- Contractual/Legal Requirements
-
 The legal conditions surrounding a contractual arrangement. [D02557]
|
RMW |
- Contributed Value
- See Added Value. [D02560]
|
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- Contribution Analysis
- An analysis to show how much an effort, system, material or component is contributing to project objectives and its consequent success. It is particularly useful in simplifying a project management organization or system. See also Systems Analysis and Value Management. [D03052]
|
CCCP |
- Control
-
 The process of comparing actual performance with planned performance, analyzing the differences, and taking the appropriate corrective action. [D00355]
|
WST
PMST |
- A process for assuring that reality or actual performance meets expectations or plans. Control often involves the process of keeping actions within limits by making adjustments to a plan to assure that certain outcomes will happen. [D00349]
|
OTOB 271-4 |
- An end result of interactive processes involving clarity of expectation and achievement thereof. Control is not a tool per se. It is a result of excellence in applying the other concepts in the tough-minded leadership system. [D00350]
|
TML 217 |
- Planning, monitoring accomplishment, and exercising any necessary corrective action to yield the required outcome. [D00351]
|
RMH |
- The exercise of a restraining or directing influence on a problem, or the ability to prevent or immediately respond to it in order to avoid wasted effort. [D00352]
|
RMW |
- The exercise of corrective action as necessary to yield a required outcome consequent upon monitoring performance. [D00353]
|
PMK87 |
- The process of comparing actual performance with planned performance, analyzing variances, evaluating possible alternatives, and taking appropriate corrective action as needed. [D00354]
|
PMK96 |
- See also Project Control and Control Cycle. [D00363]
|
|
- The practice of monitoring progress against a plan so that corrective steps can be taken when a deviation from a plan occurs. [D03714]
|
PPS&C p338 |
- Control Account ("CA")
- A management control point where earned value measurement takes place. Synonymous with the term "cost account." [D04621]
|
QWF |
- Control Account Manager ("CAM")
- A member of a functional organization responsible for cost account performance, and for the management of resources to accomplish such tasks. [D04622]
|
QWF |
- Control Account Plan ("CAP")
- The management control unit in which earned value performance measurement takes place. Previously called Cost Account Plan. [D04623]
|
QWF |
- Control and Coordination
- Control is the process of developing targets and plans; measuring actual performance and comparing it against planned performance and taking the steps to correct the situation. Coordination is the act of ensuring that work is being carried out in different organizations and places to fit together effectively in time, content and cost in order to achieve the project objectives effectively. [D00356]
|
WST |
- Control Chart
- The display of the results of a process over time,. They are used to determine if the process is in need of adjustment. [D00358]
|
RMW |
- Control charts are a graphical display of the results, over time, of a process. They are used to determine if the process is "in control" or in need of adjustment. [D00357]
|
PMK96 |
- Control Cycle
- A cycle that usually includes: planning, measuring, monitoring and taking corrective action, that is:
All these together constitute control.
[D03431]
|
CRMP |
- Control Gate
- A major project milestone at which the project sponsor has the opportunity at the end of one phase of exercising a ïgo/no-goÍ decision on the continuation of the project. into the succeeding phase. See also Executive Control Point. [D00360]
|
PMIS |
- See Management Control Point. [D02267]
|
|
- A management event in the project cycle that is of sufficient importance to be identified, defined, and included in the project schedule. A control gate requires formal examination to evaluate project status and readiness to proceed to the next control gate. Approval usually includes baselining the work reviewed. [D04053]
|
CSM |
- Control Loop
- See Control Cycle. [D04952]
|
|
- Control Point
- See Work Packages/Control Point [D02159]
|
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- Control Requirements
- The specified conditions under which control is to be exercised. [D02561]
|
RMW |
- Control System
- A mechanism which reacts to the current project status in order to ensure accomplishment of project objectives. [D00361]
|
PMK87 |
- A set of specified procedures for controlling (e.g. project time, resources, quality.) [D00362]
|
NPMT |
- Control Theory
- The view that motivation by goal setting can be further extended by understanding and predicting how humans process information and make decisions about how much effort to put forth. Based on metacognitive theory of motivation, it is hard to understand and predict. See also Expectancy Theory, Equity Theory, Goal Setting Theory, and Reinforcement Theory. [D02640]
|
PMH p317 |
- Controllable Risks
- Those risks to the project which, if occurring, can be mitigated by the project Team at the direction of the project manager, by adopting a ïwork-aroundÍ or by drawing upon the projectÍs Contingency Allowance. [D00366]
|
PMGdLns |
- Controlling
- See Project Control [D00364]
|
|
- Controlling Relationship
- The early dates of an activity is controlled either by a target date on the activity or, more normally, by one of the predecessor relationships. In the latter case, the relationship is called the controlling relationship. [D00367]
|
WST |
- Coordinated Matrix
- An organizational structure where the project leader reports to the functional manager and doesn't have authority over team members from other departments. [D00368]
|
WST |
- Coordination
- The bringing together, or integration, of separate work elements, typically of a project, to form a harmonious and workable whole. See also Coordinator. [D02562]
|
RMW |
- The act of ensuring that work carried out by different organizations and in different places fits together effectively. It involves technical matters, time, content and cost in order to achieve the project objectives effectively.
[D04410]
|
APM |
- Coordinator
- A person who facilitates harmonious activity within a group responsible for a common objective. Such a person does not have the same authority as a project manager, but nonetheless may still be responsible for the results. Persuasive power is usually exercised through tenure, or recognition of expertise or experience. [D03671]
|
RMW |
- Corporate
- A group of individuals empowered to transact business as one body. [D02563]
|
RMW |
- Corporate Administration and Finance
- The department responsible for administrative and financial affairs in a corporation. [D02564]
|
RMW |
- Corporate Budget.
- The annual (fiscal) budget of a corporation. [D02565]
|
RMW |
- Corporate Business Life Cycle
- A life cycle which encompasses phases of policy-planning and identification-of-needs which occur before a project is launched, as well as product-in-service and disposal after the project life cycle is completed. [D00369]
|
FWH |
- Corporate Constraints
- Limitations to the activities of a corporation. These may be as a result of the corporation's charter, its philosophy or mission, or due to market conditions. [D02566]
|
RMW |
- Corporate Data Bank
- See Corporate Memory. [D02567]
|
RMW |
- Corporate Management
- Management in the private sector intended to survive profitably and indefinitely based on providing a product or service. It recognizes that its products will not live forever but will be superseded by other products having the advantage of superior quality, cost, timeliness or acceptability. This recognition requires corporate management to set aside funds for technological development to maintain market advantage. The overall corporate activity must maintain a satisfactory return on investment for its share holders. [D00370]
|
CCCP |
- Corporate Memory
- A term used to describe an organization's historic records and experience, essential for reliable estimating and forecasting.
Editor's Note: In many organizations "Corporate Memory" resides only in the collective experience and minds of its staff. When staff leave, so does this experience. Every effort should be made to capture past experience in a form usable by others to avoid the loss of this type of asset. [D02380]
|
RMW |
- Corporate Philosophy
- The underlying assumptions that result in a corporation behaving in a particular way.
Editor's Note: A corporations explicit (i.e. stated) philosophy may not be the same as its implicit philosophy (i.e. the way it actually behaves.) [D02568]
|
RMW |
- Corporate Planning
- Planning by top-level management to establish:
- What exactly are its overall objectives?
- What is the long range planning required in every part of the organization to achieve those objectives?
Generally a highly systematized approach to the forecasting of need for, and selection of, future projects.
[D03053]
|
CCCP |
- Corporate Project Management
- See Enterprise Project Management. [D04343]
|
PCD |
- Corporate Project Strategy
- The overall direction set by the corporation of which the project is a part, and the relationship of specific procurement actions to these corporate directions. [D00371]
|
PMK87 |
- Corporate Quality Standards
- The overall quality standards espoused at the corporate level. [D02569]
|
RMW |
- Corporate Resources
- The resources available to the corporation, usually from internal sources. [D02570]
|
RMW |
- Corporate Responsibility Matrix
- A responsibility matrix depicted at the corporate level and from the corporate perspective. [D02571]
|
RMW |
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Definitions for page C09: 50
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