unfavorable condition. See also earned value management.
	Schedule Variance (SV)	A measure of schedule performance on a project. It is the algebraic difference between the earned value (EV) and the planned value (PV). SV = EV minus PV. See also earned value management.
	Scheduled Finish Date (SF)	The point in time that work was scheduled to finish on a scheduleactivity. The scheduled finish date is normally within the range ofdates delimited by the early finish date and the late finish date. It may reflect resource leveling of scarce resources. Sometimes called planned finish date.
	Scheduled Start Date (SS)	The point in time that work was scheduled to start on a schedule activity. The scheduled start date is normally within the range ofdates delimited by the early start date and the late start date. It may reflect resource leveling of scarce resources. Sometimes called planned start date.
	Schedule Variance	The difference between the Budgeted Cost of Work Scheduled and the Budgeted Cost of Work Performed.
	Scheduling	The process of converting a general or outline plan for a project into a time-based schedule based on the available resources and time constraints.
	Scope	The sum of the products, services, and results to be provided as a project. See also project scope and product scope.
	Scope Baseline	See baseline.
	Scope Change	Any change to the project scope. A scope change almost alwaysrequires an adjustment to the project cost or schedule.
	Scope Control [Process]	The process of controlling changes to the project scope.
	Scope Creep	Adding features and functionality (project scope) without addressingthe effects on time, costs, and resources, or without customerapproval.
	Scope Definition [Process]	The process of developing a detailed project scope statement as the basis for future project decisions.
	Scope of Work (SOW)	Defines the work to be done in detail, the materials to be used and the exact nature of the work to be done.
	Scope Management	The function of controlling a project in terms of its goals and objectivesthrough the processes of conceptual development; full definition or scope statement; execution; and termination.
	Scope Planning [Process]	The process of creating a project scope management plan.
	Scope Statement	A documented description of the project™s output or deliverables.
	Scope Verification [Process]	The process of formalizing acceptance of the completed projectdeliverables.
	SCoRE (Scope, Cost, and Risk Evaluation)	A peer level review/due diligence analysis on the scope schedule and cost estimate for projects. Evaluates the quality and completeness,including anticipated risk and variability, of the projected cost and schedule. (Some call this CEVP light. See also CEVP.)
		Objective: The SCoRE workshop is intended to provide an Evaluation of the cost and schedule estimates for a WSDOT or Regional transportation project. It considers data about the project brought byrepresentatives of the project team. The depth, detail and completeness of the project team information will be a determining factor in the final SCoRE output and it is critical to have a clearly defined scope for the project at the beginning of the workshop. If there is uncertainty about scope, this issue must be resolved at the start of the session.
	S-Curve	Graphic display of cumulative costs, labor hours, percentage of work, or other quantities, plotted against time. The name derives from the S-like shape of the curve (flatteratthebeginning and end, steeper in the middle) produced on a project that starts slowly, accelerates, and then trails off. Also a term for the cumulative likelihooddistribution that is a result of a simulation, a tool of quantitative riskanalysis.
	Search Template	A set of search criteria without attribute values for the search that may be retained for repeated reuse.
	Secondary Risk	A risk that arises as a direct result of implementing a risk response.
	Security Group	An assembly of system end-users that enable them to share a common set of security permissions within the ECM system. Also referred to as a User Group.
	Service	Useful work performed that does not produce a tangible product orresult, such as performing any of the business functions supportingproduction or distribution. Contrast with product and result. See also deliverable.
	Simulation	A simulation uses a project model that translates the uncertainties specified at a detailed level into their potential impact on objectivesthat are expressed at the level of the total project. Project simulations use computer models and estimates of risk, usually expressed as aprobability distribution of possible costs or durations at a detailedwork level, and are typically performed using the Monte Carlo analysis.
	Skill	Ability to use knowledge, a developed aptitude, and/or a capability to effectively and readily execute or perform an activity.
	Slack	See total float and free float.
	Software Requirements Recommendation	A document that summarizes and addresses the requirements gathered for software implementation and provides recommendations as how to move forward with that information.
	Special Cause	A source of variation that is not inherent in the system, is not predictable, and is intermittent. It can be assigned to a defect in the system. On a control chart, points beyond the control limits, or non-random patterns within the control limits, indicate it. Also referred toas assignable cause. Contrast with common cause.
	Specialty Groups	Functional groups responsible for specialized services or products
		(Environmental, Traffic, Bridge & Structures, Geotechnical, Right of
		Way, Materials, etc.)
	Specification	A document that specifies, in a complete, precise, verifiable manner, the requirements, design, behavior, or other characteristics of asystem, component, product, result, or service and, often, the procedures for determining whether these provisions have beensatisfied. Examples are: requirement specification, design specification, product specification, and test specification.
	Specification Limits	The area, on either side of the center line, or mean, of data plotted on acontrol chart that meets the customer™s requirements for a product orservice. This area may be greater than or less than the area definedby the control limits.
	SPMG Steering Team	A team of WSDOT mid-level managers with representatives from each region selected to assist in the development of the Project Management and
		Reporting System (PMRS). The purpose of which is to provide regional input and recommendations on the design and functionality of the PMRS.
	Sponsor	(1) The person or group that provides the financial resources, in cashor in kind, for the project and is responsible for the overall projectdelivery.
		(2) The person assigning the project manager the responsibility to conduct the project™s effort and deliver the end product.
		(3) The executive who manages, administers, monitors, funds, and is responsible for the overall project delivery.
	Sponsor – Stakeholder	Persons and organizations such as customers, sponsors, performing organizations, and the public that are actively involved in the project, or whose nterests may be positively or negatively affected by execution or completion of the project. They may also exert influence over the project and its deliverables.
	Stakeholder	Those with a particularly significant interest in the project™s outcome, including those providing funding or right of way for the project and property owners who are affected by the project. Stakeholders are unique for each project.
	Standard	A document established by consensus and approved by a recognized body that provides, for common and repeated use, rules, guidelines, or characteristics for activities or their results, aimed at the achievement of the optimum degree of order in a given context.
	Standard Item Table	A WSDOT tool used to identify standard bid items, including item number, unit of measure, and item use.
	Start Date	A point in time associated with a schedule activity™s start, usually qualified by one of the following: actual, planned, estimated, scheduled, early, late, target, baseline, or current.
	Statement of Work (SOW)	A narrative description of products, services, or results to besupplied.
	Statewide Program Management Group (SPMG)	A team of nationally recognized consultants brought together to assist in the overall management of the delivery of the $15 billion in WSDOT transportation projects expected over the following 16 years.
	Subject Matter Expert (SME)	A person who has demonstrated a competency and mastery in a particular subject or topic.
	Subphase	A subdivision of a phase.
	Subproject	A smaller portion of the overall project created when a project issubdivided into more manageable components or pieces. Subprojects are usually represented in the work breakdown structure. A subprojectcan be referred to as a project, managed as a project, and acquired from a seller. May be referred to as a subnetwork in a project schedule network diagram.
	Substantial Completion	The stage in the progress of the work when the work, or designatedportion of the work, is sufficiently complete in accordance with the contract documents so that the owner can occupy or utilize the workfor its intended use.
	Substantial Completion Date	The date on which a contractor reaches a point of completion, when subsequent interfacing contractors can productively begin work or the owner can occupy the project, in whole or in part, without undo interference.
	Successor	The schedule activity that follows a predecessor activity, as determined by their logical relationship.
	Summary Activity	A group of related schedule activities aggregated at some summarylevel, and displayed/reported as a single activity at that summary level.
		See also s u b p r o j e c t and subnetwork.
	Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis	This information-gathering technique examines the project from the perspective of each project™s strengths, weaknesses, opportunities, and threats to increase the breadth of the risks considered by riskmanagement.
		A process whereby a group of people determine:
		1. What Strengths do we have? (How can we take advantage of them?)
		2. What Weaknesses do we have? (How can we minimize them?)
		3. What Opportunities are there? (How can we capitalize on them?)
		4. What Threats might prevent us from getting there? (Consider technical obstacles, competitive responses, values of people within the organization, etc. For every obstacle identified, what can we do to overcome or get around it? This helps to develop contingency plans.)
	System	An i n t e g r a t e d set of regularly interacting or interdependent componentscreated to accomplish a defined objective, with defined and maintained relationships among its components, and the whole producing or operating better than the simple sum of its components. Systems maybe either physically process-based or management process based, ormore commonly a combination of both. Systems for project managementare composed of project management processes, techniques, methodologies, and tools operated by the project management team.

	T
	Target Completion Date (TC)	An imposed date that constrains or otherwise modifies the schedulenetwork analysis.
	Target Finish Date (TF)	The date that work is planned (targeted) to finish on a schedule activity.
	Target Schedule	A schedule adopted for comparison purposes during schedule network analysis, which can be different from the baseline schedule. See also baseline.
	Target Start Date (TS)	The date that work is planned (targeted) to start on a schedule activity.
	Task	A term for work whose meaning and placement within a structured plan for project work varies by the application area, industry, and brand of project management software.
	Task Planning Worksheet
	Team	Two or more people working interdependently toward a common goal and a shared reward.
	Team Building	The process of influencing a group of diverse individuals, each withtheir own goals, needs, and perspectives, to work together effectively for the good of the project such that their team will accomplish more than the sum of their individual efforts could otherwise achieve.
	Team Members	See project team members.
	Technical Performance Measurement [Technique]	A performance measurement technique that compares technical accomplishments during project execution to the project management plan™s schedule of planned technical achievements. It may use key technical parameters of the product produced by the project as a qualitymetric. The achieved metric values are part of the work performanceinformation.
	Technique	A defined systematic procedure employed by a human resource to perform an activity to produce a product or result or deliver a service, and that may employ one or more tools.
	Template	A partially complete document in a predefined format that provides a,defined structure for collecting, organizing, and presenting information and data. Templates are often based upon documents created duringprior projects. Templates can reduce the effort needed to perform workand increase the consistency of results.
	Threat	A condition or situation unfavorable to the project, a negative set ofcircumstances, a negative set of events, a risk that will have a negative impact on a project objective if it occurs, or a possibility for negativechanges. Contrast with opportunity.
	Three-Point Estimate [Technique]	An analytical technique that uses three cost or duration estimates torepresent the optimistic, most likely, and pessimistic scenarios.
		This technique is applied to improve the accuracy of the estimatesof cost or duration when the underlying activity or cost component isuncertain.
	Threshold	A cost, time, quality, technical, or resource value used as aparameter, and which may be included in product specifications.
		Crossing the threshold should trigger some action, such as generating an exception report.
	Time and Material (T&M) Contract	A type of contract that is a hybrid contractual arrangementcontaining aspects of both cost-reimbursable and fixed-pricecontracts. Time and material contracts resemble cost-reimbursable-type arrangements in that they have no definitive end, because the full value of the arrangement is not defined at the timeoftheaward.
		Thus, time and material contracts can grow in contract value as if theywere cost-reimbursable-type arrangements. Conversely, time and material arrangements can also resemble fixed-price arrangements. For example, the unit rates are preset by the buyer and seller, when both parties agree on the rates for the category of senior engineers.
	Tool	Something tangible, such as a template or software program, used in performing an activity to produce a product or result.
	Transportation Partnership	A sixteen year investment package, passed by the Washington
	Act of 2005	State Legislature, intended to improve the safety of Washington
		State roadways, to protect their investment in roads and bridges, and to improve the Washington economy.
	Trend Analysis [Technique]	An analytical technique that uses mathematical models to forecastfuture outcomes based on historical results. It is a method of determining the variance from a baseline of a budget, cost, schedule, or scope parameter by using prior progress reporting periods’ data and projecting how much that parameter’s variance from baseline might be at some future point in the project if no changes are made in executing the project.
	Triggers	Indications that a risk has occurred or is about to occur.
		Triggers may be discovered in the risk identification process andwatched in the risk monitoring and control process. Triggers are sometimes called risk symptoms or warning signs.
	Triple Constraint	A framework for evaluating competing demands. The triple constraint is often depicted as a triangle where one of the sides or one of the comers represent one of the parameters being managed by the project team.
		”
	U
	Unit Bid Analysis (UBA)	System which contains the bid history for Standard Bid Items used in
		WSDOT projects; including a listing of projects in which a bid item was used, the Low, Second and Third bidder information for those projects, as well as the quantity and measurement data.
	User	The person or organization that will use the project™s product orservice. See also customer.
	User Group	An assembly of system end-users that enable them to share a common set of security permissions within the ECM system. Also referred to as a Security Group.

	V
	Validation [Technique]	The technique of evaluating a component or product during or at theend of a phase or project to ensure it complies with the specified requirements. Contrast with verification.
	Value Engineer	A person, usually certified, who is qualified to perform value engineering services for a client.
	Value Engineering (VE)	(1) A creative approach used to optimize project life cycle costs, save time, increase profits, improve quality, expand market share, solve problems, and/or use resources more effectively.
		(2) An organized effort to analyze the functions of a system, equipment, facilities, services, and supplies, for the purpose of achieving the essential functions at the lowest life-cycle cost consistent with required performance, reliability, quality, and safety.
	Value Engineering – Variance	A quantifiable deviation, departure, or divergence from a known baselineor expected value.
	Variance Analysis [Technique]	A method for resolving the total variance in the set of scope, cost, and schedule variables into specific component variances that areassociated with defined factors affecting the scope, cost, and schedule variables.
	Verification [Technique]	The technique of evaluating a component or product at the end of a phase or project to assure or confirm it satisfies the conditions imposed. Contrast with validation.
	Vetting Process	A process of examination and evaluation; used to determine an assets usefulness.
	Virtual Team	A group of persons with a shared objective who fulfill their roles withlittle or no time spent meeting face to face. Various forms oftechnology are often used to facilitate communication among team members. Virtual teams can be comprised of persons separated by great distances.
	Voice of the Customer	A planning technique used to provide products, services, and resultsthat truly reflect customer requirements by translating those customerrequirements nto the appropriate technical requirements for each phaseof project product development.

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	War Room	A room used for project conferences and planning, often displayingcharts of cost, schedule status, and other key project data.
	Web Portal	An internet-based information access system allowing WSDOT personnel to access and view project data from a central access point.
	Wet Signature	A manual signature using a pen and ink (or similar tool) upon a paper (or similar material) document or instrument.
	What-If Scenario	Financial calculations that are used to model the possible outcomes to anticipated changes to costs and revenue for analysis and planning purposes.
	WinEst	Cost estimating software published by WinEstimator, Inc.
	Work	Sustained physical or mental effort, exertion, or exercise of skill toovercome obstacles and achieve an objective.
	Work Authorization [Technique]	A permission and direction, typically written, to begin work on aspecific schedule activity or work package or control account. It is amethod for sanctioning project work to ensure that the work is doneby the identified organization, at the right time, and in the proper sequence.
	Work Authorization System [Tool]	A subsystem of the overall project management system. It is a collection of formal documented procedures that defines how project work will be authorized (committed) to ensure that the work isdone by the identified organization, at the right time, and in the proper sequence. It includes the steps, documents, trackingsystem, and defined approval levels needed to issue workauthorizations.
	Work Breakdown Structure (WBS) [Output/Input]	A deliverable -oriented hierarchical decomposition of the work to be executed by the project team to accomplish the project objectivesand create the required deliverables. It organizes and defines the total scope of the project. Each descending level represents anincreasingly detailed definition of the project work. The WBS isdecomposed into work packages. The deliverable orientation ofthehierarchy includes both internal and external deliverables. See also workpackage.
	Workflow	The automatic routing of documents to the users responsible for working on them.
	Work Item Number (WIN)	Identification number assigned for a package of work or a work order within WSDOT. It may contain several PINs.
	Workload Balancing	The distribution of work across multiple qualified entities to eliminate or reduce congestion and/or delays.
	Work Order (WO)	A written order, signed by the owner or his representative, of a contractual status requiring performance by the contractor without negotiation of any sort.
	Work Package	A deliverable or project work component at the lowest level of each branch of the work breakdown structure. The work package includesthe schedule activities and schedule milestones required to completethe work package deliverable or project work component.
	Work Performance Information [Output/Input]	Information and data on the status of the project schedule activitiesbeing performed to accomplish the project work, collected as part ofthe direct and manage project execution processes Information includes: status of deliverables; implementation status for change requests, corrective actions, preventive actions, and defect repairs; forecastedestimates to complete; reported percent of work physically completed; achieved value of technical performance measures; and start and finish dates of schedule activities.
	Work Plan	A comprehensive, realistic, and deliverable plan to accomplish the team mission and deliver the project. It includes Initiate & Align and
		Plan the Work elements, including a schedule and a budget.
	Workaround [Technique]	A response to a negative risk that has occurred. Distinguished fromcontingency plan in that a workaround is not planned in advance of the occurrence of the risk event.
	WSDOT Library	The Washington Transportation Plan (WTP) entities within the
		WSDOT agency that publish data and or documents for public access.

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