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Wideman Comparative Glossary of Common Project Management Terms v3.1 is copyright by R. Max Wideman, March 2002.

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Contractual/Legal Requirements - to - Corporate Responsibility Matrix

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Term
Definition     Editor's Choice
 
Source
Contractual/Legal Requirements
The legal conditions surrounding a contractual arrangement. [D02557]

 RMW
Contributed Value
See Added Value. [D02560]

  
Contribution Analysis
An analysis to show how much an effort, system, material or component is contributing to project objectives and its consequent success. It is particularly useful in simplifying a project management organization or system. See also Systems Analysis and Value Management. [D03052]

 CCCP
Control
The process of comparing actual performance with planned performance, analyzing the differences, and taking the appropriate corrective action. [D00355]

 WST
PMST
A process for assuring that reality or actual performance meets expectations or plans. Control often involves the process of keeping actions within limits by making adjustments to a plan to assure that certain outcomes will happen. [D00349]

 OTOB 271-4
An end result of interactive processes involving clarity of expectation and achievement thereof. Control is not a tool per se. It is a result of excellence in applying the other concepts in the tough-minded leadership system. [D00350]

 TML 217
Planning, monitoring accomplishment, and exercising any necessary corrective action to yield the required outcome. [D00351]

 RMH
The exercise of a restraining or directing influence on a problem, or the ability to prevent or immediately respond to it in order to avoid wasted effort. [D00352]

 RMW
The exercise of corrective action as necessary to yield a required outcome consequent upon monitoring performance. [D00353]

 PMK87
The process of comparing actual performance with planned performance, analyzing variances, evaluating possible alternatives, and taking appropriate corrective action as needed. [D00354]

 PMK96
See also Project Control and Control Cycle. [D00363]

  
The practice of monitoring progress against a plan so that corrective steps can be taken when a deviation from a plan occurs. [D03714]

 PPS&C p338
Control Account ("CA")
A management control point where earned value measurement takes place. Synonymous with the term "cost account." [D04621]

 QWF
Control Account Manager ("CAM")
A member of a functional organization responsible for cost account performance, and for the management of resources to accomplish such tasks. [D04622]

 QWF
Control Account Plan ("CAP")
The management control unit in which earned value performance measurement takes place. Previously called Cost Account Plan. [D04623]

 QWF
Control and Coordination
Control is the process of developing targets and plans; measuring actual performance and comparing it against planned performance and taking the steps to correct the situation. Coordination is the act of ensuring that work is being carried out in different organizations and places to fit together effectively in time, content and cost in order to achieve the project objectives effectively. [D00356]

 WST
Control Chart
The display of the results of a process over time,. They are used to determine if the process is in need of adjustment. [D00358]

 RMW
Control charts are a graphical display of the results, over time, of a process. They are used to determine if the process is "in control" or in need of adjustment. [D00357]

 PMK96
Control Cycle
A cycle that usually includes: planning, measuring, monitoring and taking corrective action, that is:

All these together constitute control. [D03431]


 CRMP
Control Gate
A major project milestone at which the project sponsor has the opportunity at the end of one phase of exercising a •go/no-goê decision on the continuation of the project. into the succeeding phase. See also Executive Control Point. [D00360]

 PMIS
See Management Control Point. [D02267]

  
A management event in the project cycle that is of sufficient importance to be identified, defined, and included in the project schedule. A control gate requires formal examination to evaluate project status and readiness to proceed to the next control gate. Approval usually includes baselining the work reviewed. [D04053]

 CSM
Control Loop
See Control Cycle. [D04952]

  
Control Point
See Work Packages/Control Point [D02159]

  
Control Requirements
The specified conditions under which control is to be exercised. [D02561]

 RMW
Control System
A mechanism which reacts to the current project status in order to ensure accomplishment of project objectives. [D00361]

 PMK87
A set of specified procedures for controlling (e.g. project time, resources, quality.) [D00362]

 NPMT
Control Theory
The view that motivation by goal setting can be further extended by understanding and predicting how humans process information and make decisions about how much effort to put forth. Based on metacognitive theory of motivation, it is hard to understand and predict. See also Expectancy Theory, Equity Theory, Goal Setting Theory, and Reinforcement Theory. [D02640]

 PMH p317
Controllable Risks
Those risks to the project which, if occurring, can be mitigated by the project Team at the direction of the project manager, by adopting a •work-aroundê or by drawing upon the projectês Contingency Allowance. [D00366]

 PMGdLns
Controlling
See Project Control [D00364]

  
Controlling Relationship
The early dates of an activity is controlled either by a target date on the activity or, more normally, by one of the predecessor relationships. In the latter case, the relationship is called the controlling relationship. [D00367]

 WST
Coordinated Matrix
An organizational structure where the project leader reports to the functional manager and doesn't have authority over team members from other departments. [D00368]

 WST
Coordination
The bringing together, or integration, of separate work elements, typically of a project, to form a harmonious and workable whole. See also Coordinator. [D02562]

 RMW
The act of ensuring that work carried out by different organizations and in different places fits together effectively. It involves technical matters, time, content and cost in order to achieve the project objectives effectively. [D04410]

 APM
Coordinator
A person who facilitates harmonious activity within a group responsible for a common objective. Such a person does not have the same authority as a project manager, but nonetheless may still be responsible for the results. Persuasive power is usually exercised through tenure, or recognition of expertise or experience. [D03671]

 RMW
Corporate
A group of individuals empowered to transact business as one body. [D02563]

 RMW
Corporate Administration and Finance
The department responsible for administrative and financial affairs in a corporation. [D02564]

 RMW
Corporate Budget.
The annual (fiscal) budget of a corporation. [D02565]

 RMW
Corporate Business Life Cycle
A life cycle which encompasses phases of policy-planning and identification-of-needs which occur before a project is launched, as well as product-in-service and disposal after the project life cycle is completed. [D00369]

 FWH
Corporate Constraints
Limitations to the activities of a corporation. These may be as a result of the corporation's charter, its philosophy or mission, or due to market conditions. [D02566]

 RMW
Corporate Data Bank
See Corporate Memory. [D02567]

 RMW
Corporate Management
Management in the private sector intended to survive profitably and indefinitely based on providing a product or service. It recognizes that its products will not live forever but will be superseded by other products having the advantage of superior quality, cost, timeliness or acceptability. This recognition requires corporate management to set aside funds for technological development to maintain market advantage. The overall corporate activity must maintain a satisfactory return on investment for its share holders. [D00370]

 CCCP
Corporate Memory
A term used to describe an organization's historic records and experience, essential for reliable estimating and forecasting.
Editor's Note: In many organizations "Corporate Memory" resides only in the collective experience and minds of its staff. When staff leave, so does this experience. Every effort should be made to capture past experience in a form usable by others to avoid the loss of this type of asset. [D02380]

 RMW
Corporate Philosophy
The underlying assumptions that result in a corporation behaving in a particular way.
Editor's Note: A corporations explicit (i.e. stated) philosophy may not be the same as its implicit philosophy (i.e. the way it actually behaves.) [D02568]

 RMW
Corporate Planning
Planning by top-level management to establish:
  1. What exactly are its overall objectives?
  2. What is the long range planning required in every part of the organization to achieve those objectives?
Generally a highly systematized approach to the forecasting of need for, and selection of, future projects. [D03053]

 CCCP
Corporate Project Management
See Enterprise Project Management. [D04343]

 PCD
Corporate Project Strategy
The overall direction set by the corporation of which the project is a part, and the relationship of specific procurement actions to these corporate directions. [D00371]

 PMK87
Corporate Quality Standards
The overall quality standards espoused at the corporate level. [D02569]

 RMW
Corporate Resources
The resources available to the corporation, usually from internal sources. [D02570]

 RMW
Corporate Responsibility Matrix
A responsibility matrix depicted at the corporate level and from the corporate perspective. [D02571]

 RMW
Definitions for page C09: 50


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