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Acceptance Criteria   A set of conditions that are met before deliverables are accepted.
Activity   A distinct, scheduled portion of work performed during the course of a project.
Actual Cost AC The realized cost incurred for the work performed on an activity during a specific time period.
Assumption   A factor in the planning process considered to be true, real, or certain, without proof or demonstration.
Baseline   The approved version of a work product that can be changed using formal change control procedures and is used as a basis for comparison to actual results.
Bottom-Up Estimating   A method of estimating project duration or cost by aggregating the estimates of the lower-level components of the work breakdown structure (WBS).
Budget   Allocations of resources, including staff, (specified by the time period) to be spent between project start and the finish dates. Budgets at the project level are also associated with portfolio management entities and can be set for labor and non-labor.
Business Analyst BA The person assigned by the project management office (PMO) to identify and document business requirements.
Change Control   A process whereby modifications to documents, deliverables, or baselines associated with the project are identified, documented, approved, or rejected.
Communications Management Plan   A component of the project, program, or portfolio management plan that describes how, when, and by whom information will be administered and disseminated.
Conceptual Design   Visual representations of what the solution should do that a user understands, including but not limited to Context Design, State Diagram and Mock Ups.
Constraint   A factor that limits the options for managing a project, program, portfolio, or process.
Contingency Plan CP Alternative course of action prepared and documented before a risk event occurs.
Cost Baseline   The approved version of work package cost estimates and contingency reserve that can be changed using formal change control procedures and is used as the basis for comparison to actual results.
Critical Path   The sequence of project network activities which add up to the longest overall duration.
Critical Success Factor CSF Element which must be present for a project to be successful.
Decision Tree Analysis   A diagramming technique for evaluating the implications of a chain of multiple options in the presence of uncertainty.
Deliverable   Any unique and verifiable product, result, or capability to perform a service that is produced to complete a process, phase, or project. Output of the project, including schedules, documents, definitions, products, etc.
Dependency   Scheduling relationship between tasks.
Design Review Meeting   Assembles the appropriate resources to validate and obtain sign-off on the design specifications.
Design Specifications   The design specification is intended to be a reference blueprint of the solution that contains all the information that is required to begin the Build phase of the project.
Discovery and Innovation DNI Activities to initiate projects, research new technologies or emerging disciplines/trends, and analysis of business opportunities. These activities are recorded in PPM as discovery and innovations within your UFIT unit.
Duration   The total number of work periods required to complete an activity or work breakdown structure component, expressed in hours, days, or weeks.
Enhancement   Please refer to the definition for Managed Work.
Effort   The number of labor units required to complete a schedule activity or work breakdown structure component, often expressed in hours, days, or weeks.
Facilitator   Individual who assists with team dynamics and issues.
Full-Time Equivalent FTE Full-time equivalent (FTE) is a unit that indicates the workload of an employed person in a way that makes workloads comparable across various contexts. FTE is often measured as an employee's involvement in a project. An FTE of 1.0 is equivalent to a full-time employee, and an FTE of 0.5 signals half of a full workload.
Gantt Chart   A bar chart of schedule information where activities are listed on the vertical axis, dates are shown on the horizontal axis, and activity durations are shown as horizontal bars placed according to start and finish dates.
Gate 1   This "gate" is a checkpoint for CIO Senior Leadership to review a proposal's High-Level Business Case (HLBC). Upon CIO Senior Leadership approving of the HLBC, a Project Manager can be assigned and begin planning activities with the project team, such as requirements gathering, designing, identifying steps to complete the project, etc.
Gate 2   This "gate" is a checkpoint for the project's sponsors to review an ongoing project's charter. By approving, the project's sponsors commit to any financial and human resources, as well as authorize the project team to begin the project's execution activities, such as development, testing, deployment, etc.. It is important to note that project planning should continue after Gate 2 approval through the entirety of the project. This checkpoint is more reflective of the sponsors committing to the project's costs.
High-Level Business Case HLBC A high-level business case (HLBC) provides justification for undertaking a proposed project, program, or portfolio. It provides the rationale for a potential solution by clearing stating the problem or opportunity, benefits, risks, and costs to the University.
Impact Analysis   A grid for mapping the probability of occurrence of each risk and its impact on project objectives if that risk occurs.
Iron Triangle   See Triple Constraint Theory.
Kick-Off Communication   Notification of project initiation.
Kick-Off Meeting   This meeting brings the core project team together to review and reach a common understanding of the Project Charter, Project Strategy, and Preliminary Project Plan.
Lessons Learned   The knowledge gained during a project which shows how project events were addressed or should be addressed in the future for the purpose of improving future performance.
Load Tests   A set of tests used to exercise an application or system and monitor its performance while operating under a simulated high user load.
Managed Work MW Managed Work is commonly referred to as "Enhancements". It is discretionary work that takes less than 80 hours to complete. Managed Work is recorded in PPM as a UF Enhancement request type and is managed by the UFIT units. Time is recorded at the enhancement request level within your UFIT unit.
Migration Instructions   Preliminary plan for migrating the various project objects between instances. This plan will be tested and adjusted following one or more test moves. This should also include a rollback or back-out plan.
Milestone   A significant point or event in a project, program, or portfolio.
Milestone Schedule   A type of schedule that presents milestones with planned dates.
myIT   myIT is the service platform for the University of Florida that aims to improve the quality of technology services and support for campus. It is part of the IT Service Management initiative which adheres to strict measures of success and quality assurance. Project Managers (PMs) utilize this application to formally track and monitor resource efforts towards their respective projects.
myRequest   myRequest is a fee-based service that enables administrative offices to manage their work through the request management business process in a team setting, instead of relying on individuals managing their work through their mailboxes. The new service will come with the same level of reporting and searching as myIT currently provides for IT processes. Administrative offices interested in this service or wishing to find out more information may contact
Operational Requirements   Describes what the system must do to meet various internal requirements not defined by the user.
Overhead   Time off (i.e., sick/personal leave and UF holidays), professional development, and administrative tasks like this meeting. Recorded in PPM as leave, admin, or professional development within your UFIT unit.
Parallel Tests   The strategy for evaluating the concurrent execution of a new or modified process or system in both the production and test environments.
Percent Complete   An estimate expressed as a percent of the amount of work that has been completed on an activity or a work breakdown structure component.
Performance Tests   A set of tests used to evaluate the compliance of the system or component with the specified performance requirements.
Portfolio   Projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives.
Portfolio Management   The centralized management of one or more portfolios to achieve strategic objectives.
Post-Production Tests   The final set of smoke tests used to validate that the modification works as expected in the production environment.
Process Tests   The set of tests and parameters necessary to validate the process is working properly.
Procurement Management Plan   A component of the project or program management plan that describes how a team with acquiring goods and services from outside of the performing organization.
Project   A finite set of activities with a clearly defined start and stop points that produce a unique output (either tangible or intangible) of value to a customer.

Approved discretionary work that is ≥ 80 hours of effort to complete. Projects are recorded in PPM as a project request type and are managed by the Project Management Office or other UFIT management. Time is recorded at the project level.
Project and Portfolio Management PPM The Project and Portfolio Management (PPM) Center standardizes, manages, and captures the execution of projects and operational activities. It provides critical information in real-time for management and the Project Management Office (PMO).
Project Change Request CR A formal proposal to modify a document, deliverable, or baseline.
Project Charter   A document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project management office with the authority to apply organizational resources to project activities. The project charter includes the business case and addresses the purpose of the project, the intended audience, scope, business organizations impacted/involved, assets impacted, assumptions, constraints, risks, major milestones, and project deliverables.
Project Life Cycle   The series of phases that a project passes through from its start to its completion.
Project Management PM The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.
Project Management Institute PMI Professional association for project managers, online at
Project Management Office PMO A management structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques.
Project Manager PM The person assigned by the project management office (PMO) to lead the team that is responsible for achieving the project objectives.
Project Strategy   The purpose of the project strategy is to describe the high-level approach to achieving the goals of the project as defined in the Project Charter. Bridges Management Team determines whether this document is required.
Project Structure   A hierarchical representation of the project organization, which illustrates the relationship between project activities and the organizational units that will perform those activities.
RACI Model/Matrix RACI

The RACI model is a relatively straightforward tool that can be used for identifying roles and responsibilities during an organizational change process. R = Responsible; owns the problem or project A = Accountable; who must sign off or approve on work before it is effective C = Consulted; has information and/or capability necessary to complete the work I = Informed; must be notified of results, but need not be consulted

Rank   Rank represents the top projects that are the focus of the unit for the month. The assigned numbers are not from highest to lowest nor do they represent the priority.
Requirements Discovery Session(s)   These sessions occur between the business analyst, customer(s), and the application architect to identify all stakeholders and user classes, list basic functional requirements, identify user interaction scenarios, draw initial mock-ups of the pages.
Requirements Review Meeting   Assembles the Project Manager, Business Analyst, Sponsor, Stakeholder, Architect, Quality Assurance Analyst to validate and obtain sign-off on the requirements specification and progress to the Design phase of the project.
Requirements Specification RS The requirements specification identifies and details the function that are required of a system and the constraints that will apply. This includes a description of process and the business requirements, the business impact, users, and frequency of use.
Risk   An uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives.
Risk Acceptance   A risk response strategy whereby the project team decides to acknowledge the risk and not take any action unless the risk occurs.
Risk Analysis RA Study of elements contributing to project uncertainties.
Risk Analysis Matrix RAM Chart ranking three dimensions of risk (probability, severity, detectability).
Rollback/Back-out   Failure in post-production testing could result in the execution of the rollback/back-out procedure contained within the migration plan.
Run   Non-discretionary work associated with supporting IT services (i.e. IT Service Management processes and functions). Run is recorded in PPM at the service catalog offering within your UFIT unit.
Scope   The description of the project's bandwidth, major deliverables, assumptions, and constraints.
Scope Creep   The uncontrolled expansion to product or project scope without adjustments to time, cost, and resources.
Scope Management Plan   A component of the project or program management plan that describes how the scope will be defined, developed, monitored, controlled, and validated.
Skill   An ability or area of knowledge.
Sponsor   An individual or a group that provides resources and support for the project, program, or portfolio, and is accountable for enabling success.
Staffing Profile   Specifies the allocation of skills and resources between the start and finish dates of projects. The level of resourcing within a given fiscal month is expressed as the number of FTEs (full-time equivalents) or the equivalent number of full time resources.
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, program, or portfolio.
Statement of Work SOW Document describing the framework of a project, including scope, goals, constraints, assumptions, deliverables, etc.
Status Report   Regularly scheduled communication covering various aspects of a project's condition.
Steering Committee   Group with strategic responsibility for identifying organizational direction and goals.
Storyboard   Agile Development stresses using small bite-sized user stories to define what a system does from a user perspective, not a technical one. Storyboards are necessary when working in JIRA for an agile project. They allow the entire lifecycle of an idea to be expressed in one image by showing the problem, a high level solution, and a benefit for the user.
Strategic Alignment   A concept of aligning project objectives with the mission goals of UFIT.
System/Integration Tests   The comprehensive set of tests used to validate that modifications to a particular process have not negatively impacted the system or subsystem as a whole.
Technical Review   Assembles the appropriate resources to review and validate the applied technical solution and the unit testing. This review is required prior to proceeding with additional testing.
Testing Review(s)   Assembles the appropriate resources to review the additional testing results for a given instance. A Testing Review is required prior to migration to each subsequent instance.
Testing Specifications   A master index of the specific test plans which already exist or will be created in Quality Center for this project. This document will be updated throughout the Requirement Analysis and Design phases.
Training Requirements   Defines the requirements and conceptual design of any user documentation and training required for this modification. The target audience and expected delivery dates should also be identified.
Triple Constraint Theory   Summary of interrelationships between the three project success factors of cost, quality, and speed (also known as The Iron Triangle).
Unit Tests   The limited set of tests and parameters necessary to validate that a particular modified object is working properly and meets the specified development requirements.
Use Case   A use case is a methodology used in system analysis to identify, clarify, and organize system requirements. The use case is made up of a set of possible sequences of interactions between systems and users in a particular environment and related to a particular goal. It consists of a group of elements (for example, classes and interfaces) that can be used together in a way that will have an effect larger than the sum of the separate elements combined. The use case should contain all system activities that have significance to the users. A use case can be thought of as a collection of possible scenarios related to a particular goal.
User Acceptance Testing UAT The user acceptance strategy and the set of tests necessary to confirm that the modification meets the mutually agreed-upon requirements. UAT is one of the final stages of a project.
Work Breakdown Structure WBS A hierarchial 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.
Workaround   An immediate and temporary response to an issue for which a prior response had not been planned or was not effective.
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