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Actual Cost

The total direct and indirect costs incurred in accomplishing work on an activity during a given period.

Budget at Completion

The approved total budget for the project.

constructive charge orders

Oral or written acts or omissions by someone wiith actual or apparent authority that can be constructed to have the same effect as a written change order.

control chart

A graphic display of data that illustrated the results of a process over time.

earned value management

A project performance measurement technique that integrates scope, time, and cost data.

estimate at completion

A forecast of how much the project will cost upon completion.


The graphic displays of the logi and flow of processes that help you analyze how problems occur and how processes can be improved.


The reports that predict future project status and progress based on past information and trends.


A bar graph on distribution of variables.

integrated change control

The process of identifying, evaluating, and managing changes throughout the project's life cycle.


A matter under question or dispute that could impede project success.

Pareto Chart

A histogram that can help you identify and prioritize problem areas.

planned value

That portion of the approved total cost estimate planned to be spent on an activity during a given period.

progress reports

The reports that describe what the project team has accomplished during a certain period.

rate of performance

The percentage of actual work completed divided by the percentage of work planned to have been completed at any given time.

scatter diagram

A diagram that helps show if there is a relationship between two variables.

scope verification

The formal acceptance of the completed project scope by the customer or designated stakeholders.

slipped milestone

A milestone activity that was actually completed later than originally planned.

status reports

The reports that describe where the project stands at a specific point in time.

Tracking Gantt Chart

A Gantt chart that compares planned and actual project schedule information.


The unplanned responses to risk events.

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