ECO 2026 · PMBOK 7 · ISO 21502
Project Management Terms: Bilingual PM Glossary
A bilingual A–Z glossary of project management terms in English and Arabic, with every definition anchored to the PMP Examination Content Outline 2026, PMBOK Guide 7th Edition and ISO 21502:2020.
What this glossary of project management terms covers
Each entry gives the English and Arabic term, an exam-ready definition, synonyms, abbreviation, category and the standards it maps to. Browse the A–Z index below, filter by knowledge area, or search any project management term, synonym or acronym to open its full definition page.
Categories: integration, scope, schedule, cost, quality, resource, communications, risk, procurement, stakeholder and general project management terms.
170 published terms
A
- Acceptance CriteriaA set of conditions that is required to be met before deliverables are accepted.
- Accepted DeliverableA deliverable that has been formally signed off and approved by the customer or sponsor.
- Active ListeningA communication technique that requires the listener to provide feedback on what they hear to confirm understanding.
- Activity AttributesMultiple attributes associated with each schedule activity that can be included within the activity list.
- Activity ListA documented tabulation of schedule activities that shows the activity description, identifier, and a sufficiently detailed scope of work description.
- Actual Cost (AC)The realized cost incurred for the work performed on an activity during a specific time period.
- AgreementA mutually binding document that obligates the seller to provide specified products or services and obligates the buyer to pay for them.
- Analogous EstimatingA technique for estimating the duration or cost of an activity or project using historical data from a similar activity or project.
- Appraisal CostThe cost of evaluating, measuring, auditing, and testing products or services to assure conformance to requirements.
- AssumptionA factor in the planning process that is considered to be true, real, or certain, without proof or demonstration.
B
- BaselineThe approved version of a work product that can be changed only through formal change control procedures.
- Basis of EstimatesDocumentation of the basis of the cost or duration estimates, including how they were developed and the confidence level.
- BenchmarkingThe comparison of actual or planned products, processes, and practices to those of comparable organizations.
- Benefits Management PlanA document that describes how and when the benefits of a project or program will be delivered and measured.
- Bidder ConferenceA meeting with prospective sellers prior to the preparation of a bid or proposal to ensure that all have a clear understanding of the procurement requirements.
- Bottom-Up EstimatingA method of estimating project duration or cost by aggregating the estimates of lower-level components.
- Budget at Completion (BAC)The sum of all budgets established for the work to be performed.
- Business CaseA documented economic feasibility study used to establish the validity of the benefits of a selected component lacking sufficient definition.
- Business ValueThe net quantifiable benefit derived from a business endeavor that may be tangible, intangible, or both.
C
- Cause and Effect DiagramA decomposition technique that helps trace an undesirable effect back to its root cause. Also known as fishbone or Ishikawa diagram.
- Change ControlA process whereby all change requests are reviewed and approved or rejected by a responsible authority.
- Change Control Board (CCB)A formally chartered group responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project.
- Change RequestA formal proposal to modify any document, deliverable, or baseline.
- Claims AdministrationThe process of processing, adjudicating, and communicating contract claims between the buyer and seller.
- Closed ProcurementsProcurements that have been completed and formally closed in accordance with the terms of the agreement.
- Communication MethodsThe approaches used to exchange information, including interactive, push, and pull communication.
- Communication Requirements AnalysisA technique to determine the information needs of project stakeholders through interviews, workshops, and document analysis.
- Communication Styles AssessmentA technique to evaluate how stakeholders prefer to send and receive information to tailor communications effectively.
- Communication TechnologyThe tools, techniques, and methods used to transfer information among project stakeholders.
- Communications Management PlanA component of the project management plan that describes how, when, and by whom information about the project will be administered and disseminated.
- Configuration ManagementA collection of formal activities used to apply technical and administrative direction and surveillance to identify and document functional and physical characteristics.
- Conflict ManagementThe process of handling disagreements and conflicts among project stakeholders in a constructive manner.
- ConstraintA limiting factor that affects the execution of a project, program, portfolio, or process.
- Contingency ReserveBudget within the cost baseline or performance measurement baseline allocated for identified risks that are accepted.
- Control ChartA graphic display of process data over time and against established control limits, used to determine if the process is within acceptable limits.
- Corrective ActionAn intentional activity that realigns the performance of the project work with the project management plan.
- Cost BaselineThe approved version of the time-phased project budget, excluding any management reserves.
- Cost EstimateA quantitative assessment of the likely costs for resources required to complete schedule activities.
- Cost of Quality (COQ)All costs incurred over the life of the product by investment in preventing nonconformance to requirements and appraising the product.
- Cost Performance Index (CPI)A measure of the cost efficiency of budgeted resources expressed as the ratio of earned value to actual cost.
- Cost Variance (CV)The amount of budget deficit or surplus at a given point in time, expressed as the difference between earned value and actual cost.
- Cost-Reimbursable ContractA type of contract involving payment to the seller for the seller's actual costs, plus a fee typically representing seller's profit.
- CrashingA technique used to shorten the schedule duration for the least incremental cost by adding resources.
- Critical Path Method (CPM)A method used to estimate the minimum project duration and determine the amount of scheduling flexibility on the logical network paths within the schedule model.
- Cultural AwarenessThe understanding of how cultural differences among stakeholders can affect project communications and interactions.
D
- DecompositionA technique used for dividing and subdividing the project scope and project deliverables into smaller, more manageable parts.
- Defect RepairAn intentional activity to modify a nonconforming product or product component.
- DeliverableAny unique and verifiable product, result, or capability to perform a service that is required to be produced to complete a process, phase, or project.
- Direction of InfluenceA stakeholder classification approach that groups stakeholders according to their ability to influence the project from above, below, sideways, or externally.
E
- Early Finish (EF)The earliest possible point in time when the uncompleted portions of a schedule activity can finish.
- Early Start (ES)The earliest possible point in time when the uncompleted portions of a schedule activity can start.
- Earned Value (EV)The measure of work performed expressed in terms of the budget authorized for that work.
- Earned Value Management (EVM)A methodology that combines scope, schedule, and resource measurements to assess project performance and progress.
- Emotional Intelligence (EQ)The ability to identify, assess, and manage the personal emotions of oneself and other people, as well as of groups.
- Engagement LevelThe degree to which a stakeholder is actively involved with and supportive of the project, ranging from unaware to leading.
- Enterprise Environmental FactorsConditions that are not under the immediate control of the team that influence, constrain, or direct the project.
- Estimate at Completion (EAC)The expected total cost of completing all work expressed as the sum of the actual cost to date and the estimate to complete.
- Estimate to Complete (ETC)The expected cost to finish all the remaining project work.
- Expected Monetary Value (EMV)The product of an event's probability of occurrence and the value of its impact, used to quantify risks.
F
- Failure CostThe cost resulting from products or services not conforming to requirements or customer needs.
- Fallback PlanA plan that is implemented if a selected risk response strategy is not fully effective or an accepted risk occurs.
- Fast TrackingA schedule compression technique in which activities or phases normally done in sequence are performed in parallel for at least a portion of their duration.
- FeedbackInformation about reactions to a product, a person's performance, or a process, used as a basis for improvement.
- Fixed Price ContractA type of contract involving a set total price for a defined product, service, or result.
- Float (Slack)The amount of time an activity can be delayed from its early start without delaying the project finish date.
- Funding Limit ReconciliationThe comparison of the planned expenditure of project funds against any funding limits set for the project.
G
- Gantt ChartA 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.
- Gold PlatingAdding extra features or functionality to a product or service without customer request or formal approval.
- GovernanceThe framework, functions, and processes that guide project management activities to create value and meet organizational objectives.
I
- Independent EstimatesCost estimates developed by an outside party to compare with seller proposals and ensure reasonableness.
- Influence/Impact GridA stakeholder classification model grouping stakeholders based on their active involvement and ability to effect project outcomes.
- Information DistributionThe process of making relevant information available to project stakeholders in a timely manner.
- InspectionA formal examination of a work product to determine whether it conforms to documented standards.
- Integrated Change ControlThe process of reviewing all change requests; approving changes and managing changes to deliverables, organizational process assets, project documents, and the project management plan.
- Issue LogA project document used to track and manage issues that need to be resolved for the project to proceed successfully.
L
- LagThe amount of time a successor activity will be delayed with respect to a predecessor activity.
- Late Finish (LF)The latest possible point in time when the uncompleted portions of a schedule activity can finish without delaying the project finish date.
- Late Start (LS)The latest possible point in time when the uncompleted portions of a schedule activity can start without delaying the project finish date.
- LeadThe amount of time a successor activity can be advanced with respect to a predecessor activity.
- Lessons LearnedThe knowledge gained during a project which shows how project events were addressed or should be addressed in the future.
- Lessons Learned RegisterA project document used to record knowledge gained during a project so that it can be used in the current project and entered into the lessons learned repository.
M
- Make-or-Buy AnalysisA technique used to determine whether work or deliverables can best be accomplished by the project team or should be purchased from outside sources.
- Management ReserveAn amount of the project budget or project schedule held outside of the performance measurement baseline for management control purposes.
- Meeting ManagementThe process of planning, running, and following up on meetings to ensure they are productive and achieve their objectives.
- MilestoneA significant point or event in a project, program, or portfolio.
- Milestone ListA document identifying all project milestones and indicating whether they are mandatory or optional.
- Monte Carlo SimulationAn analysis technique where a computer model is iterated many times to calculate a distribution of possible results.
N
- NegotiationA process of discussion and give-and-take among parties to reach a mutually acceptable agreement.
- Network PathA series of connected activities in a project schedule network diagram.
- NetworkingThe process of interacting with others to exchange information and develop professional or social contacts.
P
- Parametric EstimatingAn estimating technique that uses a statistical relationship between historical data and other variables to calculate an estimate.
- Pareto ChartA histogram, ordered by frequency of occurrence, that shows how many results were generated by type or category of identified cause.
- Performance ReportingThe process of collecting and distributing performance information, including status reports and forecasts.
- Phase GateA review at the end of a phase to determine whether the project should proceed to the next phase.
- Planned Value (PV)The authorized budget assigned to scheduled work to be accomplished for a schedule activity or work breakdown structure component.
- Political AwarenessThe understanding of the power dynamics and political environment within and around the project.
- PortfolioProjects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives.
- Power/Interest GridA classification model used for grouping stakeholders based on their level of authority and their level of concern regarding project outcomes.
- Precedence Diagramming Method (PDM)A technique used for constructing a schedule model in which activities are represented by nodes and graphically linked by one or more logical relationships.
- Prevention CostThe cost of activities specifically designed to prevent poor quality in products or services.
- Preventive ActionAn intentional activity that ensures the future performance of the project work is aligned with the project management plan.
- Probability and Impact MatrixA grid for mapping the probability of each risk occurrence and its impact on project objectives if it does occur.
- Procurement AuditsA structured review of the procurement process from planning through administering the contract.
- Procurement Management PlanA component of the project management plan that describes how a project team will acquire goods and services from outside the performing organization.
- Product AnalysisA method for translating high-level product descriptions into tangible deliverable requirements.
- Product ScopeThe features and functions that characterize a product, service, or result.
- ProgramA group of related projects, subsidiary programs, and program activities managed in a coordinated way to obtain benefits not available from managing them individually.
- Progressive ElaborationThe iterative process of increasing the level of detail in a project management plan as greater amounts of information and more accurate estimates become available.
- ProjectA temporary endeavor undertaken to create a unique product, service, or result.
- Project CharterA document issued by the project sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.
- Project ClosureThe process of finalizing all activities across the project to formally close the project or phase.
- Project Life CycleThe series of phases that a project passes through from its initiation to its closure.
- Project Management Office (PMO)An organizational structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques.
- Project Management PlanThe document that describes how the project will be executed, monitored and controlled, and closed.
- Project Manager (PM)The person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.
- Project Organization ChartA graphical representation of the project team members and their reporting relationships.
- Project ReportsFormal records that provide information on project status, progress, and performance to stakeholders.
- Project ScopeThe work performed to deliver a product, service, or result with the specified features and functions.
- Project SelectionThe process of evaluating and choosing among alternative projects to allocate limited organizational resources.
- Project SponsorA senior manager serving as the formal advocate for a project and providing funding, direction, and decision authority.
- Proposal Evaluation TechniquesA set of approaches used to rate or score seller proposals against predefined criteria.
Q
- Quality AuditA structured, independent review to determine whether project activities comply with organizational and project policies, processes, and procedures.
- Quality Management PlanA component of the project management plan that describes how applicable policies, procedures, and guidelines will be implemented to achieve the quality objectives.
- Quality PolicyThe organization's stated intentions and direction regarding quality as formally expressed by top management.
R
- Recognition and RewardsProcesses to recognize and reward desirable behavior and performance throughout the project life cycle.
- Requirements Traceability MatrixA grid that links product requirements from their origin to the deliverables that satisfy them.
- Resource Breakdown Structure (RBS)A hierarchical representation of resources by category and type used to categorize resources needed for a project.
- Resource LevelingA resource optimization technique in which adjustments are made to the project schedule to optimize the allocation of resources.
- Resource Management PlanA component of the project management plan that describes how project resources will be categorized, allocated, managed, and released.
- Resource RequirementsThe types and quantities of resources required for each work package or activity.
- Responsibility Assignment Matrix (RAM)A grid that shows the project resources assigned to each work package. RACI chart is a common type.
- Risk AppetiteThe degree of uncertainty an organization or individual is willing to accept in anticipation of a reward.
- Risk Breakdown Structure (RBS)A hierarchical representation of potential sources of risks, categorized by risk category.
- Risk CategorizationThe process of grouping risks by common characteristics such as source, impact area, or response strategy.
- Risk ImpactThe effect on project objectives if a risk event occurs, which can be positive or negative.
- Risk Management PlanA component of the project management plan that describes how risk management activities will be structured and performed.
- Risk OwnerThe person responsible for monitoring a specific risk and selecting and implementing an appropriate risk response strategy.
- Risk ProbabilityThe likelihood that a specific risk event will occur.
- Risk RegisterA repository in which outputs of risk management processes are recorded.
- Risk Response StrategyThe approach that will be used to address an overall or individual project risk, such as avoid, transfer, mitigate, accept, exploit, share, enhance, or escalate.
- Rolling Wave PlanningAn iterative planning technique in which the work to be accomplished in the near term is planned in detail.
S
- Salience ModelA classification model used to identify stakeholders based on their power, urgency, and legitimacy.
- Schedule Performance Index (SPI)A measure of schedule efficiency expressed as the ratio of earned value to planned value.
- Schedule Variance (SV)A measure of schedule performance expressed as the difference between the earned value and the planned value.
- Scope BaselineThe approved version of a scope statement, work breakdown structure (WBS), and its associated WBS dictionary.
- Scope CreepThe uncontrolled expansion to product or project scope without adjustments to time, cost, and resources.
- Scope StatementA narrative description of the project scope, major deliverables, assumptions, and constraints.
- Source Selection CriteriaA set of attributes desired by the buyer and used to rate or score seller proposals.
- Stakeholder AnalysisA technique of systematically gathering and analyzing quantitative and qualitative information to determine whose interests should be taken into account.
- Stakeholder CubeA three-dimensional model that combines multiple stakeholder classification methods into a single representation.
- Stakeholder Engagement Assessment MatrixA matrix that compares current and desired stakeholder engagement levels to identify gaps and guide engagement strategies.
- Stakeholder Engagement PlanA component of the project management plan that identifies the strategies and actions required to promote productive involvement of stakeholders.
- Stakeholder RegisterA project document including the identification, assessment, and classification of project stakeholders.
- Statement of Work (SOW)A narrative description of products, services, or results to be delivered by the project.
- Statistical SamplingThe selection of a subset from a population to estimate characteristics of the whole population.
T
- Team CharterA document that establishes the team values, agreements, and operating guidelines for the team.
- Team Performance AssessmentsEvaluations of the project team's effectiveness as a team and the performance of individual team members.
- TestingAn organized and constructed investigation conducted to provide objective information about the quality of a product.
- Three-Point EstimatingA technique used to estimate cost or duration by applying an average or weighted average of optimistic, pessimistic, and most likely estimates.
- Time and Material ContractA type of contract that is a hybrid arrangement containing aspects of both cost-reimbursable and fixed-price contracts.
- To-Complete Performance Index (TCPI)A measure of the cost performance that must be achieved with the remaining resources in order to meet a specified management goal.
- Total FloatThe amount of time that a schedule activity can be delayed from its early start date without delaying the project finish date or violating a schedule constraint.
- TrainingActivities designed to enhance the competencies of team members and stakeholders.
V
- Validate ScopeThe process of formalizing acceptance of the completed project deliverables.
- Variance at Completion (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.
- Verified DeliverableA project deliverable that has been checked and confirmed for correctness through the Control Quality process.
- Virtual TeamA group of people with a shared goal who fulfill their roles with little or no time spent meeting face to face.
W
- WBS DictionaryA document that provides detailed deliverable, activity, and scheduling information about each component in the work breakdown structure.
- Work Breakdown Structure (WBS)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.