Project Management & Agile terms

Study this subject with thinQcards™

• 100 Percent RuleWBS principle that the WBS includes all the work of the project, including project management, and nothing more.Intermediate
• 5SLean workplace organization method: Sort, Set in order, Shine, Standardize, Sustain.Foundational
• A Guide to the Business Analysis Body of Knowledge (BABOK Guide)IIBA's globally recognized standard for business analysis practice, currently version 3.Foundational
• A Guide to the Project Management Body of Knowledge (PMBOK Guide)PMI's foundational standard and guide describing project management principles, performance domains, and practices.Foundational
• Ability to Innovate (A2I)EBM Key Value Area measuring the organization's capability to deliver new capabilities that meet needs.Advanced
• Acceptance CriteriaConditions a product or backlog item must satisfy to be accepted by the product owner or customer.Foundational
• Accepted DeliverablesProducts, results, or capabilities produced by a project and validated by the customer or sponsor as meeting acceptance criteria.Foundational
• ActivityA distinct, scheduled portion of work performed during the course of a project.Foundational
• Actual CostThe realized cost incurred for the work performed on an activity during a specific time period.Foundational
• Adaptive ApproachA development approach in which requirements are elaborated and refined iteratively as the project proceeds.Foundational
• Affinity DiagramTechnique for organizing a large number of ideas into groups based on natural relationships.Foundational
• Affinity EstimatingTechnique of quickly grouping many items into size categories by placing them relative to one another.Intermediate
• Agile ContractingContract approaches that accommodate changing scope while managing buyer and seller risk.Advanced
• Agile ManifestoThe 2001 Manifesto for Agile Software Development, stating four values and twelve principles.Foundational
• Agile Practice GuidePMI and Agile Alliance guide on applying agile approaches, published with PMBOK 6 in 2017.Intermediate
• Agile PrinciplesThe twelve principles behind the Agile Manifesto.Foundational
• Agile Release Train (ART)A long-lived team of agile teams that incrementally develops, delivers, and often operates one or more solutions in a value stream.Foundational
• AI Go/No-Go DecisionCPMAI checkpoint assessing whether an AI project should proceed based on business, data, and implementation feasibility.Intermediate
• Alternative Dispute Resolution (ADR)Methods such as mediation and arbitration used to resolve contract disputes without litigation.Intermediate
• Analogous EstimatingTechnique for estimating duration or cost using historical data from a similar activity or project.Foundational
• AndonLean visual signal (cord, button, or light) used to alert that a problem has occurred and work should stop to address it.Intermediate
• Architectural RunwayExisting code, components, and infrastructure needed to implement near-term features without excessive redesign.Advanced
• ART Planning BoardSAFe visual board showing feature delivery dates, dependencies between teams, and milestones for a PI.Intermediate
• ART Predictability MeasureSAFe measure comparing actual business value achieved to planned business value of committed PI objectives.Advanced
• AssumptionA factor in the planning process that is considered true, real, or certain without proof or demonstration.Foundational
• Assumption LogA project document used to record all assumptions and constraints throughout the project life cycle.Foundational
• Assumption MappingTechnique for identifying and prioritizing product assumptions by importance and evidence.Advanced
• Backward PassCPM calculation of late start and late finish dates moving from project end to start.Intermediate
• Basis of EstimatesSupporting documentation describing how an estimate was derived.Intermediate
• Benefit-Cost Ratio (BCR)Ratio of the present value of benefits to the present value of costs.Intermediate
• Benefits Management ApproachPRINCE2 management product defining how and when benefits will be measured, including after the project closes.Intermediate
• Benefits Management PlanDocument describing how and when project benefits will be delivered and measured.Intermediate
• Benefits RealizationThe practice of ensuring that the outcomes of projects and programs produce measurable benefits for the organization.Intermediate
• Bid DocumentsDocuments used to solicit information, quotations, or proposals from prospective sellers.Foundational
• Bidder ConferenceMeetings with prospective sellers before proposal submission to ensure all have a clear, common understanding of the procurement.Intermediate
• Bottom-Up EstimatingMethod of estimating by aggregating estimates of lower-level WBS components.Foundational
• BrainstormingGroup technique for generating many ideas in a short time without initial criticism.Foundational
• Budget at Completion (BAC)The sum of all budgets established for the work to be performed.Foundational
• Budget EstimateAn estimate prepared during planning with an accuracy range often cited as -10% to +25%.Intermediate
• Build-Measure-LearnLean Startup feedback loop: build an experiment, measure results, learn, then pivot or persevere.Intermediate
• Burndown ChartChart showing remaining work versus time in an iteration or release.Foundational
• Burnup ChartChart showing completed work rising over time against a separate total scope line.Foundational
• Business Analysis Core Concept Model (BACCM)BABOK conceptual framework of six core concepts: Change, Need, Solution, Stakeholder, Value, and Context.Foundational
• Business Analysis Knowledge AreasThe six BABOK v3 groupings of business analysis tasks, from planning and elicitation through strategy, design definition, and solution evaluation.Foundational
• Business OwnersSmall group of SAFe stakeholders with primary business and technical responsibility for an ART's governance and ROI.Intermediate
• Business Process Model and Notation (BPMN)OMG standard graphical notation for modeling business processes.Intermediate
• Business Rules AnalysisTechnique to define the rules that govern decisions in an organization and constrain operations.Intermediate
• Capability (SAFe)Higher-level solution behavior in SAFe Large Solution, typically spanning multiple ARTs and delivered in a PI.Advanced
• CapacityThe amount of work a team can take on in an iteration given availability.Foundational
• Change AuthorityPRINCE2 person or group delegated by the Project Board to approve requests for change or off-specifications within limits.Intermediate
• Change Control Board (CCB)A formally constituted group responsible for reviewing, evaluating, approving, deferring, or rejecting changes to the project.Foundational
• Change LogA comprehensive list of changes submitted during the project and their current status.Foundational
• Change Management PlanComponent of the project management plan establishing the change control board, its authority, and how change control will be administered.Intermediate
• Change Request (CR)A formal proposal to modify a document, deliverable, or baseline.Foundational
• Change StrategyBABOK output describing the approach to move from current to future state, including solution scope, transition states, and release planning.Advanced
• Check SheetA structured form for collecting data in real time at the location where it is generated.Foundational
• Checkpoint ReportPRINCE2 progress report from a Team Manager to the Project Manager on a work package.Intermediate
• Claims AdministrationProcess of documenting, processing, monitoring, and managing contested changes and disputes between buyer and seller.Advanced
• Classes of ServicePolicies that define how different types of work items are treated in a Kanban system.Advanced
• Close Project or PhaseProcess of finalizing all activities for the project, phase, or contract.Foundational
• Coding StandardXP practice of agreeing to common coding conventions so the code looks as if one person wrote it.Intermediate
• Cognitive Project Management for AI (CPMAI)Vendor-neutral, data-centric, iterative methodology for running AI and machine learning projects, now offered by PMI as PMI-CPMAI.Intermediate
• Collect RequirementsProcess of determining, documenting, and managing stakeholder needs and requirements to meet objectives.Foundational
• Collective Code OwnershipXP practice in which any team member can change any part of the codebase.Intermediate
• ColocationPlacing many or all active team members in the same physical location to enhance teamwork.Foundational
• Common Cause VariationNatural, inherent variation in a stable process due to many small random factors.Intermediate
• Communication ChannelsThe number of potential communication paths among project stakeholders: n(n - 1) / 2.Foundational
• Communication MethodsThe approaches for sharing information: interactive, push, and pull.Foundational
• Communication ModelModel describing how information is exchanged between sender and receiver, including encoding, transmitting, decoding, acknowledging, and feedback.Intermediate
• Communications Management PlanComponent of the project management plan describing how, when, and by whom information will be administered and disseminated.Foundational
• Conduct ProcurementsProcess of obtaining seller responses, selecting a seller, and awarding a contract.Intermediate
• Cone of UncertaintyConcept that estimate uncertainty is greatest early in a project and narrows as information is gained.Intermediate
• Configuration Management PlanComponent of the project management plan describing how to identify, account for, and control versions of configurable items.Intermediate
• Conflict ManagementApproaches to resolving disagreements: withdraw/avoid, smooth/accommodate, compromise/reconcile, force/direct, and collaborate/problem-solve.Foundational
• ConstraintA limiting factor that affects the execution of a project, program, portfolio, or process.Foundational
• Context DiagramA scope model showing a system and the external entities that interact with it, with inputs and outputs.Foundational
• Contingency PlanA predefined response to implement if a risk trigger occurs.Intermediate
• Contingency ReserveTime or money allocated in the baseline for identified risks with planned responses ('known-unknowns').Foundational
• Continuous Delivery PipelineSAFe workflows, activities, and automation needed to move new functionality from ideation to on-demand release.Advanced
• Contract TypesCategories of agreements that allocate risk between buyer and seller: fixed-price, cost-reimbursable, and time and materials.Foundational
• Control AccountA management control point where scope, budget, actual cost, and schedule are integrated and compared to earned value for performance measurement.Advanced
• Control ChartA graph showing process data over time against a mean and upper and lower control limits to determine whether a process is stable.Foundational
• Control PlanDocument describing the actions, measurements, and responses required to sustain process improvements.Intermediate
• Control ProcurementsProcess of managing procurement relationships, monitoring contract performance, making changes, and closing contracts.Intermediate
• Control QualityProcess of monitoring and recording quality activity results to ensure outputs are complete, correct, and meet expectations.Intermediate
• Control ScheduleProcess of monitoring project status to update the schedule and manage changes to the schedule baseline.Intermediate
• Control ScopeProcess of monitoring the status of project and product scope and managing changes to the scope baseline.Foundational
• Cost BaselineThe approved, time-phased budget of the project, excluding management reserves.Foundational
• Cost of Delay (CoD)The economic impact of delaying delivery of a piece of work.Intermediate
• Cost of Poor Quality (COPQ)Costs that would disappear if every activity were performed without defects.Intermediate
• Cost of Quality (COQ)All costs of preventing nonconformance, appraising conformance, and failing to meet requirements over the product life.Foundational
• Cost Performance Index (CPI)Measure of cost efficiency of budgeted resources: CPI = EV / AC.Foundational
• Cost Plus Award Fee Contract (CPAF)Cost-reimbursable contract in which the fee is based on a subjective evaluation of performance by the buyer.Advanced
• Cost Plus Fixed Fee Contract (CPFF)Cost-reimbursable contract in which the seller is reimbursed allowable costs plus a fixed fee calculated on initial estimated costs.Intermediate
• Cost Plus Incentive Fee Contract (CPIF)Cost-reimbursable contract where the seller gets allowable costs plus an incentive fee based on achieving performance objectives.Advanced
• Cost Variance (CV)The amount of budget deficit or surplus at a point in time: CV = EV - AC.Foundational
• CPMAI Business UnderstandingCPMAI Phase I: defining the business problem, whether AI is the right solution, the AI pattern, and success criteria.Intermediate
• CPMAI Data PreparationCPMAI Phase III: cleaning, transforming, labeling, augmenting, and engineering data for model training.Intermediate
• CPMAI Data UnderstandingCPMAI Phase II: identifying data sources, quantity, quality, access, and labeling needs for the AI solution.Intermediate
• CPMAI Model DevelopmentCPMAI Phase IV: selecting algorithms or pretrained models, training, and tuning to meet the defined success criteria.Intermediate
• CPMAI Model EvaluationCPMAI Phase V: assessing model performance against technical metrics and business success criteria.Intermediate
• CPMAI Model OperationalizationCPMAI Phase VI: deploying the model into production and monitoring, maintaining, and governing it.Intermediate
• Crash Cost per DayThe incremental cost of shortening an activity by one time unit: (crash cost - normal cost) / (normal time - crash time).Advanced
• CrashingSchedule compression technique that shortens duration by adding resources, usually at increased cost.Intermediate
• Create WBSProcess of subdividing project deliverables and work into smaller, more manageable components.Foundational
• Critical Chain Method (CCM)Scheduling method that accounts for limited resources and uses buffers to protect the project end date.Advanced
• Critical PathThe sequence of activities that represents the longest path through a project and determines the shortest possible duration.Foundational
• Critical Path Method (CPM)Method used to estimate the minimum project duration and determine schedule flexibility on logical network paths.Foundational
• Critical to Quality (CTQ)A measurable characteristic of a product or process that is critical to customer satisfaction.Intermediate
• Cross-Functional TeamA team whose members collectively have all skills necessary to create value each iteration.Foundational
• CrystalFamily of human-centric agile methods by Alistair Cockburn, scaled by team size and project criticality.Advanced
• Cumulative Flow Diagram (CFD)Stacked area chart showing the number of work items in each workflow state over time.Intermediate
• Current Value (CV)EBM Key Value Area revealing the value the product delivers today.Advanced
• Customer Journey MapVisualization of the steps, touchpoints, emotions, and pain points a customer experiences over time.Intermediate
• Cycle TimeThe elapsed time from when work starts on an item to when it finishes.Foundational
• Cynefin FrameworkSense-making framework by Dave Snowden classifying situations as clear, complicated, complex, chaotic, or confused.Intermediate
• Daily ScrumA 15-minute event for Developers to inspect progress toward the Sprint Goal and adapt the Sprint Backlog.Foundational
• Data DateThe point in time when the status of the project is recorded.Advanced
• Data Flow Diagram (DFD)Model showing how information flows through processes, data stores, and external entities.Intermediate
• Decision ModelingTechnique showing how repeatable business decisions are made using decision tables, trees, or DMN.Advanced
• Decision Tree AnalysisDiagramming and calculation technique for evaluating alternative choices under uncertainty using expected monetary value.Advanced
• Decision-Making TechniquesGroup methods for reaching decisions, such as unanimity, majority, plurality, autocratic, fist of five, and Roman voting.Intermediate
• DecompositionTechnique for dividing and subdividing scope and deliverables into smaller, more manageable parts.Foundational
• Defect RepairAn intentional activity to modify a nonconforming product or product component.Foundational
• Defects per Million Opportunities (DPMO)Six Sigma metric: (defects / (units x opportunities per unit)) x 1,000,000.Intermediate
• Define ActivitiesProcess of identifying and documenting the specific actions to be performed to produce deliverables.Foundational
• Define ScopeProcess of developing a detailed description of the project and product.Foundational
• Definition of Done (DoD)A formal description of the state of the Increment when it meets the quality measures required for the product.Foundational
• Definition of Ready (DoR)An optional team agreement on criteria a backlog item must meet before it can be selected for a Sprint.Intermediate
• Definition of Workflow (DoW)In Kanban, the explicit shared understanding of what flow means for a team: units, start and finish points, states, WIP controls, and SLE.Advanced
• Definitive EstimateA detailed, high-accuracy estimate typically in the range of -5% to +10%.Intermediate
• Dependency TypesClassification of activity dependencies as mandatory, discretionary, external, or internal.Intermediate
• Design for X (DfX)Technical guidelines applied during design to optimize a specific aspect such as reliability, cost, assembly, or usability.Advanced
• Design of Experiments (DOE)Statistical method for determining which factors and interactions affect a process output.Advanced
• Design ThinkingHuman-centered approach to innovation: empathize, define, ideate, prototype, and test.Foundational
• Determine BudgetProcess of aggregating estimated costs of activities or work packages to establish an authorized cost baseline.Intermediate
• Develop Project CharterProcess of creating the document that formally authorizes the project's existence.Foundational
• Develop ScheduleProcess of analyzing activity sequences, durations, resources, and constraints to create the schedule model.Intermediate
• Develop TeamProcess of improving competencies, team interaction, and the team environment to enhance performance.Intermediate
• DevelopersThe Scrum accountability for people committed to creating any aspect of a usable Increment each Sprint.Foundational
• Development Value StreamIn SAFe, the sequence of activities to convert a business hypothesis into a technology-enabled solution.Advanced
• Direct and Indirect CostsDirect costs are attributable directly to the project; indirect costs are shared overhead allocated across projects.Foundational
• Direct and Manage Project WorkProcess of leading and performing the work defined in the plan and implementing approved changes.Intermediate
• Disciplined Agile (DA)PMI's hybrid, tool-kit approach that helps teams choose their way of working (WoW) based on context.Advanced
• Discrete EffortWork that can be planned and measured and that yields a specific output.Advanced
• DMADVSix Sigma design methodology: Define, Measure, Analyze, Design, Verify.Intermediate
• DMAICSix Sigma improvement cycle: Define, Measure, Analyze, Improve, Control.Foundational
• Document AnalysisElicitation technique of reviewing existing documentation to understand context and requirements.Foundational
• Double DiamondDesign process model with four phases: Discover, Define, Develop, Deliver.Intermediate
• Dual-Track AgileRunning product discovery and delivery in parallel tracks within the same team.Advanced
• Dynamic Systems Development Method (DSDM)Agile project framework emphasizing fixed time and cost with prioritized, flexible features.Advanced
• Earned Schedule (ES)Extension of EVM that measures schedule performance in time units rather than currency.Advanced
• Earned Value (EV)The measure of work performed expressed in terms of the budget authorized for that work.Foundational
• Earned Value Management (EVM)Methodology that integrates scope, schedule, and resources to objectively measure project performance and progress.Foundational
• ElicitationDrawing out, exploring, and identifying information relevant to a change from stakeholders and other sources.Foundational
• Emotional Intelligence (EI)The ability to identify, assess, and manage one's own emotions and those of others and groups.Foundational
• Empathy MapA collaborative visualization of what a user says, thinks, does, and feels.Intermediate
• EmpiricismThe principle that knowledge comes from experience and decisions are based on what is observed.Foundational
• EnablerSAFe backlog item that supports future business functionality, such as exploration, architecture, infrastructure, or compliance work.Intermediate
• End Project ReportPRINCE2 report given by the Project Manager to the Project Board at closure, reviewing performance against the PID.Intermediate
• Enhance (Risk Response)Opportunity response that increases the probability and/or impact of an opportunity.Intermediate
• Enterprise Environmental Factors (EEF)Conditions, not under the immediate control of the team, that influence, constrain, or direct the project.Foundational
• EpicA large body of work that can be broken down into smaller stories or features.Foundational
• Epic OwnerSAFe role responsible for coordinating portfolio epics through the Portfolio Kanban.Advanced
• Escalate (Risk Response)Risk response in which a threat or opportunity outside the project's scope or authority is passed to a higher level.Intermediate
• Estimate Activity DurationsProcess of estimating the number of work periods needed to complete individual activities with estimated resources.Foundational
• Estimate at Completion (EAC)The expected total cost of completing all work: commonly EAC = AC + ETC.Intermediate
• Estimate CostsProcess of developing an approximation of the monetary resources needed to complete project work.Foundational
• Estimate to Complete (ETC)The expected cost to finish all remaining project work: ETC = EAC - AC.Intermediate
• Evidence-Based Management (EBM)Scrum.org framework for measuring and improving value delivery using four Key Value Areas and goals at strategic, intermediate, and immediate tactical levels.Intermediate
• Exception ReportPRINCE2 report from the Project Manager to the Project Board when a stage or project is forecast to exceed tolerances.Intermediate
• Executive (PRINCE2)PRINCE2 role ultimately accountable for the project, ensuring it delivers value for money and owning the business case.Foundational
• Expected Monetary Value (EMV)Statistical value calculated as probability multiplied by impact for a risk, summed across outcomes.Intermediate
• Explicit KnowledgeKnowledge that can be codified using words, numbers, and pictures.Foundational
• Exploit (Risk Response)Opportunity response that seeks to ensure the opportunity definitely happens.Intermediate
• Extreme Programming (XP)Agile software development method created by Kent Beck emphasizing technical excellence and frequent releases.Foundational
• Failure Mode and Effects Analysis (FMEA)Structured method for identifying potential failure modes, their causes and effects, and prioritizing actions.Intermediate
• Fallback PlanAn alternative response used if the primary risk response proves ineffective.Intermediate
• Fast TrackingSchedule compression technique in which activities normally done in sequence are performed in parallel for at least part of their duration.Intermediate
• Feature (SAFe)A service that fulfills a stakeholder need, sized to be delivered by a single ART within a PI.Intermediate
• Feature-Driven Development (FDD)Agile method organized around designing and building client-valued features.Advanced
• Feeding BufferIn critical chain scheduling, a buffer placed where a non-critical chain feeds into the critical chain.Advanced
• Final ReportSummary of project performance prepared at closure.Foundational
• Firm Fixed Price Contract (FFP)Contract in which the price is set and not subject to change unless scope changes.Foundational
• First Pass Yield (FPY)Percentage of units completing a process step correctly the first time without rework.Intermediate
• Fishbone DiagramA cause-and-effect diagram that organizes potential causes of a problem into categories.Foundational
• Fitness for UseQuality definition attributed to Joseph Juran: a product is of quality if it meets real needs of its users.Intermediate
• Five WhysRoot cause technique of asking 'why' repeatedly, typically about five times, to move from symptom to underlying cause.Foundational
• Fixed and Variable CostsFixed costs do not change with production volume; variable costs change with the amount of work or output.Foundational
• Fixed Price Incentive Fee Contract (FPIF)Fixed-price contract with an incentive for meeting performance targets and a price ceiling.Advanced
• Fixed Price with Economic Price Adjustment (FP-EPA)Fixed-price contract allowing predefined adjustments for changing conditions such as inflation or commodity costs.Advanced
• Flow MetricsSAFe measures of flow: flow distribution, velocity, time, load, efficiency, and predictability.Advanced
• Forward PassCPM calculation of early start and early finish dates moving from project start to end.Intermediate
• Free FloatThe amount of time an activity can be delayed without delaying the early start of any successor.Intermediate
• Functional RequirementA requirement describing a capability or behavior the solution must provide.Foundational
• Funding Limit ReconciliationProcess of comparing planned expenditure with funding limits and adjusting the schedule to level expenditures.Advanced
• Gantt ChartA bar chart of schedule information with activities listed vertically and dates horizontally.Foundational
• GembaJapanese for 'the real place' where value is created; a gemba walk is going there to observe work.Intermediate
• Given-When-ThenA structured format for writing acceptance criteria and test scenarios, used in behavior-driven development.Intermediate
• Gold PlatingAdding extra features or functions beyond what was agreed, without customer request or approval.Foundational
• GovernanceThe framework of authority, accountability, and decision rights within which projects are directed and controlled.Intermediate
• Grade vs. QualityQuality is how well characteristics meet requirements; grade is a category for items with the same use but different technical characteristics.Foundational
• Ground RulesExpectations regarding acceptable behavior by project team members.Foundational
• Hammock ActivityA summary activity that groups related activities and spans their start and end dates.Advanced
• HeijunkaLean technique of leveling production by volume and mix over time.Advanced
• Highlight ReportPRINCE2 time-driven report from the Project Manager to the Project Board on stage progress.Intermediate
• HistogramA bar chart showing the frequency distribution of data.Foundational
• Hoshin KanriLean strategic planning method that aligns organizational goals with execution at all levels.Advanced
• Hybrid ApproachA combination of predictive and adaptive elements chosen to fit the project and its environment.Intermediate
• Hypothesis-Driven DevelopmentApproach that treats product ideas as hypotheses to be tested with measurable outcomes.Intermediate
• Identify RisksProcess of identifying individual project risks and sources of overall project risk and documenting their characteristics.Foundational
• Immediate Tactical GoalEBM's near-term, critical objective a team works on toward an intermediate goal.Advanced
• Impact AnalysisAssessment of the effects a proposed change will have on stakeholders, requirements, the solution, and the project.Intermediate
• Impact MappingStrategic planning technique linking a goal to actors, impacts (behavior changes), and deliverables.Advanced
• ImpedimentAnything that blocks or slows a team's progress toward its goal.Foundational
• Imposed DateA fixed date placed on an activity or milestone, such as 'start no earlier than' or 'finish no later than'.Intermediate
• IncrementA concrete stepping stone toward the Product Goal that is additive to all prior Increments and thoroughly verified.Foundational
• Incremental DevelopmentApproach that delivers a solution in successive usable pieces, each adding functionality.Foundational
• Individual Project RiskAn uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives.Foundational
• Information RadiatorA highly visible display of project information placed where people can easily see it.Foundational
• Innovation and Planning Iteration (IP Iteration)A SAFe iteration at the end of each PI for innovation, PI Planning, Inspect and Adapt, and buffer.Intermediate
• Inspect and Adapt (I&A)A significant SAFe event held at the end of each PI to demonstrate, measure, and improve the ART.Intermediate
• Integrated Change ControlProcess of reviewing all change requests, approving or rejecting them, and managing changes to deliverables, documents, and the plan.Foundational
• Integrated IncrementIn Nexus, the current sum of all integrated work completed by the Scrum Teams in a Nexus.Advanced
• Interface AnalysisTechnique to identify where, what, why, when, how, and for whom information is exchanged between solution components or systems.Intermediate
• Intermediate GoalEBM goal that, when achieved, indicates progress toward a strategic goal.Advanced
• Internal Rate of Return (IRR)The discount rate at which a project's net present value equals zero.Intermediate
• INVESTMnemonic for good user stories: Independent, Negotiable, Valuable, Estimable, Small, Testable.Foundational
• Iron Triangle InversionAgile reframing of the triple constraint in which time and cost are fixed and scope is variable.Intermediate
• IssueA current condition or situation that may have an impact on project objectives.Foundational
• Issue LogA project document where information about issues is recorded and monitored.Foundational
• Iterative DevelopmentApproach that develops a solution through repeated cycles, refining it based on feedback each time.Foundational
• JidokaLean principle of automation with a human touch: stopping the process when a defect is detected.Intermediate
• Just-in-Time (JIT)Producing what is needed, when it is needed, in the amount needed.Foundational
• KaizenJapanese term for continuous, incremental improvement involving everyone.Foundational
• Kanban BoardA visual board with columns representing workflow states and cards representing work items.Foundational
• Kanban GuideConcise definition of Kanban by Daniel Vacanti and John Coleman (2020), focused on optimizing flow.Intermediate
• Kanban MethodDavid J. Anderson's evolutionary approach to improving knowledge work using kanban systems.Intermediate
• Kano ModelModel classifying product features by their effect on customer satisfaction: basic (must-be), performance (one-dimensional), and excitement (delighters).Intermediate
• Key Value Areas (KVA)EBM's four areas for assessing value and capability: Current Value, Unrealized Value, Ability to Innovate, and Time to Market.Intermediate
• Knowledge AreaAn identified area of project management defined by its knowledge requirements and processes.Foundational
• Large-Scale Scrum (LeSS)Framework for scaling Scrum to multiple teams working on one product, created by Craig Larman and Bas Vodde.Advanced
• Law of Diminishing ReturnsPrinciple that after a point, adding more input yields progressively smaller output gains.Intermediate
• Lead and LagLead is the time a successor can be advanced relative to a predecessor; lag is the time it must be delayed.Intermediate
• Lead TimeThe elapsed time from when a request is made (or committed) to when it is delivered.Foundational
• Lean Budget GuardrailsSAFe policies and practices for budgets, spending, and governance within a portfolio.Advanced
• Lean Business CaseA lightweight SAFe document capturing an epic's hypothesis, MVP, costs, and expected benefits.Advanced
• Lean Portfolio Management (LPM)SAFe competency that aligns strategy and execution by applying Lean and systems thinking to portfolio funding, operations, and governance.Advanced
• Lean ThinkingManagement philosophy derived from the Toyota Production System focused on maximizing customer value while minimizing waste.Foundational
• Learning CurvePrinciple that cost or time per unit decreases as experience with repetitive work increases.Intermediate
• Lessons Learned RegisterA project document recording knowledge gained during the project for use on the current and future projects.Foundational
• Letter of Intent (LOI)A non-binding document in which a buyer indicates the intent to award a contract.Intermediate
• Level of Effort (LOE)An activity that does not produce definitive end products and is measured by the passage of time.Advanced
• Life Cycle CostingConsidering the total cost of ownership of a product over its entire life, not just development cost.Intermediate
• Little's LawQueueing theorem stating average cycle time = average WIP / average throughput.Intermediate
• Logical Relationship TypesThe four dependency types between activities: finish-to-start, start-to-start, finish-to-finish, and start-to-finish.Intermediate
• Make-or-Buy AnalysisAnalysis used to determine whether work or deliverables are best produced internally or purchased externally.Foundational
• Manage by ExceptionPRINCE2 principle of setting tolerances for each objective and escalating only when tolerances are forecast to be exceeded.Foundational
• Manage Project KnowledgeProcess of using existing knowledge and creating new knowledge to achieve objectives and contribute to organizational learning.Intermediate
• Manage QualityProcess of translating the quality management plan into executable quality activities that incorporate quality policies.Intermediate
• Manage TeamProcess of tracking team member performance, providing feedback, resolving issues, and managing changes to optimize performance.Intermediate
• Management ReserveBudget withheld from the cost baseline for unforeseen work within project scope ('unknown-unknowns').Intermediate
• Managing a Stage BoundaryPRINCE2 process giving the Project Board what it needs to review the stage, approve the next stage plan, and confirm business justification.Intermediate
• Measurement System Analysis (MSA)Evaluation of a measurement system's accuracy, precision, and stability before relying on its data.Advanced
• Milestone ChartA summary schedule that shows only the planned start or completion dates of major deliverables and external interfaces.Foundational
• Minimum Marketable Feature (MMF)The smallest unit of functionality that delivers meaningful value to customers and can be released.Intermediate
• Minimum Viable Product (MVP)The version of a new product that allows a team to collect the maximum amount of validated learning with the least effort.Foundational
• Mob ProgrammingPractice in which the whole team works on the same thing, at the same time, at one computer.Intermediate
• Monitor and Control Project WorkProcess of tracking, reviewing, and reporting overall progress to meet performance objectives defined in the plan.Intermediate
• Monitor RisksProcess of monitoring the implementation of agreed-upon risk responses, tracking identified risks, identifying new risks, and evaluating effectiveness.Intermediate
• MoSCoW PrioritizationPrioritization technique classifying requirements as Must have, Should have, Could have, and Won't have (this time).Foundational
• Motivation TheoriesTheories explaining what drives people at work, including Maslow, Herzberg, McGregor, McClelland, and Vroom.Intermediate
• MudaJapanese term for waste: any activity that consumes resources without adding customer value.Foundational
• Multicriteria Decision AnalysisTechnique using a decision matrix to evaluate options against weighted criteria.Intermediate
• Muri and MuraLean terms for overburden (muri) and unevenness or variability (mura), which together with muda are the 3 Ms.Intermediate
• Near-Critical PathA path whose duration is close to the critical path and has little float.Intermediate
• Negative FloatFloat with a value below zero, indicating that the schedule cannot meet a required date.Advanced
• NegotiationDiscussion aimed at reaching an agreement between parties with shared or opposed interests.Foundational
• Net Present Value (NPV)The present value of future cash inflows minus the present value of outflows, discounted at a required rate.Intermediate
• Net Promoter Score (NPS)Customer loyalty metric based on likelihood to recommend, scored 0-10: % promoters (9-10) minus % detractors (0-6).Foundational
• NexusScrum.org framework for 3 to 9 Scrum Teams working on a single product with a single Product Backlog.Advanced
• Nexus Integration Team (NIT)Team in Nexus accountable for ensuring a done Integrated Increment is produced at least once every Sprint.Advanced
• Nominal Group Technique (NGT)Group technique that enhances brainstorming with a voting process to rank the most useful ideas.Intermediate
• Non-Functional Requirement (NFR)A requirement describing conditions or qualities the solution must have, such as performance, security, usability, or availability.Foundational
• North Star MetricThe single metric that best captures the core value a product delivers to customers.Intermediate
• Objectives and Key Results (OKR)Goal-setting framework pairing a qualitative objective with measurable key results.Intermediate
• Off-SpecificationPRINCE2 issue type for something that should be provided but currently is not, or is forecast not to be.Advanced
• Operations ManagementOversight of ongoing, repetitive business activities that produce and sustain products or services.Foundational
• Opportunity CostThe value of the next-best alternative forgone when a choice is made.Intermediate
• Opportunity Solution TreeVisual tool by Teresa Torres linking a desired outcome to customer opportunities, solutions, and experiments.Advanced
• Organizational Process Assets (OPA)Plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization.Foundational
• Organizational StructureHow an organization arranges authority, reporting, and resources, affecting project manager authority.Foundational
• Osmotic CommunicationInformation flowing into the background hearing of team members so they absorb relevant information passively.Intermediate
• Overall Project RiskThe effect of uncertainty on the project as a whole, arising from all sources including individual risks.Advanced
• Pair ProgrammingXP practice in which two developers work together at one workstation: a driver who writes code and a navigator who reviews.Foundational
• Parametric EstimatingTechnique using an algorithm or statistical relationship between historical data and variables to calculate estimates.Foundational
• Pareto ChartA bar chart sorted in descending order of frequency with a cumulative percentage line, used to identify the vital few causes.Foundational
• Parkinson's LawThe observation that work expands to fill the time available for its completion.Intermediate
• Participatory BudgetingSAFe forum in which stakeholders collaboratively decide how to allocate the portfolio budget across value streams.Advanced
• Payback PeriodThe length of time required to recover the initial investment from net cash inflows.Foundational
• Percent Complete RulesConventions for claiming earned value on work packages, such as 0/100, 50/50, and 20/80.Advanced
• Perform Qualitative Risk AnalysisProcess of prioritizing individual project risks by assessing their probability of occurrence and impact.Foundational
• Perform Quantitative Risk AnalysisProcess of numerically analyzing the combined effect of identified risks and other sources of uncertainty on overall project objectives.Advanced
• Performance DomainA group of related activities critical to the effective delivery of project outcomes, as defined in the PMBOK Guide.Intermediate
• Performance Measurement Baseline (PMB)Integrated scope, schedule, and cost baselines used for comparison to manage, measure, and control project execution.Intermediate
• PersonaA fictional, research-based archetype representing a user group's goals, behaviors, and pain points.Foundational
• PESTLE AnalysisFramework examining Political, Economic, Social, Technological, Legal, and Environmental factors affecting an initiative.Foundational
• Phase GateA review at the end of a phase to decide whether to continue, modify, or end the project or program.Foundational
• PI ObjectivesSummaries of business and technical goals that a team or ART intends to achieve in the upcoming Planning Interval.Intermediate
• PI PlanningCadence-based, face-to-face (or remote) event where all teams on an ART plan together for the next Planning Interval.Foundational
• Plan Risk ResponsesProcess of developing options, selecting strategies, and agreeing on actions to address overall and individual project risks.Foundational
• Planned Value (PV)The authorized budget assigned to scheduled work.Foundational
• Planning Interval (PI)In SAFe, a cadence-based timebox, typically 8-12 weeks, in which an ART delivers incremental value.Foundational
• Planning PackageA WBS component below the control account with known work content but without detailed schedule activities.Advanced
• Planning PokerConsensus-based estimation technique in which team members privately select cards and reveal them simultaneously.Foundational
• Point of Total Assumption (PTA)In a fixed price incentive fee contract, the cost point above which the seller bears all cost overruns.Advanced
• Poka-YokeLean technique of mistake-proofing a process so errors are prevented or immediately detected.Intermediate
• PortfolioA collection of projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives.Foundational
• Portfolio KanbanSAFe system for visualizing and managing the flow of epics from ideation through analysis and implementation.Advanced
• Portfolio ManagementCentralized management of one or more portfolios to achieve strategic objectives.Intermediate
• Power TypesSources of influence a project manager can use: formal (legitimate), reward, coercive (penalty), expert, and referent.Intermediate
• Power/Interest GridA stakeholder mapping tool that classifies stakeholders by level of authority (power) and concern (interest).Foundational
• Precedence Diagramming Method (PDM)Technique for constructing a schedule model in which activities are represented by nodes and linked by logical relationships.Intermediate
• Precision vs. AccuracyPrecision is consistency of repeated measurements; accuracy is closeness of a measurement to the true value.Intermediate
• Predictive ApproachA development approach in which scope, schedule, and cost are determined in detail early in the life cycle.Foundational
• Present ValueThe current worth of a future sum discounted at a given rate: PV = FV / (1 + r)^n.Intermediate
• Preventive ActionAn intentional activity that ensures the future performance of project work is aligned with the plan.Foundational
• PRINCE2Process-based project management method (PRojects IN Controlled Environments) owned by PeopleCert (AXELOS).Foundational
• PRINCE2 PracticesThe seven aspects of project management that must be addressed continually: business case, organizing, plans, quality, risk, issues, and progress.Foundational
• PRINCE2 PrinciplesThe seven universal PRINCE2 principles, from continued business justification to tailoring, that must all be applied in a PRINCE2 project.Foundational
• PRINCE2 ProcessesThe seven PRINCE2 processes, from Starting up a Project through Closing a Project, that describe who does what across the life cycle.Foundational
• Privity of ContractLegal principle that only the parties to a contract have rights and obligations under it.Advanced
• Probability and Impact MatrixA grid that maps the probability of each risk against its impact on objectives to prioritize risks.Foundational
• Process CapabilityThe ability of a stable process to produce output within specification limits, measured by indices such as Cp and Cpk.Advanced
• Process GroupA logical grouping of project management processes: Initiating, Planning, Executing, Monitoring and Controlling, and Closing.Foundational
• Process ModelingTechnique using standardized graphical models to show how work is carried out.Foundational
• Procurement AuditStructured review of the procurement process from planning through closure to identify successes and failures.Advanced
• Procurement Statement of Work (SOW)A description of the procurement item in sufficient detail to allow prospective sellers to determine if they can provide it.Foundational
• Product AnalysisTechnique for asking questions about a product to translate high-level descriptions into tangible deliverables.Intermediate
• Product BacklogAn emergent, ordered list of what is needed to improve the product; the single source of work undertaken by the Scrum Team.Foundational
• Product Backlog RefinementThe ongoing act of breaking down and adding detail, such as description, order, and size, to Product Backlog items.Foundational
• Product Breakdown Structure (PBS)PRINCE2 hierarchy of all products to be produced during a plan.Intermediate
• Product DescriptionPRINCE2 management product describing a product's purpose, composition, derivation, quality criteria, and quality method.Intermediate
• Product DiscoveryActivities that determine what to build by validating that solutions are valuable, usable, feasible, and viable before full delivery.Intermediate
• Product Flow Diagram (PFD)PRINCE2 diagram showing the sequence of production and interdependencies of products in a PBS.Advanced
• Product GoalThe future state of the product that serves as a target for the Scrum Team to plan against.Foundational
• Product Owner (PO)The Scrum accountability for maximizing the value of the product resulting from the Scrum Team's work.Foundational
• Product RoadmapA high-level, time-based view of how a product is expected to evolve toward its vision.Foundational
• Product ScopeThe features and functions that characterize a product, service, or result.Foundational
• Product VisionA concise statement describing the long-term purpose and desired future the product aims to create.Foundational
• ProgramA group of related projects, subsidiary programs, and activities managed in a coordinated way to obtain benefits not available individually.Foundational
• Program Evaluation and Review Technique (PERT)Estimating and scheduling technique using weighted average durations (O + 4M + P) / 6.Intermediate
• Program ManagementApplication of knowledge, skills, and principles to a program to achieve its objectives and benefits.Intermediate
• Progressive ElaborationThe iterative process of increasing the level of detail in a plan as more information and more accurate estimates become available.Foundational
• ProjectA temporary endeavor undertaken to create a unique product, service, or result.Foundational
• Project AssurancePRINCE2 function independent of the Project Manager that monitors project performance on behalf of Project Board members.Intermediate
• Project BoardPRINCE2 group accountable for the project's success, consisting of the Executive, Senior User(s), and Senior Supplier(s).Foundational
• Project BriefPRINCE2 statement describing the purpose, cost, time, performance requirements, and constraints for a project, created in Starting up a Project.Intermediate
• Project BudgetThe total funds authorized for the project, consisting of the cost baseline plus management reserves.Intermediate
• Project BufferIn critical chain scheduling, a buffer placed at the end of the critical chain to protect the target finish date.Advanced
• Project CharterA document issued by the sponsor that formally authorizes the project and gives the project manager authority to apply resources.Foundational
• Project Cost ManagementProcesses involved in planning, estimating, budgeting, financing, managing, and controlling costs to complete the project within budget.Foundational
• Project DocumentsRecords used to manage the project that are not part of the project management plan.Intermediate
• Project FloatThe amount of time a project can be delayed without delaying an externally imposed end date.Intermediate
• Project Funding RequirementsTotal and periodic funding needs derived from the cost baseline, often in incremental, non-continuous amounts.Advanced
• Project Initiation Documentation (PID)PRINCE2 set of documents bringing together key information needed to start the project on a sound basis.Foundational
• Project Integration ManagementProcesses and activities that identify, define, combine, unify, and coordinate project management activities.Foundational
• Project Kickoff MeetingA meeting at the start of planning or execution that communicates objectives, gains commitment, and explains stakeholder roles.Foundational
• Project Life CycleThe series of phases a project passes through from its start to its completion.Foundational
• Project Management Office (PMO)An organizational structure that standardizes project governance and facilitates sharing of resources, methods, tools, and techniques.Foundational
• Project Management PlanThe document that describes how the project will be executed, monitored and controlled, and closed.Foundational
• Project Management PrinciplesFundamental norms that guide behavior of project practitioners, as listed in the PMBOK Guide.Intermediate
• Project Manager (PM)The person assigned by the performing organization to lead the team responsible for achieving project objectives.Foundational
• Project MandatePRINCE2 trigger from the commissioning organization that initiates the Starting up a Project process.Intermediate
• Project MilestoneA significant point or event in a project, program, or portfolio with zero duration.Foundational
• Project Procurement ManagementProcesses necessary to purchase or acquire products, services, or results from outside the project team.Foundational
• Project Product DescriptionPRINCE2 description of the project's main output, including customer quality expectations and acceptance criteria.Intermediate
• Project Quality ManagementProcesses for incorporating quality policy into planning, managing, and controlling project and product quality requirements.Foundational
• Project Schedule ManagementProcesses required to manage the timely completion of the project.Foundational
• Project Schedule Network DiagramGraphical representation of the logical relationships among project schedule activities.Foundational
• Project ScopeThe work performed to deliver a product, service, or result with the specified features and functions.Foundational
• Project Scope ManagementProcesses that ensure the project includes all the work required, and only the work required, to complete successfully.Foundational
• Project SponsorThe person or group that provides resources and support for the project and is accountable for enabling success.Foundational
• Project Stakeholder ManagementProcesses to identify, analyze, engage, and monitor people or organizations that can affect or be affected by the project.Foundational
• Prompt ListA predetermined list of risk categories used to prompt identification of individual and overall project risks.Intermediate
• PrototypeAn early working model of a product used to obtain feedback before building the real thing.Foundational
• Psychological SafetyA shared belief that the team is safe for interpersonal risk-taking such as speaking up, admitting mistakes, or asking questions.Intermediate
• Pull SystemA system in which work is pulled into a stage only when capacity is available, rather than pushed.Foundational
• Quality AuditA structured, independent review of whether project activities comply with organizational and project policies and procedures.Intermediate
• Quality RegisterPRINCE2 record summarizing all planned and completed quality management activities.Advanced
• Regression AnalysisStatistical technique modeling the relationship between a dependent variable and one or more independent variables.Advanced
• Relative EstimationEstimating items by comparing them to each other rather than in absolute units.Foundational
• Release on DemandSAFe practice of releasing value to customers when the business needs it, decoupled from deployment cadence.Advanced
• Release PlanningPlanning activity that determines which features or stories will be delivered in upcoming releases.Intermediate
• Release Train Engineer (RTE)SAFe servant leader and coach for the Agile Release Train who facilitates ART events and processes.Intermediate
• Request for Change (RFC)PRINCE2 issue type proposing a change to a baseline.Intermediate
• Requirements Classification SchemaBABOK classification of requirements as business, stakeholder, solution (functional and non-functional), and transition requirements.Foundational
• Requirements DocumentationDescription of how individual requirements meet the business need for the project.Foundational
• Requirements Life Cycle ManagementBABOK knowledge area covering tracing, maintaining, prioritizing, assessing changes to, and approving requirements and designs.Intermediate
• Requirements Management PlanComponent of the project management plan describing how requirements will be analyzed, documented, and managed.Intermediate
• Requirements ValidationEnsuring requirements align with business requirements and deliver value to stakeholders.Intermediate
• Requirements VerificationChecking that requirements and designs are of sufficient quality: complete, consistent, unambiguous, testable, and feasible.Intermediate
• Requirements WorkshopStructured, facilitated meeting of key stakeholders to define, refine, prioritize, or reach closure on requirements.Foundational
• Reserve AnalysisTechnique comparing the remaining contingency reserves to the remaining risk to determine whether reserves are adequate.Intermediate
• Resource HistogramA bar chart showing the amount of time a resource is scheduled to work over a series of periods.Intermediate
• Resource LevelingResource optimization technique that adjusts start and finish dates to balance resource demand with supply.Intermediate
• Resource Management PlanComponent of the project management plan describing how team and physical resources are acquired, allocated, managed, and released.Foundational
• Resource SmoothingResource optimization technique that adjusts activities within their float so resource requirements stay within limits without changing the critical path.Intermediate
• Responsibility Assignment Matrix (RAM)A grid that shows the project resources assigned to each work package or activity.Foundational
• Retrospective TechniquesFacilitation formats for running retrospectives, such as Start-Stop-Continue, Sailboat, 4Ls, and Mad-Sad-Glad.Intermediate
• Return on Investment (ROI)Ratio of net benefit to cost: (gain - cost) / cost, expressed as a percentage.Foundational
• Risk AttitudeThe disposition of an individual or organization toward uncertainty, such as risk-averse, risk-neutral, or risk-seeking.Intermediate
• Risk AuditAn examination of the effectiveness of the risk management process and risk responses.Advanced
• Risk Breakdown Structure (RBS)A hierarchical representation of potential sources of risk.Intermediate
• Risk Data Quality AssessmentTechnique for evaluating the accuracy, reliability, and integrity of data about individual risks.Advanced
• Risk Management PlanComponent of the project management plan describing how risk management activities will be structured and performed.Foundational
• Risk Priority Number (RPN)FMEA score calculated as severity x occurrence x detection.Intermediate
• Risk ReportProject document summarizing information on individual project risks and the level of overall project risk.Intermediate
• Risk TriggerAn event or condition indicating that a risk is about to occur or has occurred.Foundational
• Risk UrgencyA risk parameter indicating how soon a response must be implemented to be effective.Advanced
• ROAMSAFe technique for categorizing risks during PI Planning: Resolved, Owned, Accepted, or Mitigated.Intermediate
• Rolled Throughput Yield (RTY)Probability that a unit passes through all process steps defect-free: the product of each step's first-pass yield.Advanced
• Rolling Wave PlanningIterative planning technique in which near-term work is planned in detail while future work is planned at a higher level.Intermediate
• Rough Order of Magnitude Estimate (ROM)An early, low-accuracy estimate typically in the range of -25% to +75%.Foundational
• Rule of SevenControl chart heuristic: seven consecutive data points on one side of the mean indicate a non-random pattern.Intermediate
• S-CurveGraph of cumulative costs, labor hours, or other quantities plotted against time, typically shaped like an S.Intermediate
• Salience ModelStakeholder classification model based on power, urgency, and legitimacy.Advanced
• Scaled Agile Framework (SAFe)A knowledge base of integrated principles, practices, and competencies for applying Lean, Agile, and DevOps at enterprise scale.Foundational
• Scatter DiagramA graph plotting pairs of numerical data to show the relationship between two variables.Foundational
• Schedule BaselineThe approved version of the schedule model, changeable only through formal change control, used as a basis for comparison.Foundational
• Schedule CompressionTechniques used to shorten schedule duration without reducing scope.Intermediate
• Schedule Management PlanComponent of the project management plan establishing criteria and activities for developing, monitoring, and controlling the schedule.Intermediate
• Schedule ModelA representation of the plan for executing activities, including durations, dependencies, and other planning information.Advanced
• Schedule Performance Index (SPI)Measure of schedule efficiency: SPI = EV / PV.Foundational
• Schedule Variance (SV)Measure of schedule performance: SV = EV - PV.Foundational
• Scope BaselineThe approved version of a scope statement, WBS, and WBS dictionary, changeable only through formal change control.Foundational
• Scope Management PlanComponent of the project management plan describing how scope will be defined, developed, monitored, controlled, and validated.Intermediate
• Scope StatementDescription of the project scope, major deliverables, assumptions, constraints, and exclusions.Foundational
• ScrumA lightweight framework that helps people, teams, and organizations generate value through adaptive solutions for complex problems.Foundational
• Scrum ArtifactsThe Product Backlog, Sprint Backlog, and Increment, each with a commitment.Foundational
• Scrum EventsThe Sprint, Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective.Foundational
• Scrum GuideThe official definition of Scrum written by Ken Schwaber and Jeff Sutherland; the current edition was published in November 2020.Foundational
• Scrum Master (SM)The Scrum accountability for establishing Scrum as defined in the Scrum Guide and for the Scrum Team's effectiveness.Foundational
• Scrum of ScrumsA coordination technique in which representatives from multiple Scrum teams meet to manage dependencies.Intermediate
• Scrum PillarsTransparency, inspection, and adaptation: the three pillars of Scrum's empirical process control.Foundational
• Scrum TeamA small, cohesive, self-managing unit of one Scrum Master, one Product Owner, and Developers.Foundational
• Scrum ValuesCommitment, Focus, Openness, Respect, and Courage.Foundational
• ScrumbanA hybrid of Scrum and Kanban practices.Intermediate
• Secondary RiskA risk that arises as a direct result of implementing a risk response.Intermediate
• Self-Managing TeamA team that internally decides who does what, when, and how.Foundational
• Senior SupplierPRINCE2 Project Board role representing those designing, developing, and implementing the project's products.Intermediate
• Senior UserPRINCE2 Project Board role representing those who will use the project's products and realize benefits.Intermediate
• Sensitivity AnalysisQuantitative technique that determines which individual risks or uncertainties have the most potential impact on outcomes.Advanced
• Sequence ActivitiesProcess of identifying and documenting relationships among project activities.Foundational
• Servant LeadershipLeadership style that focuses on understanding and addressing team members' needs and development to enable high performance.Foundational
• Seven Basic Quality ToolsClassic quality tools: cause-and-effect diagram, flowchart, check sheet, Pareto chart, histogram, control chart, and scatter diagram.Foundational
• Seven Patterns of AICPMAI classification of AI use cases into seven patterns, used to clarify data needs, approach, and success criteria.Intermediate
• Share (Risk Response)Opportunity response that allocates ownership of an opportunity to a third party best able to capture it.Intermediate
• Sigma LevelA measure of process capability expressing how many standard deviations fit between the mean and nearest specification limit.Advanced
• Single-Minute Exchange of Die (SMED)Lean method for reducing setup or changeover time to under ten minutes.Advanced
• SIPOCHigh-level process map listing Suppliers, Inputs, Process, Outputs, and Customers.Foundational
• Situational LeadershipLeadership model in which the leader adapts style (directing, coaching, supporting, delegating) to followers' competence and commitment.Intermediate
• Six SigmaData-driven quality methodology aiming to reduce process variation to no more than 3.4 defects per million opportunities.Foundational
• Six Sigma BeltsRole structure in Six Sigma: Champion, Master Black Belt, Black Belt, Green Belt, Yellow Belt, and White Belt.Foundational
• Solution EvaluationBABOK knowledge area assessing the performance and value delivered by a solution in use and recommending actions to increase value.Intermediate
• Solution TrainSAFe organizational construct coordinating multiple ARTs and suppliers to build large, complex solutions.Advanced
• Source Selection CriteriaAttributes the buyer uses to evaluate and select sellers.Intermediate
• Special Cause VariationVariation arising from specific, assignable causes outside the normal process.Intermediate
• Specification LimitsCustomer- or engineering-defined boundaries (USL and LSL) for acceptable output.Intermediate
• SpikeA timeboxed research or prototyping effort to reduce uncertainty or answer a technical question.Foundational
• SprintA fixed-length event of one month or less in which ideas are turned into value.Foundational
• Sprint BacklogThe Sprint Goal (why), the set of Product Backlog items selected for the Sprint (what), and an actionable plan for delivering the Increment (how).Foundational
• Sprint CancellationEnding a Sprint early because its Sprint Goal has become obsolete.Intermediate
• Sprint GoalThe single objective for the Sprint, created during Sprint Planning and added to the Sprint Backlog.Foundational
• Sprint PlanningScrum event that initiates the Sprint by laying out the work to be performed.Foundational
• Sprint RetrospectiveScrum event to plan ways to increase quality and effectiveness.Foundational
• Sprint ReviewScrum event to inspect the outcome of the Sprint and determine future adaptations.Foundational
• Stacey MatrixModel plotting agreement on requirements against certainty about technology to classify work as simple, complicated, complex, or anarchic.Intermediate
• StakeholderAn individual, group, or organization that may affect, be affected by, or perceive itself to be affected by a project.Foundational
• Stakeholder AnalysisTechnique of systematically gathering and analyzing information to determine whose interests should be considered.Foundational
• Stakeholder CubeA three-dimensional refinement of grid models combining stakeholder dimensions such as power, interest, and attitude.Advanced
• Stakeholder Engagement Assessment MatrixA matrix comparing current and desired stakeholder engagement levels.Intermediate
• Stakeholder Engagement PlanComponent of the project management plan identifying strategies and actions to promote productive stakeholder involvement.Intermediate
• Stakeholder RegisterProject document containing identification, assessment, and classification of project stakeholders.Foundational
• Standard Deviation (PERT)Measure of estimate uncertainty calculated as (Pessimistic - Optimistic) / 6.Advanced
• Statistical Process Control (SPC)Use of statistical methods, chiefly control charts, to monitor and control a process.Advanced
• Status ReportPeriodic report describing where the project currently stands on scope, schedule, cost, risks, and issues.Foundational
• Story MappingTechnique by Jeff Patton that arranges user stories along a user journey (backbone) and by priority (vertical) to plan releases.Intermediate
• Story PointsA unit of relative estimation representing the effort, complexity, and uncertainty of a backlog item.Foundational
• Story SplittingBreaking a large user story into smaller stories that each still deliver value.Intermediate
• Strategic GoalIn EBM, an important, ambitious long-term goal the organization aims to achieve, often with uncertain paths.Advanced
• Strategy AnalysisBABOK knowledge area focused on defining the business need, current state, future state, risks, and change strategy.Intermediate
• Student SyndromeTendency to delay starting work until just before a deadline.Intermediate
• Sunk CostMoney already spent that cannot be recovered.Foundational
• Sustainable PaceWorking at a pace the team can maintain indefinitely without burnout.Foundational
• SwarmingMultiple team members working together on one item to finish it faster.Intermediate
• Swimlane DiagramA process diagram that divides activities into lanes by role, department, or system.Foundational
• SWOT AnalysisAnalysis of Strengths, Weaknesses, Opportunities, and Threats of an organization, project, or option.Foundational
• System DemoSAFe event that demonstrates the integrated work of all teams on an ART at the end of each iteration.Intermediate
• T-Shaped SkillsDeep expertise in one area combined with broad ability to contribute in other areas.Intermediate
• T-Shirt SizingRelative estimation technique using sizes such as XS, S, M, L, and XL.Foundational
• Tacit KnowledgePersonal knowledge such as beliefs, insights, experience, and know-how that is difficult to articulate and share.Intermediate
• Tailor to Suit the ProjectPRINCE2 principle that the method is adapted to the project's environment, size, complexity, importance, capability, and risk.Intermediate
• TailoringDeliberate adaptation of the approach, governance, and processes to suit the project's context.Intermediate
• Takt TimeThe rate at which products must be completed to meet customer demand: available production time divided by customer demand.Intermediate
• Team CharterDocument recording team values, agreements, and operating guidelines.Foundational
• Theory of Constraints (TOC)Management philosophy by Eliyahu Goldratt holding that every system is limited by at least one constraint.Advanced
• Three-Point EstimatingTechnique that uses optimistic, most likely, and pessimistic estimates to account for uncertainty.Foundational
• Time and Materials Contract (T&M)Hybrid contract with elements of fixed-price (unit rates) and cost-reimbursable (open total value).Foundational
• Time to Market (T2M)EBM Key Value Area expressing how quickly the organization can deliver new capabilities and learn from them.Advanced
• TimeboxA fixed, maximum period of time for an activity or event.Foundational
• To-Complete Performance Index (TCPI)The cost efficiency required on remaining work to meet a target: TCPI = (BAC - EV) / (BAC - AC), or (BAC - EV) / (EAC - AC).Advanced
• ToleranceThe permissible deviation above and below a plan's target before escalation is needed.Intermediate
• Tornado DiagramA bar chart used in sensitivity analysis that ranks variables by their effect on an outcome, with the largest at the top.Advanced
• Total FloatThe amount of time an activity can be delayed from its early start without delaying the project finish date or violating a schedule constraint.Foundational
• Transition RequirementsTemporary requirements describing capabilities needed to transition from the current state to the future state.Intermediate
• Trend AnalysisTechnique examining project results over time to determine whether performance is improving or deteriorating.Foundational
• Triple ConstraintThe classic model that scope, time, and cost are interdependent, with quality affected by all three.Foundational
• Tuckman LadderModel of team development stages: forming, storming, norming, performing, and adjourning.Foundational
• Unrealized Value (UV)EBM Key Value Area showing potential future value the product could capture.Advanced
• Usability TestingEvaluating a product by observing representative users attempting real tasks.Foundational
• User StoryA short description of functionality told from the user's perspective, typically 'As a <role>, I want <goal>, so that <benefit>'.Foundational
• Validate ScopeProcess of formalizing acceptance of completed project deliverables.Foundational
• Value Delivery SystemStrategic business activities that build, sustain, and advance an organization through portfolios, programs, projects, and operations.Intermediate
• Value Engineering (VE)Systematic approach to finding less costly ways to complete the same work while preserving function.Intermediate
• Vanity MetricsMetrics that look impressive but do not inform decisions or reflect real value.Intermediate
• Variance AnalysisTechnique for determining the cause and degree of difference between baseline and actual performance.Foundational
• Variance at Completion (VAC)Projected budget deficit or surplus at project end: VAC = BAC - EAC.Intermediate
• VelocityThe amount of work, usually in story points, a team completes per iteration.Foundational
• Verified DeliverablesCompleted project deliverables checked and confirmed for correctness through Control Quality.Foundational
• Vertical SliceA piece of functionality that cuts through all architectural layers to deliver end-to-end value.Intermediate
• Virtual TeamA group of people with shared goals who fulfill roles with little or no time spent meeting face to face.Foundational
• Visual ManagementLean practice of making work, standards, and abnormalities visible at a glance.Foundational
• Voice of the Customer (VOC)Process of capturing customer needs, expectations, and preferences.Foundational
• Watch ListA list of low-priority risks recorded for monitoring rather than active response.Intermediate
• Waterfall ModelA sequential life cycle where each phase is completed before the next begins.Foundational
• WBS DictionaryDocument providing detailed deliverable, activity, and scheduling information about each component in the WBS.Foundational
• Weighted Scoring ModelSelection method that rates options on criteria, multiplies by weights, and sums the scores.Foundational
• Weighted Shortest Job First (WSJF)Prioritization model that sequences jobs to produce maximum economic benefit: Cost of Delay divided by job duration (or job size).Intermediate
• Western Electric RulesSet of decision rules for detecting non-random patterns on control charts.Advanced
• Wideband DelphiConsensus estimation technique in which experts estimate anonymously, discuss differences, and iterate.Intermediate
• WIP LimitA constraint on the number of work items allowed in a workflow state or system at one time.Foundational
• Work Breakdown Structure (WBS)A hierarchical decomposition of the total scope of work to be carried out by the team to accomplish objectives and create deliverables.Foundational
• Work in Progress (WIP)Work items that have started but are not yet finished.Foundational
• Work Item AgeThe elapsed time since an item started that is still in progress.Intermediate
• Work PackageThe work defined at the lowest level of the WBS for which cost and duration can be estimated and managed.Foundational
• Work Performance Data (WPD)Raw observations and measurements identified during activities performed to carry out project work.Intermediate
• Work Performance Information (WPI)Performance data collected from controlling processes and analyzed in comparison with plan components and baselines.Intermediate
• Work Performance ReportsThe physical or electronic representation of work performance information compiled to generate decisions or awareness.Intermediate