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Wideman Comparative Wideman Comparative Glossary of Common Project Management Terms v5.5 is copyright © R. Max Wideman, 2000-2017.

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Last updated 12-22-17

Master Glossary
Schedule Simulation   - to -   Scope Creep
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Term
Definition     Editor's Choice
Cat Source
Schedule Simulation
The use of the project network as a model of the project with the results used to quantify the risks of various schedule alternatives, project strategies, paths through the network, or individual activities. Such simulations are usually based on some form of Monte Carlo analysis. [D06253]

N

 PMTWG
Schedule Status
See Scope Reporting. [D01784]

FGJN
CHMT

  
Schedule Template
A sample or example schedule to be modified and used as a starting point for developing a new schedule for the current project. [D05730]

JN
CHM

 RMW
Schedule Update
Revision of the schedule to reflect the most current information on the project. [D01786]

JN
CHMT

 PMK87
Schedule Variance ("SV")
Either:
  1. Any difference between the scheduled completion of an activity and the actual completion of that activity, or
  2. In Earned Value, BCWP less BCWS.
[D01789]

JN
CHMT

 PMK96
Any difference between the projected duration for an activity and the actual duration of the activity. Also the difference between projected start and finish dates and actual or revised start and finish dates. [D01787]

JN
C

 PMK87
The difference between the budgeted cost of work performed and the budgeted cost of work scheduled at any point in time (BCWP - BCWS). [D01788]

JN
C

 WST
The difference between BCWP and BCWS and shows how current schedule compares with the baseline schedule (in terms of time progress). This can be shown as a numeric difference, where positive values indicate that the schedule is ahead of the baseline schedule and negative values which indicate that work is behind schedule. It can also be expressed as a percentage such as: SV(%) = (BCWP-BCWS) x 100 / BCWS [D03612]

JN
C

 PMST
Schedule Work Unit
A calendar time unit when work may be performed on an activity. [D01790]

JN
C

 PMK87
Scheduled Cost ("SC")
The total cost of work when completed as calculated according to the current schedule. [D03609]

JN
C

 PMST
Scheduled Cost of Work
See Budgeted Cost of Work Scheduled. [D03255]

JN
C

  
Scheduled Finish ("SF")
The date calculated by the resource scheduling program as the earliest date on which an activity can finish, having regard to resource constraints as well as project logic. [D01792]

JN
C

 WST
Scheduled Finish Date ("SF")
The date work was scheduled to finish on an activity. The scheduled finish date is normally within the range of dates delimited by the early finish date and the late finish date. [D01793]

JN
C

 PMK96
Scheduled Network
A network of project activities for which time planning has been done. [D01794]

JN
C

 NPMT
Scheduled Performance Indicator ("SPI")
The ratio of BCWP to BCWS i.e. SPI = BCWP / BCWS. A positive value (i.e. greater than 1) indicates that work is ahead of schedule. A negative value (i.e. less than 1) indicates that work is behind schedule [D03610]

JN
C

 PMST
Scheduled Performance Ratio ("SPR")
See Scheduled Performance Indicator [D03611]

JN
C

 PMST
Scheduled Start ("SS")
The date calculated by the resource scheduling program as the earliest date on which an activity can start, having regard to resource constraints as well as project logic. [D01795]

JN
C

 WST
Scheduled Start Date ("SSD")
The date work was scheduled to start on an activity. The scheduled start date is normally within the range of dates delimited by the early start date and the late start date. [D01796]

JN
CHM

 PMK96
Scheduling
The determination of when a series of activities should start, and when they should finish, typically in relation to many other activities and depending on the availability of resources. [D03688]

FGJN
CHMT

 RMW
The process of converting a general or outline plan for a project into a time-based schedule based on available resources and time constraints. [D01797]

N

 CCCP
The process of determining when project activities will take place depending on defined durations and precedent activities. Schedule constraints specify when an activity should start or end based on duration, predecessors, external predecessor relationships, resource availability, or target dates. [D01798]

FGJN
CHMT

 WST
PMST
The recognition of realistic time and resource restraints which will, in some way, influence the execution of the plan. [D01799]

N

 PMK87
Time planning. [D01800]

FGJN
C

 NPMT
Determination of the best means for achieving a project's general and specific schedule objectives. This involves identification and optimization of the project's overall and stage schedule requirements, resource availability and internal external constraint and activity sequencing. [D03944]

FGJN
CHMT

 PNG
Scheduling Techniques
There are a large variety of scheduling techniques available to the project practitioner for both determination and presentation. For example, arrow diagramming, logic networks, bar charts, PERT, trending, the use of a variety of software, and so on. [D03256]

N

 RMW
Scientific Wild-Assed Guess ("SWAG")
A rapid and very rough estimate based on personal experience or sheer guessing. Sometimes used in cost and schedule predictions. [D04229]

N

 CSM
Scope
The combination of all project goals and tasks, and the work required to accomplish them. [D01801]

N

 MSP98
The sum of the products and services to be provided as a project. [D01802]

N

 PMK96
The sum of work content of a project.
Editor's Note: This definition is more properly referred to as Scope of Work. [D01803]

JN

 WST
The work content and products of a project or component of a project. Scope is fully described by naming all activities performed, the resources consumed and the end products which result, including quality standards. A statement of scope should be introduced by a brief background to the project, or component, and the general objective(s).
Editor's Note: This definition encompasses both product scope as well as project scope, i.e. the cope of the work involved. [D01804]

FGJN
CHMT

  
The definition that describes the project's product deliverables. See also Managing Scope. [D03765]

JN

 CRMP
The bounded set of verifiable end products, or outputs, which the project team undertakes to provide to the project sponsor. The required set of end results or products with specified physical or functional characteristics. [D01805]

JN

 FWH
CCCP
The deliverables that will be produced by the project. [D02208]

N

 PMMJ97
Scope is the way that we describe the boundaries of the project. It defines what the project will deliver and what it will not deliver. For larger projects, it can include the organizations affected, the transactions affected, the data types included, etc. [D05114]

FGJN
CHMT

 TM
Scope Allowance
See Contingency Reserve. [D02372]

FGJN
CHM

  
Scope Baseline
A sufficiently detailed description of the project's deliverables, and/or its components, that provides a basis for measurement of changes from that baseline. A key tool in documenting the scope baseline is the work breakdown structure (WBS).
Editor's Note: More particularly, this is the Product Scope Baseline [D05115]

GJN
CHMT

 RMW
See also Baseline. [D01806]

FJN
CHMT

  
Summary description of the project or component's original content and end product including basic budgetary and time constraint data.
Editor's Note: it is now generally felt that the description of "scope" should be confined to a description of the project's deliverables. [D01807]

J

 PMK87
Scope Baseline Approval
Approval of the scope baseline by the appropriate authority (project sponsors and senior project management staff). [D01808]

GJN
CHMT

 PMK87
Scope Boundaries
Those processes that are included in the project and which are excluded. They also decide what processes or projects might be affected by or otherwise affect the project. [D02209]

GJN
CHMT

 PMMJ97
Scope Change
Types of change include:
  1. Bilateral - An agreement negotiated between the owner and a contractor for a change to the contract documents. The agreement includes the scope of the change, and the time and cost impacts.
  2. Cardinal - Work not required by the contract, as well beyond the general scope of the contract. The basic legal test for a cardinal change is whether the type of work is within that contemplated by the parties when the contract was entered into and hence whether the project as modified is significantly different from the project as bid.
  3. Constructive - An act or failure to act by an owner that is not a directed change, but which has the effect of requiring the contractor to perform work beyond that which is required under the terms of the contract.
  4. Unilateral - A change to the contract issued by the owner without the agreement of the contractor as to the cost or time impact.
[D04942]

GJN
CHMT

 PDG
A deviation from the originally agreed project scope. [D01809]

J

 PMK87
Any change in a project scope that requires a change in the projectís cost or schedule. [D01810]

J
CHMT

 WST
Any change to the project scope. A scope change almost always requires an adjustment to the project cost or schedule. [D01811]

GJN
CHMT

 PMK96
Scope Change Control
Controlling changes to the scope. [D01812]

N

 WST
Scope Changes
Any change in the project's deliverables compared to what was originally intended, i.e. when compared to the scope baseline. [D05116]

N

 RMW
Scope Constraints
Applicable restrictions which will affect the scope. [D01813]

N

 PMK87
Scope Control
See Scope Change Control. [D05731]

N

  
Scope Cost
Basic budgetary constraints. [D01814]

N

 PMK87
Scope Creep
The addition of features and/or functionality to product scope without corresponding adjustment to customer-approved time or cost. [D06359]

J
CHMT

 RMW
On-going requirements increase without corresponding adjustment of approved cost and schedule allowances. As some projects progress, especially through the definition and development phases, requirements tend to change incrementally, causing the project manager to add to the project's mission or objectives without getting a corresponding increase in the time and budget allowances. [D02279]

J

 RMW
The term often used to describe the continual extension of the scope of some projects. Often leading to a runaway project. [D03945]

J
MT

 PNG
Any modification to the scope of a project that has not been authorized or approved by the appropriate individual or group. [D05227]

J

 TGPM
The addition of work as a result of poor or incomplete or vague definition of the original project scope. [D06254]

J

 QWF
The gradual progressive increase of the project's scope such that it is not noticed by the project management team or the customer. Typically occurs when the customer identifies additional, sometimes minor, requirements that, when added together, may collectively result in a significant scope change and cause cost and schedule overruns. [D06255]

J
CHMT

 PMTWG
Definitions for page S01: 55

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