Project Management Glossary

 

# A B C D E F G H I J K L M N O P Q R S T U V W X Y Z
There are 61 terms in this directory beginning with the letter C.
Capability maturity model (CMM)
This model is used to assess the maturity of business process capabilities. It was created to assess the capabilities of software development processes but is now used in a number of other industries as well. Like other maturity models the CMM allows organizations to assess themselves against external benchmarks and provides recommendations for improvement.

CAPEX
CAPEX or capital expenditure

Case study
A case study involves extensive and in-depth formal research into an area of a company a situation

Certified Associate in Project Management (CAPM)
This is an entry-level certification for project managers offered by the Project Management Institute. It is designed to build knowledge of project management processes and terms.

Champion
A project champion makes project success a personal responsibility. This person pushes the project team to work hard liaise with stakeholders on behalf of the project

Change control
Change control is the process of identifying evaluating

Change control board
An appointed group of stakeholders who evaluate proposed changes and decide when and whether to make them.

Change control system/process
The process by which changes to the project are evaluated before approval implemented

Change freeze
The point at which scope changes to a project are no longer permissible.

Change management plan
A Change management plan details the change control process. It is created to ensure all changes are managed according to procedure. Change management plans can be created for individual projects or for organizations undergoing transitions.

Change request
A formal document submitted to the change control board that requests changes to the finalized project management plan. Change requests are usually made only for significant changes as smaller changes with little to no impact on the project work can be brought to the project manager.

Client/Customer
The people who will directly benefit from a project. A team executes a project with specific attention to a client’s requirements.

Closing phase
The final phase of the project management life cycle in which all aspects of the project are officially completed and closed. This includes making sure that all deliverables have been given to the client

Code of accounts
An alphanumeric system used to assign unique identifiers to all work breakdown structure components.

Collaborative negotiation
Collaborative negotiation entails all negotiating parties obtaining at least some of what they want from negotiations.

Communications log
This document is used to track all project-related communications. It is organized and edited by the project manager and details who communicated when and where the communication took place

Communications management plan
This plan states who will send and receive information on aspects of the project what details are communicated

Communities of practice
Groups of people who share an area of interest within project management. They meet regularly to share and develop knowledge in the area of interest.

Competence
The ability and knowledge required to perform the tasks associated with a specific role.

Competence framework
The set of competence expectations by which one assesses a person’s suitability for a specific role.

Concept
The beginning phase of the project management life cycle. In the concept phase the team presents the opportunity or problem (along with possible solutions) and examines the general feasibility of the project.

Conceptual project planning
Conceptual project planning involves developing the documentation from which a project’s organization and control system will originate.

Concurrent engineering
A product development approach where design and development are carried out at the same time. It is used to shorten the development life cycle and to release products more quickly. The simultaneous execution of design and development can help to improve design practicality.

Configuration
Configuration of a product involves shaping its functions and characteristics to make it suitable for customer use.

Configuration management
Configuration management ensures that the product of a project meets all necessary specifications and stipulations. It provides well-defined standards for the management and team to guarantee that they meet quality and functional requirements as well as any other characteristics considered important.

Consensus
A decision agreed upon by all members of a group.

Constraint
A limitation on a project. Among other things constraints may be financial or based on time or resource availability.

Constructability
Constructability is a concept used in complex hard projects to assess and examine the entire construction process before beginning construction. It reduces the number of errors setbacks

Construction
The process by which a team builds infrastructure. Construction projects are complex. Engineers and architects supervise them while a project manager manages the project work.

Consumable resource
A nonrenewable resource that cannot be used once consumed.

Contingency plan
An alternative or additional course of action planned in anticipation of the occurrence of specific risks.

Contingency reserve
An allocation of time or money (or both) set aside for the occurrence of known possibilities that could delay a project or make it more expensive. It is not the same as a management reserve which is an allocation made for unforeseeable circumstances. Use of a contingency reserve is typically authorized upon the occurrence of a contingency.

Contract administration
The process by which a team manages a relationship with a contracting party. It establishes protocols for dealings between contracting parties.

Contract closeout
The process of determining whether the terms of a contract were completed successfully and of settling any remaining terms.

Control Account
A work breakdown structure tool that allows aggregation of costs for work packages as part of earned value management calculations.

Control chart
Control charts compare process results with historical averages and process control limits to show whether a process meets results expectations. If a process’s results are inconsistent or fall outside process control limits it may need to be examined and adjusted.

Core process
A process that follows an established order and is central to the performance of the process system or project of which it is part.

Corrective action
A step taken to bring work back into alignment with performance expectations after it has failed to meet expectations. A corrective action which is reactive

Cost baseline
The sum of work package estimates contingency reserve

Cost benefit analysis
A Cost benefit analysis is used to weigh project costs against anticipated tangible project benefits.

Cost engineering
The application of scientific and engineering principles to several aspects of cost management. Among other things cost engineers contribute to estimation procedures and project cost management. Cost engineering may also be called project controls in some industries.

Cost management plan
This plan details how project costs will be planned funded

Cost of quality
The cost associated with ensuring project quality. This cost may mean the difference between unacceptable and acceptable project results.

Cost overrun
A cost overrun occurs when unexpected costs cause a project’s actual cost to go beyond budget.

Cost performance index
A cost performance index measures the cost efficiency of a project by calculating the ratio of earned value to actual cost.

Cost plus fixed fee contract (CPFC)
Under a cost plus fixed fee contract the seller is reimbursed for costs incurred and paid a predetermined fixed fee.

Cost plus incentive fee contract (CPIF)
Under a cost plus incentive fee contract the seller is reimbursed for costs incurred and paid an additional fee if they meet performance criteria specified in the contract.

Cost plus percentage of cost contract (CPPC)
Under a cost plus percentage of cost contract the seller is reimbursed for costs incurred and paid an additional amount equal to a percentage of the costs incurred if they meet performance criteria specified in the contract.

Cost reimbursable contract
A cost reimbursable contract is a contract under which a seller is reimbursed for costs incurred and paid an additional sum as per a predetermined agreement as profit. They are typically negotiated for projects with costs that are not fully known or not well defined.

Cost variance
The Cost variance of a project is its earned value minus its actual cost. A negative cost variance indicates that a project is running over budget. A positive cost variance indicates that a project is running below budget.

Cost/schedule impact analysis
A cost/schedule impact analysis determines the effects of a particular change on a project’s cost or schedule.

Crashing
A schedule compression technique used to speed up project work by increasing the rate at which critical path activities are completed by adding more resources — usually more personnel or more equipment. Crashing increases project costs so it is used first on activities that can be sped up at the least additional cost.

Critical chain project management (CCPM)
Critical chain project management is an approach to managing projects that emphasizes the resources needed to complete project activities over activity order and durations set in a schedule. It uses resource optimization techniques like resource leveling and requires that activity start times be flexible.

Critical incident stress debriefing (CISD)
CISD is a psycho-educational exercise for small groups who have experienced a traumatic event. It is sometimes used in project management to help project teams cope with trauma and to rebuild team cohesion.

Critical path activity
A scheduled activity that is part of a project’s critical path.

Critical path method
The Critical path method is used to estimate the shortest length of time needed to complete a project and to determine the amount of float for activities that are not part of the critical path.

Critical success factor
A critical success factor is an aspect of a project that is crucial to the success of the project.

Criticality index
Each project activity is assigned a percentage called a criticality index which is a measure of how frequently it is a critical activity in project simulations. Activities with high criticality indexes are likely to prolong project duration if delayed.

Current finish date
The most up-to-date estimate of when an activity will finish.

Current start date
The most up-to-date estimate of when an activity will start.

Current state
A detailed representation of current business processes that is used as a point of comparison for efforts to analyze and improve processes’ efficiency effectiveness