- Schedule Refinement
-
 The rework, redefinition or modification of the logic or data that may have previously been developed in the planning process as required to properly input milestones, restraints and priorities. [D01782]
|
PMK87 |
- Schedule Revision
- In the context of scheduling, a change in the network logic or in resources which requires redrawing part or all of the network. [D01783]
|
PMK87 |
- Schedule Risk
- The potential problems the team might encounter in meeting the deadlines for the final deliverable. [D02207]
|
PMMJ97 |
- 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]
|
PMTWG |
- Schedule Status
- See Scope Reporting. [D01784]
|
|
- 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]
|
RMW |
- Schedule Update
- Revision of the schedule to reflect the most current information on the project. [D01786]
|
PMK87 |
- Schedule Variance ("SV")
-
 Either:
- Any difference between the scheduled completion of an activity and the actual completion of that activity, or
- In Earned Value, BCWP less BCWS.
[D01789]
|
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]
|
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]
|
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]
|
PMST |
- Schedule Work Unit
- A calendar time unit when work may be performed on an activity. [D01790]
|
PMK87 |
- Scheduled Cost ("SC")
- The total cost of work when completed as calculated according to the current schedule. [D03609]
|
PMST |
- Scheduled Cost of Work
- See Budgeted Cost of Work Scheduled. [D03255]
|
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- 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]
|
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]
|
PMK96 |
- Scheduled Network
- A network of project activities for which time planning has been done. [D01794]
|
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]
|
PMST |
- Scheduled Performance Ratio ("SPR")
- See Scheduled Performance Indicator [D03611]
|
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]
|
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]
|
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]
|
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]
|
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]
|
WST
PMST |
- The recognition of realistic time and resource restraints which will, in some way, influence the execution of the plan. [D01799]
|
PMK87 |
- Time planning. [D01800]
|
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]
|
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]
|
RMW |
- Scientific Wild Anatomical Guess ("SWAG")
- A rapid estimate based on personal experience. Sometimes used in cost and schedule predictions. [D04229]
|
CSM |
- Scope
- The deliverables that will be produced by the project. [D02208]
|
PMMJ97 |
- The combination of all project goals and tasks, and the work required to accomplish them. [D01801]
|
MSP98 |
- The sum of the products and services to be provided as a project. [D01802]
|
PMK96 |
- The sum of work content of a project. [D01803]
|
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). [D01804]
|
PMK87 |
- The definition that describes the project's product deliverables. See also Managing Scope. [D03765]
|
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]
|
FWH
CCCP |
- 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]
|
TM |
- Scope Allowance
- See Contingency Reserve. [D02372]
|
|
- 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). [D05115]
|
RMW |
- See also Baseline. [D01806]
|
|
- 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]
|
PMK87 |
- Scope Baseline Approval
- Approval of the scope baseline by the appropriate authority (project sponsors and senior project management staff). [D01808]
|
PMK87 |
- Scope Boundaries
- The team determines what processes are included in the project and which are excluded. They also decide what processes or projects might be affected by or affect the project. [D02209]
|
PMMJ97 |
- Scope Change
- Any change to the project scope. A scope change almost always requires an adjustment to the project cost or schedule. [D01811]
|
PMK96 |
- A deviation from the originally agreed project scope. [D01809]
|
PMK87 |
- Any change in a project scope that requires a change in the project’s cost or schedule. [D01810]
|
WST |
- Types of change include:
- 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.
- 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.
- 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.
- Unilateral - A change to the contract issued by the owner without the agreement of the contractor as to the cost or time impact.
[D04942]
|
PDG |
- Scope Change Control
- Controlling changes to the scope. [D01812]
|
WST |
- Scope Changes
- Any change in the project's deliverables from that which was originally intended, i.e. when compared to the scope baseline. [D05116]
|
RMW |
- Scope Constraints
- Applicable restrictions which will affect the scope. [D01813]
|
PMK87 |
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Definitions for page S01: 50
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