Project Management Terms: C (Change Control Board—Customer Satisfaction)

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# 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

  • Change Control Board (CCB). A small group of stakeholders who will make decisions regarding the disposition and treatment of changing requirements.
  • Claim. A dispute about the amount charged or the work done against the contract brought by one party against another.
  • Claims Administration. A tool for documenting, monitoring, and managing any disputed cost or change made by either party to the contract.a child of 
  • Closed Procurements. A formal written notice that the contract has been completed and closed out,  sent by the contract administrator to the seller.
  • Collaborate (Problem Solving). One of the five PMBOK Guide’s conflict resolution techniques, it discusses and shares multiple viewpoints to the conflict and seeks to find some form of compromise between them, in order to lead to consensus. It is the best way to resolve a conflict.
  • Colocation. Physically locating most of the team members in the same office for a period of time, as opposite to a virtual team.
  • Communication Blockers. Things people do that inhibit good communication, such as withholding information, sending mixed messages, or ignoring cultural differences.
  • Communication Channels. A path of communication that exists within the project. Channels = (number of people on the project × (number of people on the project less 1)) divided by 2. Expressed as Channels = n (n − 1) / 2.
  • Communication Methods. A tool for recognizing how a project manager actually shares the information with the stakeholders – classified in interactive communication, push communication, or pull communication.
  • Communication Models. A tool for describing how a message is transmitted from the sender and how it is received by the receiver, through a selected medium.
  • Communication Requirements Analysis. A tool for analyzing and determining the information valuable to the project stakeholders, so that they can make good decisions.
  • Communication Technology. A tool that PMP examines and decides the particular form of technology to be used for project communication, such as written, face-to-face, or virtual communication.
  • Communications Management Plan. A subset of the project management plan that provides a guide for completing the communications management activities in the project.
  • Compromise (Reconcile). One of the five PMBOK Guide’s conflict resolution techniques, it finds solutions that bring some degree of satisfaction to both parties.
  • Configuration Identification. Identifying uniquely all items within the product configuration.
  • Configuration Management. A process for identifying and controlling the functional and physical elements of products and their support documentation.
  • Configuration Status Accounting. Capturing, storing, and accessing configuration information needed to manage products and product information effectively.
  • Configuration Verification and Auditing. Establishing that the performance and functional requirements defined in the configuration documentation have been met.
  • Conflict. A situation on the project in which team members or stakeholders have different opinions or agenda, mostly due to schedules, project priorities, or resources root causes.
  • Conflict Management. The process of dealing with conflict, ultimately resolving it.
  • Conformance to Requirements. Ensuring a project produces what it said it would produce.
  • Constraint. A factor that limits the project team’s options to complete the project and to produce the required deliverables.
  • Constructive Change. An undocumented change to the contract ordered by the buyer – through either action or inactions – without issuing a formal change order.
  • Context Diagrams. A method of diagramming the product scope by representing how people, processes, or systems interact with the product.
  • Contingency. The reserve for time and cost developed for “known unknowns”.
  • Contingency Plans. Plans that describe the specific alternatives to deal with certain opportunity or threat, should they occur.
  • Continuous Improvement. A commitment to continuous quality improvement throughout the life of the project, in relation to both process and product.
  • Contract. A compulsory agreement between two or more parties with obligations, roles, and responsibilities clearly defined.
  • Contract Administration. A technique for using the internal systems to maintain contract compliance.
  • Contract Negotiations. Negotiations between buyer and potential sellers, performed with the goal of reaching mutual agreement on contractual terms and conditions. While the project manager is involved in the negotiations, generally the process is lead by the procurement manager.
  • Contract Types.Three basic categories of contracts, with optional incentive fees:1. Fixed price contract—Firm fixed price (FFP), Fixed price incentive fee (FPIF), Fixed price with economic price adjustment (FP-EPA); 2. Cost-reimbursable contract—Cost plus fixed fee (CPFF), Cost plus incentive fee (CPIF), Cost plus award fee (CPAF); 3. Time and material (T&M) contract.
  • Control Limits. The area of variation delimited by three standard deviations either side of the expected mean – set by the process.
  • Control Thresholds. The level of variance the schedule can experience before taking action, typically expressed as a percentage of time.
  • Corrective Action. An intentional change made to bring expected future performance of the project in line with the plan.
  • Cost Aggregation. A technique for summing lower level cost estimates for each work package to arrive at a total cost estimate for higher-level deliverables.
  • Cost Baseline. A time-phased plan for when funds will be disbursed on a project, baseline against which  measuring project cost performance.  It includes activity costs plus contingency reserves, work package costs plus contingency reserves, and management reserves for cost baseline.
  • Cost Management Plan. A subsidiary of the project management plan that establishes the policies and procedures to plan, execute, and control project costs.
  • Cost of Quality. The cost of ensuring quality, broken down into cost of conformance (prevention costs plus appraisal costs) and cost of non-conformance (internal failure costs plus external failure costs).
  • Cost Performance Index (CPI). A relative measure of project’s cost efficiency calculated by dividing earned value by actual cost.
  • Cost Variance (CV). A measure of variance between what was planned on spending and what is actually spent, expressed as earned value minus actual cost.
  • Cost-Benefit Analysis. A tool for analyzing the expected costs to be incurred against the expected benefits to be gained. The benefits should outweigh costs by at least 50%.
  • Crashing. A schedule compression technique that adds more resources to the critical path activities, from either inside or outside the organization.
  • Critical Chain Method. A critical path that accounts for limited or restricted resources, where a project manager places buffers to any schedule path.
  • Critical Path Method. A schedule network analysis method that calculates the theoretical early start, early finish, late start, and late finish for each activity on the project schedule. These theoretical numbers tell us how much flexibility we have on the schedule and also the minimum project duration.
  • Customer Satisfaction. A state of fulfillment in which the needs of a customer are met or exceeded for the customer’s expected experiences, as assessed by the customer at the moment of evaluation.

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