RITx: PM9004x Project Management MicroMasters Capstone Exam

Accept risk: Risk response strategy where we choose to take no preventative action if a risk occurs (no proactive response plan). We monitor the risk to see if actions need to be taken at a future time.

Acceptance criteria: Measurable "performance requirements and essential conditions which must be met before project deliverables are accepted." (definition from PMI)

Accommodating (conflict): Conflict management style (from the Thomas-Kilmann Conflict Model) where you occasionally make concessions to preserve the relationship. Best for building goodwill now in hopes of gaining more later.

Achievement vs. Ascription: Trompenaars cultural dimension. How people view status/position.
Achievement = Value performance (you are what you do) as a person's "worth" or status
Ascription = Value title/position/power as a person's "worth" or status

Active Listening: Includes focusing on what the other person is saying and how they're saying it (verbal and non-verbal), putting aside distractions, stopping your mind from jumping to conclusions or other thoughts, using questions to ensure you understand, and requesting confirmation of what you heard.

Active visible management support: Applies to all levels of management. Includes being visible and approachable, having your actions follow your words, integrating project management with the organization's strategy and business plan, embracing the OPM framework, removing barriers, making resources available, and knowing when to intervene and when to delegate.

Activities: The actual tasks or elements of work that must be done to produce the Work Package deliverable. Are sequenced.

Actual Cost (AC): Part of Earned Value Analysis. Based on your current progress to date, what did you actually spend by this time.

Affective trust: "Trust from the heart" or trust from building a relationship with someone (emotional closeness, empathy, personal connection).

Agile Project Management (APM): Adaptive, cyclical process. Used when goal is clear but resulting product is not clear. Requirements are collected and prioritized, then an initial build is completed quickly (one iteration). Iteration process repeats to continue to build upon the product. Needs strong communication between project team and customer. Best for small, self-directed teams and organizations at higher maturity levels. Not ideal if contracts must include budget, scope, and schedule up front.

Analogous estimating: A "technique for estimating the duration or cost of an activity or a project using historical data from a similar activity or project" (definition from PMI). Requires obtaining historical data of similar projects.

Ascription: See "Achievement vs. Ascription"

Assumptions: Criteria or characteristics that are expected to be true about the project or its deliverables.

Asynchronous: Happening at different times. In this course, refers to when communication happens when using a communication tool.

Audio conferencing: Synchronous communication tool where people communicate verbally only (often by phone or VoIP). Best when communication and feedback styles are similar and participants are comfortable with the language spoken. Easy to implement and most people are already comfortable using it.

Autonomous leader: Leadership attribute/behavior where someone values personal initiative, independence, and individualism.

Avoid risk: Risk response strategy where we take preventative action to completely avoid the chance that the risk can occur.

Avoiding (conflict): Conflict management style (from the Thomas-Kilmann Conflict Model) where you prefer someone else takes the lead in resolving the conflict. Best when you have little influence or the conflict is of little consequence.

Backward Pass: The process of moving from the finish of the network diagram, backwards through all the network paths towards the start of the diagram, to determine the latest start date and latest finish date for each activity and to determine float/slack.

Baseline: The Project Plan approved by key project stakeholders. Used during Execution to compare to actual project performance to determine if the project is on track (within approved variance limits). Can only be changed by an approved Change Order.

Bottom-up estimating: Estimates costs at the lowest level activities of the WBS, then costs are aggregated upwards to produce a total.

Bribery: Offering, promising, accepting, or soliciting money or some other reward in exchange for an action which is illegal, unethical, or a breach of trust (definition adapted from Transparency International).

Budget at Completion (BAC): Part of Earned Value Analysis. Based on your original baselined plan, what you planned to spend to complete the entire project.

Business case: See "Purpose".

Business plan: Outlines the mission and vision for where the organization wants to be. Includes short-term and longer-term initiatives that are critical to the growth of the business, achieving the goals and objectives, and generating value.

Calendar scheduling: Asynchronous communication tool that allows participants to coordinate the team's work schedules and meeting times. Can integrate with project management tools. Cultural differences in calendar visibility and ability to schedule something on others' calendars.

Centralized structure: All team members report to a central project manager, who performs all coordination of the planning, execution, and control of the tasks. Best when complexity is low or local teams can successfully work independently.

Challenged project: Project is late, over budget, does not match original scope, or has defects, however, there are means to correct this (additional funding, client can wait, scope can be reduced). Resources may be overworked or underskilled. Value is reduced, but project can still be delivered.

Change Control Board (CCB): A team of stakeholders that review and make decisions regarding changes that will or will not be made to the project.

Change control process: A process to manage changes to the baseline plan for scope, cost, or schedule. Change Orders are reviewed and either rejected or accepted (acceptance requires the Project Plan be changed and re-baselined)

Change Management Plan: The process for how changes will be managed (documented, tracked, reviewed, and statused).

Change Order/Change Request: "A formal proposal to modify any document, deliverable, or baseline." (definition from PMI) The proposal describes the change and impact, and must be reviewed and approved by a Change Control Board (CCB) before the change is enacted.

Charismatic leader: Leadership attribute/behavior where someone inspires and expects high performance from others based on firmly held values.

Closure (Phase): Last phase of the Project Life Cycle. Final deliverables and documentation are turned over the customer. A post project review is completed with best practices and lessons learned captured. The team celebrates/is recognized. Resources are reassigned to other projects.

Closure Plan: Documents the plan to Close the project. The plan is created in the Planning Phase so scope, schedule, budget, and resource needs can be documented.

Co-located team: Team members are in the same physical location. There is more opportunity for face-to-face communication.

Coaching: Focused discussions on specific skill areas or situations that need guidance from the project manager.

Cognitive CQ: Cultural intelligence "from the head." Obtaining cultural knowledge through education/training or conscious observation of cultures.

Cognitive Intelligence: The ability to plan, learn new concepts through formal training or experience, and analyze and solve problems.

Cognitive trust: "Trust from the head" or trust built from seeing/experiencing someone's skills, accomplishments, and reliability (confidence in their tasks).

Collaborating (conflict): Conflict management style (from the Thomas-Kilmann Conflict Model) where you seek other people's perspectives to help resolve the conflict. Best when you want to improve difficult relationships, build trust, or to gain consensus on resolving the problem.

Collectivism: See "Individualism (to Collectivism)"

Collusion: A secret agreement between parties to commit actions aimed to deceive or commit fraud with the objective of illicit financial gain (definition adapted from Transparency International).

Common good approach: Approach to ethics/source of ethical standard where our actions should contribute to the common good (respect and compassion for all others, especially the vulnerable).

Communicating: Meyer cultural dimension. How people communicate.
Low-Context = Communication is simple and explicit, words are interpreted exactly as spoken, confirmation and repetition are helpful
High-Context = Communication is nuanced and layered, uses non-verbal communication to give meaning, much is left unsaid, recaps are unnecessary

Communication Channels Diagram: A drawing where you connect lines between people on your project that share common elements such as location, language, and if they have worked together. Used to help find weak communication channels so you can pro-actively find ways to strengthen them.

Communication Plan: Documents the information that needs to be shared about the project, how often it will be shared, who it is shared with, the method used to share, and who's responsible for preparing and sharing that communication.

Communication process: Effective communication includes sending the right message, to the right people, at the right time, in the right way. You also collect feedback to ensure communications are working for the recipients.

Communitarianism: See "Individualism vs. Communitarianism"

Competing (conflict): Conflict management style (from the Thomas-Kilmann Conflict Model) where you seek to change the other party's viewpoint by using logical arguments. Best when the interest of your organization is at stake or you need to take an assertive defensive position.

Compromise (conflict): Conflict management method where each party gives up something in order to gain something else. Use if problem solving method cannot work.

Compromising (conflict): Conflict management style (from the Thomas-Kilmann Conflict Model) where you find a positive for both parties. Best when viewpoints are drastic opposites, when you will not lose much by making concessions, or when resolution needs to happen quickly.

Conflict of interest: When your actions benefit yourself or an organization to which you owe a duty of loyalty, while also harming another organization to which you also owe a duty of loyalty.

Constraints: Limits or restrictions that are known and must be accommodated during the project.

Contextual intelligence (CI): The ability to understand the limits of our knowledge and adapt the knowledge and skills we have to different situations and environments. Understanding the full context of the situation, to make informed decisions to meet goals.

Contingency Budget/Funds: Additional money added to the budget to cover the cost of incurring potential risks that have been identified. Based on quantitative analysis of the risks and the risk tolerance of the organization.

Corporate/Executive PMO: Provides a portfolio management function and project management support for the entire organization (all locations). Reports to an executive or other high-level manager.

Corruption: "The abuse of trusted power for private gain" (definition from Transparency International).

Cost (Budget): The necessary expenses for the project, including human and physical resources. Often includes contingency funds.

Cost Performance Index (CPI): A ratio of the Earned Value to the Actual Cost that tells us how efficient we are at managing our budget. CPI = EV/AC

Cost variance (CV): "The amount of budget deficit or surplus at a given point in time, expressed as the difference between the Earned Value and the Actual Cost" (definition from PMI). CV = EV - AC

Crashing: Schedule compression technique that adds resources or increases resource availability to critical activities to meet an accelerated schedule date.

Crisis management process: Seven step process. Admit a crisis and intervention is needed (take accountability). Bring in an expert Response Team. Response Team conducts an objective assessment (thorough and quick) and prioritizes issues. Document a recovery plan with schedule, resources, and measurable results. Response Team leads the original team to implement the recovery plan. Work transitions to original team and Response Team monitors. After crisis is resolved, do a post-project review and capture lessons learned.

Crisis project: Project is very late, over budget with no additional funding, and has extremely poor quality. There is no clear way to achieve the original goals/objectives or corrective actions have already failed. The client has lost faith in the project. Value is no longer viable. Cancellation is probable.

Critical activities: All of the activities on the critical path. Cannot be started any earlier (ES=LS). Cannot be delayed without impacting the finish date of the project (EF=LF).

Critical Chain Project Management (CCPM): Used when projects have schedule and resource constraints to overcome. Starts the same as Critical Path Method, but removes slack and built-in duration estimate safety, shifts activity start dates from early start to late start, then adds duration buffers (non-work scheduled activities) to manage risk. Removes multi-tasking of constrained resources. Project manager manages the buffers. Must have clear goal and list of activities. Requires high maturity.

Critical path: The longest path through the network diagram in duration. Determines the critical activities.

Critical Path Method (CPM): "A method used to estimate the minimum project duration and determine the amount of scheduling flexibility on the logical network paths within the schedule model" (definition from PMI).

Cultural intelligence (CQ): The ability to interpret someone's unfamiliar gestures the way that person's culture would, in a natural fashion (i.e. without resorting to analytical tools or "thinking on your feet"). The ability to identify cultural context (of self and others) to take efficient, respectful actions.

Cultural Intelligence Framework: A framework by Mia Moua for building and using cultural intelligence. Start by acquiring knowledge about cultures, then build your strategic thinking by applying knowledge to unfamiliar situations. Next, contemplate your motivation (reflect on your interest and drive) to work through cultural situations. Finally, adapt and act to apply your cultural knowledge to what you want to achieve strategically.

Cultural practices: The parts of culture that are visible when people interact (communication conventions, symbols, appropriate behavior/etiquette, rituals).

Cultural values: The invisible part of culture. Values and beliefs drive the styles and preferences of social and professional life.

Culture: The set of shared attitudes, values, goals, conventions, and practices that characterizes a group.

Customer PMO: Formed specifically to support projects with a specific customer (due to significant relationship to the organization). Reports to the person owning the customer's account and relationship.

Dashboard: A visual performance report. Provides information about performance of projects and programs against their objectives (schedule performance, cost performance, deliverable achievement).

Deciding: Meyer cultural dimension. How people expect decisions to be made.
Consensual = Decisions made by group consensus
Top-Down = Decisions made by one person (usually the boss)

Deliverable: The products or services to be created. Includes both the planning deliverables and the outputs of the project itself.

Diffuse: See "Specific vs. Diffuse"

Diplomatic leader: Leadership style with nuanced, sophisticated communication skills and the ability to "read the air." They keep feedback constructive and caring.

Direct (coaching): Coaching technique for low skill and low motivation. Build skills and confidence by explaining, supervising progress, and praising.

Direct/Indirect Feedback: See "Evaluating"

Disagreeing: Meyer cultural dimension. How people view disagreement.
Confrontational = Comfortable with public disagreement, enjoys debate
Avoids Confrontation = Disagreeing publicly is a negative thing

Dispersed structure: Most team members report to local coordinators, who in turn report to a project manager. Local coordinators are responsible for execution and control of their location's tasks. Best when project complexity is high or local knowledge is critical.

DMAIC Process: Stands for Define, Measure, Analyze, Improve, Control. Six Sigma process to find and implement improvements in existing processes in an organization.

Downgrader: Wording used to soften/down play disagreement, such as "maybe" or "a little bit."

Duration: The "total number of work periods (not including holidays or other nonworking periods) required to complete a schedule activity or work breakdown structure component. Usually expressed as workdays." (definition from PMI). The number of workdays it will take to complete an activity. Is used to create the project schedule network diagram.

Early Finish (EF): The earliest date an activity can finish. Determined by its Early Start plus its duration.

Early Start (ES): The earliest date an activity can start given that it must wait on any predecessor relationships to complete. Determined from the Early Finish of the latest/largest predecessor activity if there is more than one predecessor.

Earned Value (EV): "The measure of work performed expressed in terms of the budget authorized for that work.” (definition from PMI). Part of Earned Value Analysis. Based on your original baselined cost and schedule AND the activities you have actually completed to date, what you should have spent to complete those activities.

Earned Value Analysis (EVA): A technique used to measure project cost and schedule performance based on what was planned, what has been accomplished and what has been spent. Can also be used to forecast the estimate to complete and estimate at completion for a project.

Effort: "The number of labor units required to complete a schedule activity or work breakdown structure component, often expressed in hours" (definition from PMI). The number of hours of work it will take the resources to complete an activity. Is used to build the work effort portion of the budget.

Electronic chat (instant messaging): Synchronous communication tool where text is typed in a group chat window. Chat conversations can be saved as text files. Often informal. Best with limited participants, for established teams, and where people are fluent in the language.

Email: Asynchronous communication tool where text communication is sent, sometimes with documents attached. Allows multiple recipients and is easy to forward for wider distribution. Best for established teams or where there is an agreed-upon etiquette for use.

Embezzlement: Using funds and/or goods you have been entrusted with for personal enrichment or other activities they were not intended for (definition adapted from Transparency International).

Embryonic (Maturity Phase): Phase 1 of the Project Management Maturity Model. Organization recognizes project management may be helpful, but is not committed to it. No standard methodology, few project managers, no project sponsors.

Emotional: See "Neutral vs. Emotional"

Emotional Intelligence: Also known as the Emotional Quotient (EQ). The ability to effectively manage your emotions as well as the emotions of others. Four dimensions are: self awareness (aware of your emotions), management of your emotions (detach from your emotions to control them), awareness of others' emotions (understand and relate to other person's feelings), management of others' emotions (influence to inspire, energize, resolve conflict).

Empower (coaching): Coaching technique for high skill and high motivation. Don't over manage. Do delegate tasks and collaborate on decisions.

Estimate at Completion (EAC): The total amount of money we will spend to complete the entire project based on our performance to date. EAC = AC + ETC

Estimate to Complete (ETC): The money required to complete the remaining work on our project. ETC = (BAC - EV) ÷ CPI

Ethics: "Standards of behavior that tell us how people should act in the many situations in which they find themselves in" (definition from Markkula Center).

Evaluating: Meyer cultural dimension. Relates to how feedback is given.
Direct Negative Feedback = Prefer direct, frank criticism
Indirect Negative Feedback = Prefer discreet, indirect criticism

Exclusions: Features, functions, services, or deliverables that are not included in the scope of work or project objectives or deemed to be covered by resources outside of the project.

Execution (Phase): Third phase of the Project Life Cycle. Work is performed to complete the project deliverable. The project is monitored and controlled (adjusted) to ensure that the actual work being delivered meets the scope, cost, and schedule documented in the Project Plan. Regular team meetings happen and status updates are shared with stakeholders.

Executive Management Acceptance (Maturity Phase): Phase 2 of the Project Management Maturity Model. Executives recognize importance of project management, but this support is not visible to all levels or project management is not widely adopted. Project managers may need to split their time with other tasks.

Expected Monetary Value (EMV): Takes the probability of occurrence of a risk (as a percentage) multiplied by the monetary value of the impact (cost impact if the risk happens), to get a value that is added to contingency funds.

Extortion: Using a position of power or knowledge to demand (or threaten) cooperation or compensation.

Face: A person's public image in social contexts (as in, "saving face," "losing face").

Facilitation: Coordinating group communication such as brainstorming sessions and effective, efficient meetings.

Fairness (justice) approach: Approach to ethics/source of ethical standard where ethical actions treat all people equally, or if unequally, then fairly based on some standard that is defensible.

Fairness standard: PMI Code of Ethics standard. Our duty to make decisions and act impartially and objectively (free from self interest, prejudice, and favoritism).

Fast Tracking: A schedule compression technique that reduces the duration of a critical path by partially or fully overlapping the activities (changing the sequence to make the activities run in parallel or overlap rather than in sequence).

Feedback sandwich: American technique of coaching, starting with something positive or praise, proceeding with the negative feedback, and ending with another praise. Will not work for cultures who favor direct feedback since the 2 praises and 1 negative will be taken literally (i.e. more good than bad).

Feminine: See "Gender Differentiation"

Five Levels of Leadership: Leadership development model by John Maxwell. Position: people follow because they have to. Permission: people follow because they like you. Production: people follow because of what you have done for the organization. People Development: people follow because of what you have done for them. Pinnacle: you have mastered all levels and develop other "level 4" leaders.

Float/Slack: "The amount of time that a schedule activity can be delayed or extended from its early start date without delaying the project finish date" (definition from PMI). Difference between the latest start and earliest start. Only non-critical activities can have float/slack.

Forcing (conflict): Conflict management method where the project manager decides the resolution needed. Can cause negative feelings, but may be required for ethical decisions or to stay consistent with business direction.

Forward Pass: The process of moving from the start of the network diagram, forwards through all the network paths to the end of the diagram, to determine the earliest start date and earliest finish date for each activity (and the earliest the project can finish).

Functional Manager: A person who manages an organizational unit/department such as marketing, accounting, manufacturing, etc.

Functional organization: A project structure where the functional manager has authority over the people in the organization. Project managers "borrow" resources from functional managers to work on project activities. Resources share their time between project work and operations work (work part time on the project). Also known as a traditional, hierarchical, or vertical organization.

Functional PMO: Groups the prioritization and support of projects by functional area or division, such as banking systems or information technology. Reports to a functional manager.

Gender Differentiation: Also known as Masculinity to Femininity. Hofstede cultural dimension. Measures if society is driven by competition or caring for others.
Low Differentiation/Feminine = value modesty, quality of life
High Differentiation/Masculine = value control, assertiveness, material success

Global project: A temporary endeavor, delivered by a project team located in more than one country and from more than one organization, undertaken to create a unique product or service. (adapted from PMI definition)

Global Project Management Framework: A flexible set of recommendations that can have a positive influence on the performance of global projects. The five knowledge areas are global teams, global communication, global organizations, collaborative tools, and collaborative techniques. Introduced by Jean Binder.

Global project planning: Requires understanding why this project is a global project and the cultural nuances of the team. Plan for collaboration technology, strategies for working with virtual teams, travel, facility and infrastructure readiness, and succession/retention. Involve all locations in estimating the work and risk planning. Be familiar with local laws for import/export, data privacy, and labor and how these affect the plan. Have support from PMOs.

Governance: Process of reviewing performance, ensuring value will be achieved, ensuring goals and objectives will be achieved, resolving escalated risks and issues, providing key decision making for changes, and ensuring stakeholder satisfaction. Completed by a Governance Board or Steering Committee. Sometimes facilitated by a PMO.

Governance Board: The group of people who provide governance. Likely includes senior managers, organization executives, and key Stakeholders with power and influence to affect the positive outcome of the programs and projects.

Group decision making (estimating): One technique is the Delphi Method, an iterative process where experts provide individual cost estimates, review each other estimates, then narrow down variation to determine a consensus estimate.

Groupware: The collection of electronic collaboration options available to a virtual team (from Mastering Virtual Teams).

Growth (Maturity Phase): Phase 4 of the Project Management Maturity Model. Has a formalized methodology using industry standards and integrated tools for reporting. All levels of the organization understand what makes projects successful, there is detailed training on project management and leadership, and project managers are full-time.

Guide (coaching): Coaching technique for high skill and low motivation. Identify barriers and motivators. Encourage independent actions while tolerating early mistakes.

Honestly standard: PMI Code of Ethics standard. Our duty to understand the truth and act in a truthful manner both in our communications and in our conduct.

Humane-oriented leader: Leadership attribute/behavior where someone is supportive, considerate, compassionate, altruistic, and generous.

Humility: Mentality that there is always room for improvement (in self and work). You are open to seeing alternatives.

Individualism (to Collectivism): Hofstede cultural dimension. Relative value of the individual compared to the collectivity/group.
Collectivistic = value group achievements and consensus
Individualistic = value personal achievements and choice

Individualism vs. Communitarianism: Trompenaars cultural dimension. Individual versus group.
Individualism = value personal freedom and achievement
Communitarianism = value group loyalty and achievement

Indulgence: Hofstede cultural dimension. How people feel about fulfilling basic and natural human desires related to enjoying life and having fun.
Indulgence = relatively free gratification of needs and wishes, leisure is important
Restraint = regulate gratification of needs by strict social norms, leisure is less important

Information richness: The amount and variety of information flowing through the communication media.

Initiation (Phase): First phase of the Project Life Cycle. Defines the purpose, goals, and objectives to be achieved in the project. Stakeholders are identified and a Project Manager is selected. A Project Charter is created.

Integrity: Be honest, follow through on your words and commitments, operate with ethical practices.

Internal Direction vs. Outer Direction: Trompenaars cultural dimension. How people relate to their environment.
Inner/Internal Direction = Work to change situation, person controls environment
Outer Direction = Work with situation, avoid conflict, environment controls person

Key Performance Indicators (KPI): Metrics for "measuring how well the organization or individual performs an operational, tactical or strategic activity that is critical for the current and future success of the organization" (definition from Harold Kerzner). Basis for governance reporting.

Kiss up/kick down leader: Leadership style that is submissive to superiors and dominating to subordinates. This is a "dark side tendency" more likely to emerge in very hierarchical organizations or where rigid code of behavior is the norm.

Late Finish (LF): The latest date an activity can finish without delaying the entire project. Determined from the Late Start of the earliest/smallest successor activity if the activity has more than one successor.

Late Start (LS): The latest date an activity can start without delaying the entire project. Determined by its Late Finish minus its duration.

Leadership: "The ability of an individual to influence, motivate, and enable others to contribute toward the effectiveness and success of the organization of which they are members" (definition from House et al.)

Leading: Meyer cultural dimension. Relates to how people view leaders and authority figures.
Egalitarian = Power distributed equally, similar to low power distance of Hofstede
Hierarchical = Defers to authority figures, similar to high power distance of Hofstede

Lean: Reduction of waste in processes and removal of non-value added steps or activities in order to improve flow. Often combined with Six Sigma.

Line Management Acceptance (Maturity Phase): Phase 3 of the Project Management Maturity Model. All levels of management show active, visible support for project management. The organization provides project management training and there is some methodology being used (though it may be inconsistent). Project managers are full-time dedicated to projects.

Linear-active culture: Task oriented, highly organized planners. Communication focused on facts/data, plans/schedules, clarification/confirmation, top-down decisions.

Long Term Orientation: Hofstede cultural dimension. How people maintain links to past while dealing with present and future challenges.
Short Term = personal stability, reputation, respect tradition
Long Term = persistence, thrift, defer to status

Masculine: See "Gender Differentiation"

Matrix organization: A project structure that combines elements from both a Functional organization and a Pure Project organization. Some resources work full time on the project and others work part time on the project. The functional manager and the project manager have authority over different elements. Can be strong (more like a Pure Project), weak (more like a Functional), or balanced (in the middle).

Mature/Maturity (Maturity Phase): Phase 5 of the Project Management Maturity Model. Project management is integral to achieving organization goals and projects are aligned to the business plan. The industry-standard methodology and integrated tools used are continuously improved by lessons learned and best practices. Project managers are full-time, receive advanced training, and have a defined career path in the organization.

Mentoring: An active ongoing relationship with a documented development plan that both parties agree to. Can include formal training, regular mentoring meetings, assessments, and specific personal development goals to be met.

Methodology: A series of processes, activities, and tools that are part of a specific discipline (such as project management) and designed to accomplish a specific objective.

Metrics: A set of measures used to monitor and control the performance of the project (efficiency) and the deliverables of the project (effectiveness).

Milestone: Significant points or events in the project schedule with duration and effort of zero, no cost, and no resources assigned. Markers for when things need to be completed by (examples: deliverables due, majors tasks completed).

Mitigate risk: Risk response strategy where we take preventative action to reduce the impact and/or probability of the risk occurring. Most common strategy.

Monitoring and Control: Part of the Execution Phase. Measures are collected to monitor the performance of the project. Analysis is conducted on the measures to determine what control actions or changes are necessary to deliver to the baselined plan. The process repeats through project Execution.

MoSCoW: A requirements prioritization method that stands for "Must have, Should have, Could have, Won't have".

Motivational CQ: Cultural intelligence "from the head." Your enthusiasm and perseverance in navigating difficult cultural situations. Ability to reflect and try again.

Multi-active culture: People-oriented, loquacious communicators. Communication focused on informing all stakeholders, emotions, people as influencers.

Negotiation: Complex skill to overcome disagreements. Requires you to set aside emotions and focus on objective data/facts, what is needed, and why. Look for areas of agreement.

Nepotism: Favoritism based on acquaintances and familiar relationships - someone gets a job or favor because they are a family member or friend, not because they are qualified or deserving (definition adapted from Transparency International).

Net Present Value (NPV): A financial measure for selecting projects. Looks at the return on investment over time, factoring in a required rate of return, and accounting for money decreasing in value over time (time value of money). An NPV of 0 means the project will return the money required. An NPV above 0 means a higher rate of return (the larger the number, the greater the benefit). A negative NPV means the organization will never achieve the return needed.

Network Diagram: "A graphical representation of the logical relationships among the project schedule activities" (definition from PMI). A visual depiction of the flow of work (activities) in order to complete the project.

Network path: A unique sequence of activities in a network diagram that flow from start to finish. There are multiple network paths, at least one of which is the critical path.

Neutral vs. Emotional: Trompenaars cultural dimension. How people express emotions.
Neutral = Hide emotions, reason influences action
Emotional = Express emotions, emotions build relationships

Objectives: The goals/results/benefits expected to be achieved for the project. Should be SMART (specific, measurable, achievable, relevant, and time-bound).

OCM resistance cycle: Common phases in the OCM resistance cycle are denial (not real until they see it), resistance (fear of the unknown), exploration (more curious about the change due to information sharing by management), resistance (repeated phase if change is not managed properly), and support (embracing change). If employees enter the second resistance phase, it is hard to get them out ("valley of despair"). Goal is to enhance the exploration phase and lessen resistance.

OPM framework: Starts at the top with the business plan. This drives the selection of programs and projects needed to achieve the goals and objectives of the business and stakeholders. Programs and projects are prioritized and scheduled as part of the overall project portfolio.

Opportunistic leader: Leadership style of risk takers who are flexible, creative, and thrive on ambiguity.

Organizational Change Management (OCM): A managed approach to "transitioning individuals, teams, and organizations to a desired future state" (definition from John P. Kotter). Focused on the "people side" of change initiatives. Process steps are: Develop a desired state vision, Plan the organization transition, Execute the transition plan.

Organizational culture: A positive, mature organizational culture is based on trust, communication, cooperation, and teamwork. Company values align to practices. Takes years to build and requires strong, visible leadership.

Organizational level business integration: High maturity. Risks, issues, change management, quality, resources, financials, suppliers, and clients are integrated and managed at an organizational level through the portfolio. Business units share processes and collaborate across the various functional units and divisions. Project Managers have high business acumen.

Organizational level technology integration: One integrated tool that tracks business goals and the portfolio's risks, issues, changes, quality, resources, and financials. Interdependencies and value generation are monitored. Knowledge is recorded and shared. Includes dashboards. May integrate other business functions such as human resources and finance. Costly and requires careful planning and infrastructure to implement.

Organizational Project Management (OPM): "A strategy execution framework that utilizes portfolio, program, and project management as well as organizational-enabling practices to consistently and predictably deliver organizational strategy to produce better performance, better results, and a sustainable competitive advantage" (definition from PMI).

Organizational training plan: A plan that includes all roles in the organization, defined training packages for each role, training delivery mechanisms, a training budget, and expected benefits.

Outer Direction: See "Internal Direction vs. Outer Direction"

Parametric estimating: "An estimating technique in which an algorithm is used to calculate cost or duration based on historical data and project parameters" (definition from PMI). Requires a database of known cost per unit based on historical data.

Parkinson's Law: Work expands to fill the available time.

Participative leader: Leadership attribute/behavior where someone involves others in making and implementing decisions.

Particularism: See "Universalism vs. Particularism"

Passive-aggressive leader: Leadership style that pretends to cooperate while secretly being resistant. This is a "dark side tendency" more likely to emerge when people are forced to act without their consent/buy-in.

Payback Period: A financial measure for selecting projects. Calculates how long it will take to return the initial investment of the project. A shorter payback period means the organization achieves financial benefits sooner.

Permanence: The degree to which the technology is capable of creating a historical record.

Persuading: Meyer cultural dimension. How people convince others or present their reasoning.
Principles-First = Lead with general principles/data first to build conclusions or recommendations (deductive reasoning)
Applications-First = Lead with examples and recommendations, then add general principles/data to support if needed (inductive reasoning)

Phase gate review: "A review at the end of a phase in which a decision is made to continue to the next phase, to continue with modification, or to end a project" (definition from PMI). Often done at key milestones.

Physical CQ: Cultural intelligence "of the body." Learning about actions, demeanor, and gestures of cultures. Often learned without realizing it.

Plan-Do-Check-Act: Processed used in TQM to identify, validate, and implement process improvements in any process within an organization.

Planned Value (PV): Part of Earned Value Analysis. Based on your original baselined plan, what you planned to spend by this time in the schedule.

Planning (Phase): Second phase of the Project Life Cycle. Identifies all details of the project and how it will be carried out to meet the objectives (scope, resources/team, budget, schedule, risks, procurement, stakeholder management, communication, quality). The full Project Plan is created (multiple documents) and baselined.

PMI Talent Triangle: The skill set needed for a project manager as defined by the Project Management Institute (PMI). The three skill areas are technical skills, leadership skills, and strategic and business management skills.

PMO Maturity Model: Five stages of maturity for PMOs. Stage 1 Project Office focuses on building the basics for support. Stage 2 Basic PMO focuses on standards and methodologies. Stage 3 Standard PMO expands the support with metrics and governance. Stage 4 Advanced PMO focuses on the OPM framework. Stage 5 Center of Excellence expands support with continuous improvement and implementation of strategic business goals.

Portfolio: A collection of "projects, programs, subportfolios, and operations managed as a group to achieve strategic objectives" (definition from PMI). Projects/programs may not necessarily be dependent on each other, but all are tied to the business plan.

Portfolio level business integration: Mid-level. Risks, issues, change management, resource sharing, and information sharing are managed at a portfolio level. Projects are selected to meet individual business unit goals and by what the business unit can staff and fund.

Portfolio level technology integration: Smaller scale tool to identify, evaluate, select, and manage a set of projects for the portfolio. Enables standard reporting. May include mechanisms to manage risks, issues, and changes across the portfolio.

Post Project Report: Documents lessons learned, best practices, recommendations for improvement as discussed in the post project review meeting.

Post project review meeting: A reflection meeting with the project team and stakeholders during Project Closure to discuss lessons learned and best practices. Results in a Post Project Report.

Power Distance: Hofstede cultural dimension. Measures how people handle inequality within a group.
Low = egalitarian, questions authority, distribute power
High = accepts inequality, avoids disagreeing with authority, defers to superiors

Predecessor activity: "An activity that logically comes before a dependent activity in a schedule" (definition from PMI). One activity must finish before the next can start (Finish-to-Start relationship).

Probability and Impact Matrix: A qualitative risk analysis strategy that uses a "heat map" matrix of probability versus impact to assist with the prioritization of risks.

Problem solving (conflict): Conflict management method where you openly discuss options to find a win-win solution. Most preferred option. May not work with completely opposed views.

Problem solving process: Identify a problem exists, analyze to determine the root cause, collect ideas to resolve the issue, and implement the solution.

Process: An operation performed repeatedly to sustain the business (no defined start or end).

Procurement Plan: Documents the process that will be used to engage suppliers, contract with suppliers, and manage the supplier relationship.

Profitability Index: A financial measure for selecting projects. Similar to NPV, but expressed as a ratio. If the ratio is greater than 1, there will be financial benefits (the larger the number, the greater the benefit). If it is less than 1 (correlates to an NPV of 0 or less), then there is no financial benefit.

Program: "A group of related projects managed in a coordinated way to obtain benefits and controls not available for managing them individually" (definition from PMI).

Program communications management: Identifies information that must be distributed about the program status and achievement of value to the key stakeholders (program-level communication needs).

Program financial management: A time-phased view into the financials for the overall program, including budget for the constituent projects and financial components required to complete program-level activities. May include a combined contingency budget for all constituent projects. Often managed with a software tool.

Program governance: Governance for the program and its constituent projects. Governance is typically carried out by a Governance Board or Steering Committee assigned to the program and projects, and sometimes assigned to multiple programs.

Program level business integration: Lower level. Risks, issues, change management, resource sharing, and information sharing are managed at a program level. Programs/projects are initiated when there is budget for a new product or service and may not contribute to long term goals.

Program level technology integration: Software to manage and track the schedule, budget, scope, and resources for multiple projects in an interdependent way (as a program). May have separate tools to capture knowledge, and to manage risks, issues, and changes.

Program Management (PgM): Contains many of the same management elements as project management, but concerned about dependencies, constraints, risks, and issues that exist across the program's inter-related projects to ensure these projects deliver results and generate value.

Program manager: Highly developed and experienced project managers who manage a program, the program staff, and the project managers of the constituent projects.

Program manager (career level): Senior level project manager role. Leads interrelated projects and the largest projects. Requires the addition of skills in business planning, portfolio management, and program management.

Program PMO: Formed specifically to support a large program or project for the organization. Reports to the program's leadership.

Program procurement management: Procurement of services or materials that need to be shared across the constituent projects, plus items needed to support program-level objectives. Allows for cost savings and better contract terms. Removes duplicate effort.

Program quality management: Identify metrics to be used for the constituent projects so they can be consolidated and provide a comprehensive view of the overall program. Often managed with technology (metrics repository).

Program resource management: Effective and efficient sharing of resources across constituent projects, plus management of resources needed to complete program-level activities. Monitors and manages resource constraints and avoids multitasking.

Program risk management: Identify and manage risks associated with the interdependencies of the constituent projects, plus risks associated with the completion of the program-level objectives. Some project-level risks are better managed at the program level. Also look for opportunities such as leveraging resources and tools across the constituent projects.

Program schedule management: Consolidated view of key milestones and completion of key deliverables from the constituent project schedules, plus the schedule for activities necessary to plan, execute, monitor, and control the entire program plan. Tracks schedule interdependencies (resource usage, deliverables).

Program scope management: Consolidated view of the scope of work for all the constituent projects, plus any activities executed solely for the planning, execution, monitoring, and control of the program. Includes the program charter, program scope statement, and the program work breakdown structure (WBS). Tracks scope interdependencies.

Program stakeholder engagement: Similar to project level stakeholder management (assess role, influence, and interest level).

Program value (benefits) management: Maps tangible, measurable benefits for the organization to the deliverables of the constituent projects and the program-level activities. Measures are collected and shared regularly.

Project: A "temporary endeavor undertaken to create a unique product, service, or result." (definition from PMI)

Project analyst (career level): Entry level project manager role. Supports an experienced project manager to gain experience working on projects. Requires fundamental knowledge about project management and methods, project reporting, and conflict/problem solving skills.

Project Charter: "A document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the Project Manager with the authority to apply organizational resources to project activities" (definition from PMI). Indicates the purpose of the project, the objectives, high-level requirements, major milestones, an overview of the resources required, major risks, and key Stakeholders.

Project Health Check/Audit: A standard set of questions or criteria for identifying if a project is following proper processes and procedures. Can be used on well-running projects to ensure all steps are being taken for successful completion. Can be used on challenged projects to identify root cause of issues and guide to corrective actions.

Project kickoff: A meeting of the project team. They get to know each other, review the Project Charter, and understand why the project has been initiated and what it is intended to deliver. Also called a project startup meeting.

Project level business integration: Lowest level. Everything managed at a project level. Projects are initiated to react to market or client needs (tactical not strategic). Senior management may not be aware of projects initiated.

Project level technology integration: Tool to manage the schedule, scope, and budget of a project. Separate tools to manage risks, issues, changes, and knowledge.

Project Life Cycle: The phases a project goes through: Initiation, Planning, Execution (monitoring and control), and Closure.

Project Management: The methods and tools used to deliver a project that meets its stated objectives.

Project Management Maturity Model: Five phase maturity model: Embryonic, Executive Management Acceptance, Line Management Acceptance, Growth, and Maturity. See individual terms for details on each level.

Project Management Office (PMO): Provide support to the projects and Project Managers within an organization. Common functions include sharing best practices, coaching and education, development of standards and methodologies, and assisting with project selection. Must align to business plan and demonstrate value.

Project Manager: A person who manages a project by managing the Triple Constraint, leading a team, engaging stakeholders, managing risk and resolving issues, negotiating, communicating, and more.

Project manager (career level): Base level project manager role. Leads small to medium-sized projects on own with small teams. Requires the addition of leadership and interpersonal skills, knowledge of best practices and tools, and knowledge of the business.

Project Plan: A multi-part document that includes the Scope of Work (Requirements Document, Scope Statement, Work Breakdown Structure and Activities List), Schedule, Budget, Risk Plan, Quality Plan, Communication Plan, Team Plan, Procurement Plan, and Stakeholder Plan.

Project Portfolio: The set of projects that a company considers key to its success and tied to the business plan/strategy.

Project Portfolio Management (PPM): The process to "identify, select, finance, monitor, and maintain the appropriate mix of projects and initiatives necessary to achieve organizational goals and objectives" (definition from Harold Kerzner). Considers which projects generate the most value. Balances resource allocation, scheduling, and cost constraints across all projects.

Project Scope Statement: A document that indicates the elaborated scope description, acceptance criteria, deliverables, exclusions, constraints, and assumptions.

Project selection process: Use of financial and non-financial criteria to determine which projects move forward to Initiation. Selected projects should be those best aligned to the strategic goals of the organization and offer the most benefits to the organization, their clients, and their employees.

Project team: Individuals completing the work on the project. Are properly skilled, allocated to optimize project efficiency and effectiveness, and physically located where they can have the most value to the project.

Project workbook/notebook: A shared repository where all finalized project documents are stored after they are updated with final project information during Project Closure.

Proportional rule: An Earned Value rule where the actual effort or duration spent so far on an activity determines the portion of the activity that is complete (and value earned). This rule is the most common rule used.

Pure Project organization: A project structure where the project manager has full authority (all resources work for the project manager). Resources only work on that one project and work on project tasks full time. Also known as a projectized organization.

Purpose: A simple business statement to describe what the project is about and link it to a business objective/goal (the justification for the project).

Quality audit: "A structured, independent process to determine if project activities comply with organizational and project policies, processes, and procedures" (definition from PMI). A review of the processes used on a project to identify improvements and efficiencies. May also be referred to as a Project Health Check.

Quality Plan: Documents the processes and activities necessary to ensure the deliverables produced during the project meet the requirements of the Stakeholders and the project objectives. Also includes quality metrics to ensure the project itself is performing with efficiency.

Re-active culture: Introverted, respect-oriented listeners. Communication focused on formal authority, careful communication, use of diagrams and "big picture" information.

Read the air: To pick up on the communication that is unsaid (non-verbal communication). A translation of the Japanese phrase “Kuuki Yomenai” (someone unable to read the air).

Regional PMO: Groups the prioritization and support of projects by geographical, cultural, or language affinity.

Requirements: Capabilities, functions, or conditions that must be met in order to achieve the project objectives.

Requirements Traceability Matrix: "A grid that links product requirements from their origin to the deliverables that satisfy them" (definition from PMI). Documents requirements with associated objectives and deliverables, priority, and tests for determining if a requirement is met.

Resource leveling: "A technique in which start and finish dates are adjusted based on resource constraints with the goal of balancing demand for resources with the available supply" (definition from PMI). Changes the schedule to shift activities to fit when resources are available (resolves resource overallocation/constrained resources but likely elongates the project).

Resource smoothing: "A technique which adjusts the activities of a schedule model such that the requirement for resources on the project do not exceed certain predefined resource limits" (definition from PMI). Uses available float to shift activities to smooth out resource usage (helps resolve some resource overallocation/constrained resources without elongating the project).

Resources: The "skilled human resources, equipment, services, supplies, commodities, material, budgets, or funds" required in order to complete the project. (definition adapted from PMI)

Respect standard: PMI Code of Ethics standard. Our duty to show a high regard for ourselves, others, and the resources entrusted to us.

Response Team: Expert team brought in to manage a crisis. External to the organization and highly respected. Requires executive sponsor who will rebuild stakeholder trust.

Responsibility standard: PMI Code of Ethics standard. We take ownership for the decisions we make or fail to make, the actions we take or fail to take, and the consequences that result.

Return on Investment (ROI): A systematic approach to looking at the cost in comparison to its anticipated (or actual) benefit. Decisions are made based on the wisest use of the investment dollars.

Right message (communication): Providing clear and concise messages that meet stakeholder needs and business needs.

Right people (communication): Identifying who needs the message. Assessing the role, influence, and interest level of stakeholders, and understanding their needs.

Right time (communication): Delivering messages on an established and documented schedule.

Right way (communication): Delivering messages using the most effective channel for that message. This includes understanding the complexities of communications across cultures.

Rights approach: Approach to ethics/source of ethical standard where the ethical action is the one that best respects the moral rights of those affected.

Risk: "An uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives." (definition from PMI)

Risk Priority Number (RPN): A qualitative risk analysis strategy that uses scales of 1 to 5 or 1 to 10 for the probability, impact, and ease of detection to assist with the prioritization of risks. The three scale values are multiplied together to get the RPN. The higher the RPN, the greater the risk.

Risk Register/Log: "A document in which the results of risk analysis and risk response planning are recorded" (defintion from PMI). A living document to identify, analyze, and plan responses and contingency for risks during Project Planning, then used to help monitor and control risks during Project Execution.

Risk response plan: A specific proactive action that we will take to address the risk in advance of it happening with the intent to avoid it outright, to mitigate or lessen its impact and/or probability, or to transfer the risk to a third party). The plan is tied to the strategy selected.

Risk response strategy: A general strategy for handling a risk. Response plan strategies for negative impact risks: accept, mitigate, avoid, transfer. Response plan strategies for positive impact risks: accept, enhance, exploit, share.

RYG: Red-yellow-green color coding used in dashboards and scorecards. Red means corrective action needed and management support is required. Yellow means potential problem and monitoring is required. Green means things are as expected and no additional support is needed.

Schedule Performance Index (SPI): A ratio of the Earned Value to the Planned Value that tells us how efficient we are at managing our schedule. SPI = EV/PV

Schedule variance (SV): The difference between the Earned Value of work done and the Planned (baseline) Value of work done. SV = EV - PV

Scheduling: Meyer cultural dimension. Similar to Trompenaars' Sequential Time vs. Synchronous Time.
Linear Time = Schedules are an agreed-to plan
Flexible Time = Schedules are suggestions.

Scope: All the work and deliverables required to deliver the product or result and satisfy the objectives of the project.

Scope creep: "The uncontrolled expansion to product or project scope without adjustments to time, cost, and resources." (definition from PMI).

Scorecard: A visual progress report with information relating to value generation of the portfolio and achievement of strategic goals within the business plan.

Scrum: An agile method where the solution is developed in sprint iterations and reviewed with the customer. Has a strong, cohesive project team who interacts daily with the customer.

Self-protective leader: Leadership attribute/behavior where someone ensures safety and security through status enhancement and face-saving.

Senior project manager (career level): Advanced level project manager role. Leads medium to large projects with larger teams. Requires the addition of more complex leadership skills and knowledge of OCM, working on global projects, value management, and financial management.

Sequencing: The order of activities and their predecessor relationships. Provides the schedule of activities when laid out over a timeline.

Sequential Time vs. Synchronous Time: Trompenaars cultural dimension. How people view and manage time.
Sequential = time is linear, value planning, schedules, punctuality
Synchronous = time is interwoven, plans are flexible

Six Sigma: Set of techniques and tools for the continuous improvement of selected processes through the reduction of variation and defects. Focuses on the processes with the potential for the greatest return of customer satisfaction, cost reduction, and positive impact on ongoing work.

Smoothing (conflict): Conflict management method where you find the minimum in common for a resolution. Use when the conflict is not strongly tied to the project or business.

Social presence: The degree to which the technology facilitates a personal connection with others.

Software estimating: Software uses project historical information, statistical analysis and/or simulations to determine the cost estimate based on set characteristics/criteria. Software also analyzes estimates to provide a probability of success for each estimate. Example is a Monte Carlo simulation.

Specific vs. Diffuse: Trompenaars cultural dimension. How far people get involved in work relationships.
Specific = Keep work and personal lives separate
Diffuse = Relationships are vital for successful work

Sponsor: A key stakeholder who enables the project and the Project Manager by providing whatever support necessary to ensure the success of the project. Usually a manager or executive of the organization.

Sprint: The iteration in a scrum process. Has a defined set of functions to deliver within 30 days, which is then reviewed by the customer.

Stages of Team Development: Five-stage model from Bruce Tuckman. Forming: getting to know team and project, look to project manager for guidance. Storming: conflicts and competition, questions the project manager. Norming: Collaboration, established processes, respects the project manager. Performing: self-directed, empowered, focused on goals. Adjourning: team disbands.

Stakeholder: People or groups who will use or benefit from the project, provide resources to the project, participate in the project, who are impacted by the project, or are otherwise interested in the performance of the project.

Stakeholder Commitment Framework (Management Process): A process by Bill McElroy and Chris Mills to evolve stakeholders from ignorance to commitment. Includes the levels of Ignorance, Awareness, Understanding, Support, Involvement, Commitment.

Stakeholder Plan: Identifies all stakeholders and their roles. Documents the plan for engagement of each stakeholder based on role, influence, and interest.

Status report: A short report (1 page report) that shares things such as project measures and their performance history and variance, high priority risks and issues, Earned Value, Change Order summary, and Milestones achieved. Shared on a defined schedule.

Steering Committee: See "Governance Board".

Stereotype: A standardized mental picture that represents an oversimplified opinion, prejudiced attitude, or uncritical judgment. Disrespectful and limiting.

Straight-shooting leader: Leadership style that is task oriented. They give direct feedback and confronts issues in a straightforward manner.

Strategic program manager (career level): Strategic level project manager role. Develops the long-term business plan and identifies strategic programs and projects. Requires advanced business strategy and deeper knowledge of portfolio management. Often an executive or senior manager.

Student Syndrome: People start to work to their fullest only when a deadline is near.

Successor activity: An "activity that follows a predecessor activity, as determined by their logical relationship" (definition from PMI).

Support (coaching): Coaching technique for low skill and high motivation. Identify skills gaps and set a vision.

Symbolic meaning: Meaning implied by the use of the technology.

Synchronized leader: Leadership style valued for prudent/linear actions, following prescribed processes, and seeking consensus and authorization in decisions.

Synchronous: Happening at the same time. In this course, refers to when communication happens when using a communication tool.

Synchronous Time (dimension): See "Sequential Time vs. Synchronous Time"

Tax evasion: "Illegal underpayment of taxes, usually by deliberately making a false declaration or no declaration to tax authorities" (definition from Transparency International).

Team Plan: Documents the personnel required to ensure a successful project (availability, start and end dates) and how a positive team environment will be created (training/development, recognition, synergy). Also known as a Human Resourcing Plan.

Team-oriented leader: Leadership attribute/behavior where someone is focused on effective team building and implementation of a common goal.

Thick skin: The ability to not easily be hurt by criticism.

Time (Schedule): The timeline of the project, including milestones.

Top-down estimating: Estimates costs at the project level or deliverable level, then allocates costs downward to the detailed activities. Types include parametric, analogous, group decision making, and software estimating.

Total Quality Management (TQM): An organization-wide approach to identifying process improvements and implementing them in all processes within an organization. Quality is everyone's responsibility. Continuous improvement is the path to sustained customer loyalty.

Traditional Project Management (TPM): Life cycle of processes, from initiation through closure. Best when goals and resulting solution (product) are clear before you start. Needs detailed project scope and project plan documented to begin work on project deliverables.

Training packages: A collection of training opportunities. Has discrete training (one time) and continuous learning (over time) opportunities. Can include classroom or online training, mentoring, and coaching.

Transfer risk: Risk response strategy where we take preventative action to transfer the risk to a third party who may be better equipped to deal with it. Often requires additional budget.

Triple Constraint: The combination of scope, time/schedule, and cost as the primary constraints of a project. These are competing factors and must always be kept in balance with each other.

Trust: Reliability, or believing someone will do what is expected. Perception of honesty, fairness, benevolence, competence, shared values.

Trusting: Meyer cultural dimension. How people build trust.
Task-Based ="Trust from the head", trust is built by doing good work
Relationship-Based = "Trust from the heart", trust is built from personal connections

Uncertainty Avoidance: Hofstede cultural dimension. Ability to deal with change, risk, ambiguity.
Low = comfortable with ambiguity, flexible
High = favor predictability, rules, planning

Universalism vs. Particularism: Trompenaars cultural dimension. Rules versus Relationships.
Universalism = Laws, rules, values, obligations
Particularism = Each circumstance/relationship determines the rules

Upgrader: Wording used to strengthen/amplify disagreement, such as "completely" or "absolutely."

Utilitarian approach: Approach to ethics/source of ethical standard where you provide the greatest balance of good over harm.

Value drivers: Includes financial success (revenue generation, profit improvement, expense reduction); future business success (competitive value, intellectual capital); internal success (process improvement, employee success and development); and customer related success (customer loyalty and satisfaction). Also called the cornerstones of success.

Variance: "A quantifiable deviation from a known baseline or expected value" (adapted from PMI definition). How far a project is "allowed" to deviate from the baseline metric during Execution before action must be taken to adjust the project.

Version control: A history (list) of when a document was originally approved and by whom, as well as any subsequent, agreed-to changes by the Change Control Board.

Video conferencing: Synchronous communication tool where participants can see and hear others through video. Best when more information richness and social presence are needed than audio. Good for newly formed teams.

Virtual team: Team members are located in different places, often near key stakeholders or customers. They often use virtual communication tools such as email and web conferencing software.

Virtue approach: Approach to ethics/source of ethical standard where ethical actions ought to be consistent with certain virtues that enable us to act according to the highest potential of our character.

Walk-the-halls management: Being visible, available, and approachable. You interact with employees regularly, keep your door open, and employees feel comfortable coming to you.

Web conferencing: Synchronous communication tool that combines electronic chat and document sharing/electronic whiteboard/desktop sharing, often with an audio conference. Can be recorded and distributed. Best for collaborating on documents and other information-rich meetings. Also includes tools like Google Docs.

Wikis and web pages: Asynchronous communication tool where there is a shared space for display and editing of documents, posting of messages and ideas, and sharing of information. Useful for creating data repositories for future projects.

Withdrawal (conflict): Conflict management method where you leave the conflict unresolved. Should only be used temporarily to let emotions subside, then a different method should be used.

Work Breakdown Structure (WBS): "A hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables" (definition from PMI). Documents the breakdown of work from the highest level (the project), to the deliverable or Work Package level, to the lowest level of work (the activities). Often a tree diagram or outline format.

Work Package: A set of activities or tasks that must be performed in order to create its associated deliverable.

Workflow application: Asynchronous. Allows you to design and operate repetitive business processes that involve sequential steps. May include task scheduling, time reporting, resourcing management, and portfolio management. May be an enterprise project management application. Must demonstrate value to be effective.

0/100 rule: An Earned Value rule where you can only earn the value of the activity after it is 100% complete.

50/50 rule: An Earned Value rule where you earn 50% of the value of the activity when it starts, and 50% of the value of the activity after it is completed.