Project Management Glossary

Acceptance Criteria

DE: Akzeptanzkriterien

A set of conditions that must be met before deliverables are accepted. They define the requirements that must be satisfied to confirm that a project deliverable meets stakeholder expectations.

Actual Cost (AC)

DE: Ist-Kosten (AC)

The realized cost incurred for the work performed on an activity during a specific time period. There is no formula for AC; it is simply what has been spent.

Agile

DE: Agil

An iterative and incremental approach to project management and software development that emphasizes flexibility, collaboration, customer feedback, and rapid delivery of working products.

Backlog

An ordered list of everything that is known to be needed in a product. It serves as the single source of requirements for any changes to be made to the product.

Baseline

The approved version of a work product that can be changed only through formal change control procedures. It serves as a basis for comparison and measurement of project performance.

Burndown Chart

DE: Burndown-Diagramm

A graphical representation of work left to do versus time. It shows the rate at which work is being completed and helps predict when all work will be done.

Business Case

A documented economic feasibility study used to establish the validity of the benefits of a selected component lacking sufficient definition and that is used as a basis for the authorization of further project management activities.

Change Control Board (CCB)

DE: Aenderungskontrollgremium

A formally chartered group responsible for reviewing, evaluating, approving, deferring, or rejecting changes to the project. All decisions and recommendations are recorded.

Change Request

DE: Aenderungsantrag

A formal proposal for a modification to a document, deliverable, or baseline. It can include corrective actions, preventive actions, defect repairs, and updates.

Charter

DE: Projektcharter

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.

Close Project

DE: Projekt abschliessen

The process of finalizing all activities for the project, phase, or contract. It involves completing all work, transferring deliverables, and releasing project resources.

Communications Management

DE: Kommunikationsmanagement

The knowledge area that includes the processes necessary to ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring, and disposition of project information.

Configuration Management

DE: Konfigurationsmanagement

A system for establishing and maintaining consistency of a product's performance, functional, and physical attributes with its requirements, design, and operational information throughout its life.

Constraint

DE: Einschraenkung

A limiting factor that affects the execution of a project, program, portfolio, or process. Constraints typically relate to scope, schedule, cost, or quality.

Contingency Reserve

DE: Risikoreserve

Budget or time allocated for identified risks with accepted active response strategies. It is part of the project budget and is intended to address known-unknowns.

Control Account

DE: Kontrollkonto

A management control point where scope, budget, actual cost, and schedule are integrated and compared to earned value for performance measurement.

Cost Baseline

DE: Kostenbaseline

The approved version of the time-phased project budget, excluding any management reserves. It is used as a basis for comparison with actual results.

Cost of Quality (COQ)

DE: Qualitaetskosten

All costs incurred over the life of the product by investment in preventing nonconformance to requirements, appraising the product for conformance, and failing to meet requirements (rework).

Cost Performance Index (CPI)

DE: Kostenleistungsindex (CPI)

A measure of the cost efficiency of budgeted resources expressed as the ratio of earned value to actual cost. A CPI of 1.0 means the project is on budget.

Critical Path

DE: Kritischer Pfad

The longest sequence of activities in a project schedule that determines the shortest possible project duration. Any delay on the critical path directly delays the project.

Critical Path Method (CPM)

DE: Methode des kritischen Pfades

A method used to estimate the minimum project duration and determine the amount of schedule flexibility on the logical network paths within the schedule model.

Daily Standup

DE: Taegliches Standup

A short daily meeting (usually 15 minutes) where team members synchronize activities, discuss progress, and identify impediments. Also known as Daily Scrum.

Decomposition

DE: Zerlegung

A technique used for dividing and subdividing the project scope and project deliverables into smaller, more manageable parts. It is the basis for creating a WBS.

Definition of Done (DoD)

A shared understanding of the criteria that must be met for a product backlog item to be considered complete. It ensures transparency and quality across the team.

Deliverable

DE: Lieferergebnis

Any unique and verifiable product, result, or capability to perform a service that is required to be produced to complete a process, phase, or project.

Dependency

DE: Abhaengigkeit

A logical relationship between two activities. The four types are Finish-to-Start (FS), Finish-to-Finish (FF), Start-to-Start (SS), and Start-to-Finish (SF).

Duration

DE: Dauer

The total number of work periods required to complete an activity or work breakdown structure component, expressed in hours, days, or weeks.

Earned Value Management (EVM)

DE: Earned-Value-Management

A methodology that combines scope, schedule, and resource measurements to assess project performance and progress. It integrates the project scope baseline with the cost and schedule baselines.

Estimate at Completion (EAC)

DE: Schaetzung bei Abschluss (EAC)

The expected total cost of completing all work expressed as the sum of the actual cost to date and the estimate to complete. EAC = AC + ETC.

Estimate to Complete (ETC)

DE: Restschaetzung (ETC)

The expected cost needed to finish all the remaining project work. It is the forecast of costs still to be incurred for the work remaining.

Float (Slack)

DE: Pufferzeit

The amount of time that a schedule activity can be delayed or extended from its early start date without delaying the project finish date or violating a schedule constraint.

Gantt Chart

DE: Gantt-Diagramm

A bar chart that provides a visual schedule showing when activities start and finish, their durations, and their dependencies. It is one of the most commonly used project scheduling tools.

Gold Plating

Providing extras or additions beyond the project scope that have not been requested by the customer or sponsor. It is considered a bad practice in project management.

Ishikawa Diagram

DE: Ishikawa-Diagramm

A cause-and-effect diagram (also known as fishbone diagram) used to identify the root causes of quality problems. Categories typically include methods, machines, materials, manpower, measurement, and environment.

Iteration

A timeboxed cycle of development in which a working product increment is created. Iterations allow teams to incorporate feedback and adjust the product incrementally.

Kanban

An agile framework for managing work by visualizing tasks on a board, limiting work in progress, and optimizing flow. It emphasizes continuous delivery without overburdening the team.

Kickoff Meeting

DE: Kickoff-Meeting

A meeting at the beginning of a project or phase to align the team on objectives, roles, responsibilities, timelines, and communication protocols.

Lag

DE: Verzoegerung (Lag)

The amount of time by which a successor activity is required to be delayed with respect to a predecessor activity. A lag adds wait time between activities.

Lead

DE: Vorlaufzeit (Lead)

The amount of time by which a successor activity can be advanced with respect to a predecessor activity. A lead allows the next activity to start before the predecessor finishes.

Lessons Learned

The knowledge gained during a project which shows how project events were addressed or should be addressed in the future. They are documented throughout the project lifecycle.

Milestone

DE: Meilenstein

A significant point or event in a project with zero duration. Milestones are used to mark the completion of important deliverables or phases.

Minimum Viable Product (MVP)

DE: Minimal funktionsfaehiges Produkt (MVP)

A version of a product with just enough features to be usable by early customers, who can then provide feedback for future product development.

Monte Carlo Simulation

DE: Monte-Carlo-Simulation

A quantitative risk analysis technique that uses random sampling and statistical modeling to estimate the probability of different outcomes in a process that cannot easily be predicted.

Net Present Value (NPV)

DE: Kapitalwert (NPV)

The difference between the present value of cash inflows and the present value of cash outflows over a period of time. Used in project selection to evaluate profitability.

Organizational Breakdown Structure (OBS)

DE: Organisationsstrukturplan (OBS)

A hierarchical representation of the project organization that relates work packages to organizational units. It helps identify responsible parties for each component of work.

Pareto Chart

DE: Pareto-Diagramm

A histogram ordered by frequency of occurrence that shows how many defects were generated by type or category of identified cause. Based on the 80/20 rule.

PERT (Program Evaluation and Review Technique)

DE: PERT (Programmbewertungs- und Ueberpruefungstechnik)

A statistical tool used to analyze and represent the tasks involved in completing a project. It uses optimistic, most likely, and pessimistic estimates to calculate expected duration.

Phase Gate

DE: Phasentor

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 or program.

Planned Value (PV)

DE: Planwert (PV)

The authorized budget assigned to scheduled work. It is the estimated value of the work planned to be completed by a given date.

PMBOK (Project Management Body of Knowledge)

DE: PMBOK (Wissenssammlung zum Projektmanagement)

A guide published by PMI that provides the fundamentals of project management as they apply to a wide range of projects. It is the global standard for project management.

Portfolio

A collection of projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives. Portfolio components may not be interdependent.

Product Backlog

An ordered list of everything known to be needed in the product, maintained by the Product Owner. It is the single source of requirements for any changes to the product.

Product Owner

The person responsible for maximizing the value of the product resulting from the work of the development team. They manage the Product Backlog and represent stakeholder interests.

Program

DE: Programm

A group of related projects, subsidiary programs, and program activities managed in a coordinated manner to obtain benefits not available from managing them individually.

Progressive Elaboration

DE: Fortschreitende Detaillierung

The iterative process of increasing the level of detail in a project management plan as greater amounts of information and more accurate estimates become available.

Project Management Office (PMO)

DE: Projektmanagementbuero (PMO)

A management structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques.

Quality Assurance (QA)

DE: Qualitaetssicherung (QA)

The process of auditing the quality requirements and results from quality control measurements to ensure that appropriate quality standards and operational definitions are used.

Quality Control (QC)

DE: Qualitaetskontrolle (QC)

The process of monitoring and recording results of executing the quality management activities to assess performance and ensure the project outputs are complete, correct, and meet customer expectations.

RACI Matrix

DE: RACI-Matrix

A responsibility assignment matrix that defines roles as Responsible, Accountable, Consulted, and Informed. It clarifies who does what in a project or process.

Requirements Traceability Matrix

DE: Anforderungsrueckverfolgbarkeitsmatrix

A grid that links product requirements from their origin to the deliverables that satisfy them. It ensures each requirement adds business value and provides a means to track requirements throughout the project lifecycle.

Resource Leveling

DE: Ressourcennivellierung

A technique in which start and finish dates are adjusted based on resource constraints to balance demand for resources with the available supply.

Risk Appetite

DE: Risikobereitschaft

The degree of uncertainty an organization or individual is willing to accept in anticipation of a reward. It reflects how much risk is acceptable in pursuit of objectives.

Risk Breakdown Structure (RBS)

DE: Risikostrukturplan (RBS)

A hierarchical representation of potential sources of risk. It helps the project team consider the full range of sources from which risks may arise.

Risk Probability and Impact Matrix

DE: Risiko-Wahrscheinlichkeits- und Auswirkungsmatrix

A grid for mapping the probability of each risk occurrence and its impact on project objectives. It helps prioritize risks for further analysis or response planning.

Risk Register

DE: Risikoregister

A document in which the results of risk analysis and risk response planning are recorded. It contains identified risks, their causes, probability, impact, and planned responses.

Risk Response

DE: Risikoreaktion

Strategies for addressing project risks including avoid, transfer, mitigate, and accept for threats, and exploit, share, enhance, and accept for opportunities.

Rolling Wave Planning

DE: Rollierende Planung

An iterative planning technique in which work to be accomplished in the near term is planned in detail, while future work is planned at a higher level.

Schedule Performance Index (SPI)

DE: Terminleistungsindex (SPI)

A measure of schedule efficiency expressed as the ratio of earned value to planned value. An SPI of 1.0 means the project is on schedule.

Scope Creep

The uncontrolled expansion of product or project scope without adjustments to time, cost, and resources. It occurs when new features are added without proper change control.

Scope Statement

DE: Umfangsbeschreibung

A description of the project scope, major deliverables, assumptions, and constraints. It documents the entire scope including project and product scope.

Scope Verification

DE: Umfangsverifizierung

The process of formalizing acceptance of the completed project deliverables. It involves reviewing deliverables with the customer or sponsor to ensure they are completed satisfactorily.

Scrum Master

A servant-leader for the Scrum Team responsible for ensuring Scrum is understood and enacted. The Scrum Master helps the team follow agile practices and removes impediments.

Sprint

A timeboxed iteration of one month or less during which a usable and potentially releasable product increment is created. Sprints are the heartbeat of Scrum.

Sprint Retrospective

DE: Sprint-Retrospektive

A meeting held at the end of a sprint where the Scrum Team inspects itself and creates a plan for improvements to be enacted during the next sprint.

Sprint Review

A meeting held at the end of a sprint to inspect the increment and adapt the product backlog. The team demonstrates the work done and gathers feedback from stakeholders.

Stakeholder

An individual, group, or organization that may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project.

Stakeholder Engagement Plan

DE: Stakeholder-Engagementplan

A component of the project management plan that identifies the strategies and actions required to promote productive involvement of stakeholders in project decisions and execution.

Stakeholder Register

DE: Stakeholder-Register

A project document that includes identification, assessment, and classification of project stakeholders. It records their interests, involvement, and potential impact.

Statement of Work (SOW)

DE: Leistungsbeschreibung (SOW)

A narrative description of products, services, or results to be delivered by the project. It references the product scope description, business need, and strategic plan.

Story Points

A unit of measure used in agile to estimate the overall effort required to implement a product backlog item or any other piece of work. They reflect complexity, effort, and uncertainty.

Three-Point Estimate

DE: Drei-Punkt-Schaetzung

A technique using optimistic (O), most likely (M), and pessimistic (P) estimates to define an approximate range for an activity's cost or duration. Formula: (O + 4M + P) / 6.

User Story

A short, simple description of a feature told from the perspective of the user. Follows the format: As a [role], I want [feature] so that [benefit].

Variance at Completion (VAC)

DE: Abweichung bei Abschluss (VAC)

A projection of the amount of budget deficit or surplus, expressed as the difference between the budget at completion and the estimate at completion. VAC = BAC - EAC.

Velocity

A measure of the amount of work a team can complete during a single iteration (sprint). It is used for planning and estimating future sprints based on past performance.

Work Breakdown Structure (WBS)

DE: Projektstrukturplan (PSP)

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.

Work Package

DE: Arbeitspaket

The work defined at the lowest level of the WBS for which cost and duration can be estimated and managed. It is the smallest unit of work in the WBS.