Index
The index that appeared in the print version of this title was intentionally removed from the eBook. Please use the search function on your eReading device to search for terms of interest. For your reference, the terms that appear in the print index are listed below.
AC (Actual Cost)
acceptance
customer
risk
accuracy, of cost estimates
Actual Cost (AC)
Actual Cost of Work Performed (ACWP)
administrative closeout
administrative deliverables
allowance, contingency
American Management Association
analogous estimating
approvals
in closeout
and project charters
in single project management
aptitude (in GREAT model)
areas of risk
assignment table
assumptions analysis, for risk issues
attitude (in GREAT model)
authority
avoidance
Backward pass
bandwidth limitations
baselines, performance
BCWP (Budgeted Cost of Work Performed)
BCWS (Budgeted Cost of Work Scheduled)
best estimates
blamestorming
bottlenecks
bottom-up estimating
brainstorming, on risk issues
budgetary estimates
Budgeted Cost of Work Performed (BCWP)
Budgeted Cost of Work Scheduled (BCWS)
budgeting, cost
buffer management
buffers
business risk
Career risk
change control
change management
change orders
change(s)
and baselines
speed of
charter, project, see project charter
circumstantial changes
closeout
administrative processes of
checklists and planning for
closing processes of
and multiple projects
problems with
in project life cycle
salvage processes of
tasks of
transition processes of
closeout checklist
closing processes
communication
GREAT model for
in part-time teams
communications planning
complaints
complexity, project management
compression, schedule
conflicts, personality
consequences, in project charter
constraints
definition of
hierarchy of
and resources for multiple projects
Theory of
see also Triple Constraints
contingencies
contingency allowance
contingency planning
continuous improvement
contracts, closeout of
control
change
in execution phase
quality
of risk
version
cost baseline
cost budgeting
cost buffers
cost constraint
cost estimating
Cost Performance Index (CPI)
cost planning
budgeting in
estimating in
Cost risk
Costs
Actual
and BCWS/BCWP
Cost Variance (CV)
CPI (Cost Performance Index)
crashing
Critical Chain Project Management
critical path
customer acceptance
customer needs
customer reviews
customer satisfaction
CV (Cost Variance)
Deadlines
decision, in project charter
decision tree analysis
definitive estimates
degree of risk tolerance
deliverables
administrative
in closeout
managing
Delphi Method
dependency
in Critical Chain Project Management
drawing, on Gantt chart
finish-to-finish
finish-to-start
and resource loading
start-to-start
dependency relationships
dependent tasks
dependent work package
difficulty, project management
document analysis
documentation, missing
downside risk, see threats
Dragonlance®
duration
duties, in project charter
Earned Value (EV)
Earned Value Project Management (EVPM)
enhancement
environmental changes
estimates
accuracy of
best
budgetary
definitive
rough order of magnitude
safety
three-point
estimating
analogous
bottom-up
cost
by expert judgment
parametric
EV (Earned Value)
EVPM (Earned Value Project Management)
execution phase
building project team in
and EVPM
managing tasks and deliverables in
monitoring and control in
in project life cycle
tasks of
expectations (in GREAT model)
expert judgment, estimating by
exploitation
external resources
FCFS (First Come, First Served) algorithm
FDA (U.S. Food and Drug Administration)
feedback
feeder buffers
FF (finish-to-finish) dependency
files, closeout of
filtering
final invoices
financial risk
“Finish” milestone
finish-to-finish (FF) dependency
finish-to-start (FS) dependency
firefighting
First Come, First Served (FCFS) algorithm
flexibility, resource
float
Ford Pinto
forward pass
free float
Fry, Art
FS (finish-to-start) dependency
Gantt chart(s)
for resource loading
for scheduling
standardizing
time baselines on
Tracking
goals (in GREAT model)
Goldratt, Eliyahu
GREAT model
A Guide to the Project Management Body of Knowledge, 4th Edition, see PMBOK® Guide
Hierarchy of constraints
human resources planning
Iacocca, Lee
identification, risk
implementation, of risk response plan
imposed changes
independent program
independent projects
life cycles for
scheduling
independent tasks
informed role (in RAM)
initial project space
initiation, see project initiation
inspection
insurance risk
intact work team
interdependent programs
interdependent projects
internal administrative procedures
internal changes
interviews, on risk issues
Kanban task management
Kennedy, John F., on going to the moon
Kerzner, Harold
Lag
large-scale project managers
lead
Leaning Tower of Pisa
Least-Resource Scheduling
legal risk
Lessons Learned process
leveling
of resources
of schedule
leveling time
Levine, Harvey
LFT (Minimum Late Finish Time) algorithm
life cycle, project, see project life cycle
loading, resource
logistics plans, standardizing
LST (Minimum Late Start Time) algorithm
luck
Maintenance
of risk management plans
transitioning of responsibility for
management reviews
Maximum Total Work Content (MAXTWK) algorithm
meetings, with part-time teams
Microsoft Project®
milestones
Minimum Late Finish Time (LFT) algorithm
Minimum Late Start Time (LST) algorithm
minor risks
mitigation
monitoring
in execution phase
risk
Most Total Successors (MTS) algorithm
multiple project management
challenges in
characteristics of
definition of
operational work and time management in
programs and portfolios in
projects and operations in
single project management vs.
multiple projects
and closeout
life cycles for
priority-setting strategies for
project planning tools for
scheduling resources for
single project management for, see single project management
standardizing
WBS for
Myers-Briggs Type Indicator
Needs, of customers/users
network diagrams
critical path and float on
forward and backward pass on
and Gantt charts
“One-man band” project managers
ongoing work effort, see operations
operational work
operations
in multiple project management
and projects
in single project management
transitioning of responsibility for
opportunities
for future projects
and risks
opportunity cost
opportunity risk
organizational chart format, for WBS
organizational context, for project management
organizational power
orientation, for users
outline format, for WBS
out-of-scope risks
Parametric estimating
part-time work team
performance baselines
performance constraint
Performance risk
performance targets
personal action plan
creating your
and GREAT model
and single vs. multiple project management
and standardizing multiple projects
personality conflicts
PERT analysis
Planned Value (PV)
planning
for closeout
communications
comprehensive project
contingency
cost
human resources
and initiation
procurement
in project life cycle
quality
and risk identification
risk management
of risk response
scheduling vs.
and scope creep
see also project planning tools
plans
logistics
personal action
procurement
spend
see also project plan
PMBOK® Guide
PMI, see Project Management Institute
PMP (Project Management Professional) certification
portfolio managers
portfolios
Post-It® notes
POWER model
predecessor task
predecessor work package
Primavera®
priorities
for independent projects
for multiple projects
in project charter
of risks
priority-setting algorithms
procurement plans
profitability
Program Evaluation and Review Technique (PERT)
program management
program managers
programs
definition of
of independent projects
interdependent
of interdependent projects
in multiple project management
project buffer
project charter
components of
forms of
importance of
sample of
project closeout, see closeout
Project Executives
project files, closeout of
project initiation
constraints in
initial project space in
and planning
project charter in
in project life cycle
user needs and requirements in
project life cycle
multiple
for programs of independent projects
for programs of interdependent projects
risk management in
in single project management
project management
definition of
and risk
Project Management Institute (PMI)
Project Management Professional (PMP) certification
project management tools
project managers
project planning, see planning
project planning tools
for multiple projects
and project initiation/planning
statements of work as
Task Information Sheets as
Work Breakdown Structures as
project plans
buffers in
charters as
developing and refining
modifying, for risk
parts of
risk identification in
updating
projects
definition of
independent
interdependent
in multiple project management
and operations
in single project management
standardization of
see also multiple projects
project team
pure risk
PV (Planned Value)
Quality, managing
quality assurance
quality control
quality planning
RAM (Resource Assignment Matrix)
Reason Power
Relationship Power
reputation risk
requirements
in Least-Resource Scheduling
of users
requirements management
reserve
for contingencies
resource
residual risk
Resource Assignment Matrix (RAM)
resource buffers
resource dependencies
resource flexibility
resource leveling
resource loading
resource reserve
resources
external
for future projects
and Least-Resource Scheduling
for multiple projects
releasing
resource scheduling
Resource Scheduling Method (RSM) algorithm
Resources Power
resourcing
Respect Power
response, risk
responsibilities
in project charter
transitioning of
responsible role (in RAM)
reviews
rewards, for team members
Rhetoric Power
risk
monitoring and control of
planning response to
and project management
see also specific types of risk
risk acceptance
risk analysis
risk buckets
risk identification
risk impact assessment
risk management
concepts and issues in
definition of
in execution phase
fundamental formula of
processes of
risk management planning
risk response planning
risk score
risks that require action
risk tolerance
Role Power
roles (in GREAT model)
rough order of magnitude estimates
RSM (Resource Scheduling Method) algorithm
rumors
Safety estimates
safety risk
SAIC (company)
salvage processes
SASP (Shortest Activity for the Shortest Project) algorithm
satisfaction, customer
schedule compression
Schedule Performance Index (SPI)
schedule requirements
schedule risk
schedules
in execution phase
and Gantt charts
in Least-Resource scheduling
leveling of
optimizing
Schedule Variance (SV)
scheduling
and Critical Chain Project Management
critical path and float for
forward and backward pass for
with Gantt charts
Least-Resource
with network diagrams
and optimizing schedules
planning vs.
priority-setting strategies for
resource
tools for
scope creep
secondary risk
sharing
Shortest Activity for the Shortest Project (SASP) algorithm
Sidewise Insights
Silver, Spencer
single project management
approval and feedback in
constraints in
environment for
initial project space in
initiation phase in
multiple vs.
project charter in
project life cycle in
projects and operations in
user needs and requirements in
skill sets, for project managers
slack, see float
slippage
Smithsonian National Air and Space Museum
software, WBS
specialists
speed of change
spend plan
SPI (Schedule Performance Index)
splitting tasks
sponsor role (in RAM)
SS (start-to-start) dependency
staff turnover
stakeholders
interviewing, on risk issues
for multiple projects
standardization, for multiple projects
“Start” milestone
start-to-start (SS) dependency
statement of work
success, celebrating
supervision
supply chain risk
support systems
SV (Schedule Variance)
Table of Organization
targets, performance
task and assignment table
Task Information Sheets
task management, kanban
Task Managers
tasks
closeout
of execution phase
independent and dependent
managing
predecessor
splitting
in Work Breakdown Structure
team, project
teamwork
technological risk
Theory of Constraints
threats
three-point estimates
time, leveling of
time baseline
time constraint
time-fixed projects
time management
time requirements
Time risk
total float
Tracking Gantt chart
tradeoffs
training, of users
transfer
transition processes, in closeout
transitions, between project phases
Triple Constraints
in GREAT model
and performance baselines
in project charter
and quality planning
and risk management
and tradeoffs
TSR, Inc.
turnover, staff
Uncertainty
unlikely risks
updates
to plans and baselines
to risk management plan
upside risk, see opportunities
urgent risks
U.S. Food and Drug Administration (FDA)
users
needs and requirements of
training and orientation for
Value
Earned
Planned
variances
version control
WBS, see Work Breakdown Structure
WBS Dictionary
Web resources
work
in EVPM
in execution phase
operational
projects and operations in
statement of
Work Breakdown Structure (WBS)
and bottom-up estimating
closeout activities on
human resources planning with
for multiple projects
network diagram from
and performance baseline
standardizing
work efforts, see also operations
work packages
buffers for
definition of
dependent
in network diagrams
predecessor
work teams, see also project team