Project Management Dictionary of TermsThis glossary covers all common project management terminology.
A - Acceptance Criteria to Authority | B - Backward Pass to Business Process Manager (BPM) | C - Change to Customer | D - Decision Tree Analysis to Duration | E - Early Finish Date to Event | F - Failure Mode and Effect Analysis to Functional Organisation | G - Gantt Chart to guidelines | H - Hammock task to Hyperlink | I - i-j notation to ITIL | J - Job Description to Just-In-Time | K - Kaizen to Knowledge | L - Labor, Equipment, Material to Logical Relationship | M - Manage Project Team to Monte Carlo Analysis | N - Near-Critical Activity to Node | O - Operations to Output | P - Parametic to Projectized Organization | Q - Qualitative Risk Analysis to Quantitative Risk Analysis | R - Records Management to Root Cause Analysis | S - Saved Search to System | T - Target Completion Date to Triple Constraint | U - Uncontrollable Risks to User Group | V - Validation to Voice of the Customer | W to Z - War Room to Zero Float
L - Labor, Equipment, Material to Logical Relationship
Labor, Equipment, Material (LEM)
A specific type of cost estimate.
Late Finish Date (LF)
In the critical path method, the latest possible point in time that a schedule activity may be completed based upon the schedule network logic, the project completion date, and any constraints assigned to the schedule activities without violating a schedule constraint or delaying the project completion date. The late finish dates are determined during the backward pass calculation of the project schedule network.
Late Start Date (LS)
In the critical path method, the latest possible point in time that a schedule activity may begin based upon the schedule network logic, the project completion date, and any constraints assigned to the schedule activities without violating a schedule constraint or delaying the project completion date. The late start dates are determined during the backward pass calculation of the project schedule network.
A modification of a logical relationship that allows an acceleration of the successor activity. For example, in a finish-to-start dependency with a ten-day lead, the successor activity can start ten days before the predecessor activity has finished. See also lag. A negative lead is equivalent to a positive lag.
The learning gained from the process of performing the project. Lessons learned may be identified at any point. Also considered a project record, to be included in the lessons learned knowledge base.
Level of Effort (LOE)
Support-type activity (e.g., seller or customer liaison, project cost accounting, project management, etc.) that does not readily lend itself to measurement of discrete accomplishment. It is generally characterized by a uniform rate of work performance over a period of time determined by the activities supported.
See network diagram.
A dependency between two project schedule activities, or between a project schedule activity and a schedule milestone. See also precedence relationship. The four possible types of logical relationships are: Finish-to-Start; Finish-to-Finish; Start-to-Start; and Start-to-Finish. The finish-to-start relationship is the most common type of logical relationship and is the default in most scheduling software.
The logical relationship where completion of work of the successor activity cannot finish until the completion of work of the predecessor activity. See also logical relationship.
The logical relationship where initiation of work of the successor activity depends upon the completion of work of the predecessor activity. See also logical relationship.