S

scales of probability and impact

Each risk is assessed according to its likelihood and its impact. There are two approaches to ranking risks: Cardinal scales identify the probability and impact by a numerical value, ranging from .01 as very low to 1.0 as certain. Ordinal scales identify and rank the risks from very high to very unlikely .

Schedule Management Plan

A subsidiary plan within the overall project plan. It is used to control changes to the schedule. A formal Schedule Management Plan has procedures that control how changes to the project plan can be proposed, accounted for, and then implemented.

Schedule Performance Index (SPI)

This index reveals the efficiency of work. The closer the quotient is to 1, the better: SPI = EV/PV

schedule variance

The difference between the planned work and the earned work.

scope creep

A process that happens when a project manager allows small changes to enter into the project scope. Eventually, the scope of the project swells to include more deliverables than the project budget or team is able to deal with.

scope statement

A document that describes the work, and only the required work, to meet the project objectives. The scope statement establishes a common vision among the project stakeholders to establish the point and purpose of the project work. It is used as a baseline against which all future project decisions are made to determine if proposed changes or work results are aligned with expectations.

scope verification

The process of the project customer accepting the project deliverables. Scope verification happens at the end of each project phase and at the end of the project. Scope verification is the process of ensuring the deliverables the project creates are in alignment with the project scope.

secondary risks

Risks that stem from risk responses. For example, the response of transference may call for hiring a third party to manage an identified risk. A secondary risk caused by the solution is the failure of the third party to complete its assignment as scheduled. Secondary risks must be identified, analyzed , and planned for just as any identified risk.

semiflexible constraints

Semiflexible constraints do have a date value associated with them, but require that the task begin or end by the specified date. Use these constraints sparingly.

sender

Part of the communications model. The sender is the person or group sending the message to the receiver.

should cost estimates

These estimates are created by the performing organization to predict what the cost of the procured product should be. If there is a significant difference between what the organization has predicted and what the sellers have proposed, either the Statement of Work was inadequate or the sellers have misunderstood the requirements. Should cost estimates are also known as independent estimates.

simulation

This exercise allows the project team to play what-if games without affecting any areas of production.

single source

A specific seller that the performing organization prefers to contract with.

smoothing

A conflict resolution method that smoothes out the conflict by minimizing the perceived size of the problem. It is a temporary solution, but it can calm team relations and temper boisterous discussions. Smoothing may be acceptable when time is of the essence or any of the proposed solutions would work.

soft logic

The preferred order of activities. Project managers should use these relationships at their discretion and document the logic behind making soft logic decisions. Discretionary dependencies allow activities to happen in a preferred order because of best practices, conditions unique to the project work, or external events. Soft logic is also known as discretionary dependency.

stakeholders

The individuals, groups, and communities that have a vested interest in the outcome of a project. Examples include the project manager, the project team, the project sponsor, customers, clients , vendors , and communities.

standard costs

Your budget department may have preassigned standard costs for labor to do certain tasks like programming lines of code, installing hardware, or adding new servers. This preassignment of values helps you estimate labor costs of a project easily and without having to justify each labor expense as a line item.

STAR method

One of the best interview methods , especially when dealing with potential integrators, is the STAR methodology. STAR means Situation, Task, Action, Result.

Start No Earlier Than (SNET) constraints

When you specify a task as having the SNET constraint, you are assigning a task to start on or after a specific date. This constraint is semiflexible.

Start No Later Than (SNLT) constraints

This semiflexible constraint requires that a task begin by a specific date at the latest.

start-to-finish (SF) tasks

These rare tasks require that the predecessor doesn t begin until the successor finishes. This relationship could be used with accounting incidents. For example, the predecessor task is to physically count all of the network jacks that have been installed ”once they have been installed.

start-to-start (SS) tasks

These tasks are usually closely related in nature and should be started but not necessarily completed at the same time. An example is planning for the physical implementation of a network and determining each network s IP addressing configurations. Each are closely related and should be done in tandem.

Statement of Work (SOW)

This fully describes the work to be completed, the product to be supplied, or both. The SOW becomes part of the contract between the buyer and the seller. The SOW is typically created as part of the procurement planning process and is used by the seller to determine whether it can meet the project s requirements.

statistical sampling

A process of choosing a percentage of results at random for inspection. Statistical sampling can reduce the costs of quality control.

status reports

These reports provide current information on the project cost, budget, scope, and other relevant information.

status review meetings

Regularly scheduled meetings to record the status of the project work. These commonly employed meetings provide a formal avenue for the project manager to query the team on the status of its work, record delays and slippage, and to forecast what work is about to begin.

subteams

Project teams in a geographically diverse project. Each team on the project in each site is called a subteam.

system or process flowcharts

These show the relation between components and how the overall process works. They are useful for identifying risks between system components .