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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
Time-Phased Budget   - to -   Trade-Off
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Term
Definition     Editor's Choice
Cat Source
Time-Phased Budget
The sum of budgets time-phased in accordance with the baseline schedule. When summed at selected higher level elements of the Work Breakdown Structure, this should include both direct and indirect budgets. [D02270]

N

 010
Time-Scaled Logic Drawing
A drawing that allows you to display the logical connection between activities in the context of a time scale in which each horizontal position represents a point in time. [D02051]

N

 WST
APM
Time-Scaled Network Diagram
Any project network diagram drawn in such a way that the positioning of the activity represents its expected start and finish date. Essentially, it is a Gantt Chart that includes network logic. [D02052]

N

 PMK96
Any project network diagram drawn so that the positioning of the activity represents schedule. [D02053]

N

 WST
Timing
Selection, or the ability to select for maximum effect, of the precise moment for beginning or doing something. Observation and recording (as by a stopwatch) of the elapsed time of an act, action, or process. [D03361]

JN
CHMT

 Webster
To Be Advised ("TBA")
Usually appearing as the acronym "TBA", a term inserted in a document indicating that information is not currently available but is expected to be available in the future. [D03362]

N

 RMW
To Be Determined ("TBD")
Plan content such as dates, specifications, or criteria that have yet to be defined or determined. [D02054]

N

 VPM p291-4
To Be Resolved
Plan content such as dates, specifications, or criteria that are not final, and are to be resolved by the provider or by the customer as part of the development effort. [D02055]

N

 VPM p291-4
TOC
See Theory of Constraints

JN
CH

  
To-Complete Performance Index ("TCPI")
The projected performance which must be achieved on all remaining work in order to meet some financial goal set by management. [D02056]

N

 WST
Tolerability
The level of risk which is acceptable in order to achieve certain benefits. [D03965]

N

 PNG
Tolerance
The permitted cost and time scale limits set by the executive committee or set by the project board, for the project. [D02057]

N

 WST
Tool
A physical or notional instrument used in performing an operation as a means to an end, e.g. as used in managing a project. [D03363]

N

 RMW
Top Down
The approach to a project whereby it is planned and estimated in increasing levels of detail one level at a time. [D03966]

N

 PNG
Top Down Cost Estimating
The preparation of a cost estimate by using judgment and experience to arrive at an overall total amount, usually done by an experienced estimator or manager making a subjective comparison of the project with similar previous projects. [D02059]

FGJN
CHMT

 CCCP
The approach to making a cost estimate or plan in which judgment and experience are used to arrive at an overall amount, usually done by an experienced manager making a subjective comparison of the project to previous, smaller projects. [D02058]

N

 SPM p304-9
The total project cost subdivided for individual activities based on historical costs and other project variables. [D02060]

N

 WST
The total project cost is estimated based on historical costs and other project variables and then subdivided down to individual activities. See also parametric cost estimating. [D04555]

N

 APM
Top Down Estimating
See Parametric Cost Estimating. [D02061]

N

  
Top Management
From the viewpoint of the project manager, Top Management includes the individual to whom he or she reports on project matters and other managers senior to that individual. [D02062]

GJ

 PMK87
Top Management Support
The support of the senior management of the executing organization. An essential factor in successful project achievement.. [D03122]

GJ

 RMW
Topical Review
Any kind of project review devoted to a single topic, such as a final design review or a manufacturing review. [D02063]

N

 SPM p304-9
ToR
See Terms of Reference

JN

  
Total Allocated Budget ("TAB")
The sum of all budgets allocated to a contract. Total Allocated Budget consists of the performance measurement baseline plus all management or contingency reserves. The TAB will reconcile directly to the Contract Budget Base. [D04665]

GJN

 QWF
The sum of all budgets allocated to the contract. This value is the same as the Contract Budget Base (CBB) unless an Over Target Baseline (OTB) has been established. [D02064]

GJN

 WST
Total Anticipated Expenditures ("TAE")
The sum of work-to-date plus obligations plus planned future expenditures, all in the current fiscal year. [D02065]

GJN

 PMIS
Total Certainty
All information is known. [D02066]

FGJN

 RMH
Total Cost
The calculated cost of a project, task or resource over the life of a project. [D02067]

J

 MSP98
Total Expenditure to Date
The sum of all costs, direct and indirect, for a particular activity, work package or whole project, up to the most recent cutoff date. See also Expenditure to Date. [D02596]

GJ
CHMT

 RMW
Total Float ("TF")
The excess time available for an activity to be expanded or delayed without affecting the rest of the project - assuming it begins at its earliest time. It is calculated using the following formula: Total Float = Latest Finish - Earliest Start- Duration. [D03616]

JN

 PMST
The amount that an activity can be extended without delaying the project completion, assuming that all other activities are done in their normal time. [D02068]

J

 CCCP
The maximum number of work periods by which an activity can be delayed without delaying project completion or violating a target finish date. [D02069]

J

 WST
See also Float. [D02070]

J

  
The amount of time (in work units) that an activity may be delayed from its early start without delaying the project finish date. Total float is equal to the late finish or the late start minus the early start of the activity. [D02071]

J

 PMK87
Total Network
Network plan, comprising all project activities. [D02072]

JN

 NPMT
Total Performance
Is achieved when all work, including all deficiencies listed at the time of the substantial performance inspection is complete, accepted, and a certificate of total performance is issued by the supervising consultant. [D02073]

GJ

 CCCP
Total Quality Management ("TQM")
A broader, more ambitious system (philosophy) than Quality Management for identifying what the client really wants, defining the organization's mission, measuring throughout the whole process how well performance meets the required standards, and involving the total organization in the implementation of a deliberate policy of continuous improvement. [D03773]

GJN
CHMT

 CRMP
The consistent integrated orchestration of the total complex of an organization's work processes and activities to achieve continuous improvement in the organization's processes and products. [D02074]

GJ

 005
QMPP
A common approach to implementing a quality improvement program within an organization. [D02075]

J

 PMK96
A strategic, integrated management system for customer satisfaction that guides all employees in every aspect of their work. [D02076]

J

 WST
Total Slack
The amount of time a task can slip without affecting the projectís finishing date. When the total slack is negative, the duration for a task is too long for its successor to begin on the date required by its constraint. [D02077]

JN

 MSP98
Total Uncertainty
No information is available and nothing is known. By definition, total uncertainty cannot be envisaged. [D02078]

JN

 RMH
TQM
See Total Quality Management

GJN
CHMT

  
Traceability
The ability to trace the history, application or location of an item or activity, or similar items or activities, by means of recorded identification. [D02079]

JN
MT

 ISO
QMPP
The management and mapping of the parent child relationships of all requirements. Includes from user to system requirements; system requirements to lower level requirements; requirements to design; design to implementation; design to verification; and requirements to validation. [D04286]

JN

 CSM
The ability to trace a project element to other related project elements, especially those related to requirements. [D04784]

N

 RUP
The ability to trace, in both the forward and backward directions, the lineage of a requirement from its first level inception and subsequent refinement to its implementation in a software product and the documentation associated with the software product. [D05217]

T

 SA-CMM
Tracking
Collecting actual time, cost and resource information and feeding them back into the project plan.
Editor's Note: See also Monitoring. [D02080]

JN
C

 WST
The process of collecting actual time, cost and resource information and feeding this back into the project plan. When there is a significant number of activities to assess, the process of tracking the Earned Value may be much simplified by adopting one of the following assumptions:
  1. 0/100 Tracking - all the Baseline cost of an activity is accepted when the activity is completed.
  2. 100/0 Tracking - all the Baseline cost of an activity is accepted when the activity is started.
  3. 50/50 Tracking - 50% of the Baseline cost of an activity is accepted when the activity is started and the remainder when it is completed.
[D03583]

JN
C

 PNG
Trade-Off
Allowing one aspect to change, usually for the worse, in return for another aspect of a project getting better. [D02081]

JN

 OTOB p271-4
In an economic analysis or assessment of design alternatives, certain products or certain input resources are interrelated so that increasing one reduces the others. Between such products or resources there is a "trade-off" cost or revenue as one is substituted for another.

In preparing a building design, for example, there is a relationship between heating capacity and amount of thermal insulation installed. This can be translated into a set of "trade-off" costs that vary over the range of feasible heating capacity values for any given temperature range. See also Value Management. [D02082]


JN
CH

 CCCP
Definitions for page T04: 51

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