Budgeted Cost of Work Scheduled (BCWS): This term has been replaced with the term (来源：英语学习门户 http://www.EnglishCN.com)

planned value.

Buffer: See reserve.

--------------------------------------------------------------------------------

C

Calendar Unit: The smallest unit of time used in scheduling the project. Calendar units are generally in hours, days, or weeks, but can also be in shifts or even in minutes. Used primarilyin relation to project management software.

Change Control Beard (CCB): A formally constituted group of stakeholders responsible for approving or rejecting changes to the project baselines.

Chart of Accounts: Any numbering System used to monitor project costs by category (e.g., labor, supplies, materials, and equipment). The project chart of accounts is usually based upon the corporate chart of accounts of the primary performing organization. See also code of accounts.

Charter: See project charter.

Checklist: A listing of many possible risks that might occur on a project. It is used as a tool in the risk identification process. Checklists are comprehensive, listing several types of risk that have been encountered on prior projects.

Code of Accounts: Any numbering system used to uniquely identify each element of the work breakdown structure. See also chart of accounts.  

Communications Planning: Determining the information and communications needs of the project stakeholders: who needs what information, when they will need it, and how it will be given to them.

Component: A constituent part, an element.

Constraint: Applicable restriction that will affect the performance of the project. Any factor that affects when an activity can be scheduled.

Contingencies: See reserve and contingency planning.

Contingency Allowance: See reserve.

Contingency Planning: The development of a management plan that identifies alternative strategies to be used to ensure project success if specified risk events occur.

Contingency Reserve: The amount of money or time needed above the estimate to reduce the risk of overruns of project objectives to a level acceptable to the organization.

Contract: A contract is a mutually binding agreement that obligates the seller to provide the specified product and obligates the buyer to pay for it Contracts generally fall into one of three broad categories:

Fixed-price or lump-sum contracts--this category of contract involves a fixed total price for a well-defined product. Fixed-price contracts may also include incentives for meeting or exceeding selected project objectives, such as schedule targets.

Cost-reimbursable contract--this category of contract involves payment (reimbursement) to the contractor for its actual costs. Costs are usually classified as direct costs (costs incurred directly by the project, such as wages for members of the project team) and indirect costs (costs allocated to the project by the per-forming organization as a cost of doing business, such as salaries for corporate executives). Indirect costs are usually calculated as a percentage of direct costs. Cost-reimbursable contracts often include incentives for meeting or exceeding selected project objectives, such as schedule targets or total cost.

Time and material contracts--time and material contracts are a hybrid type of contractual arrangement that contain aspects of both cost-reimbursable and fixed-price-type arrangements. Time and material contracts resemble cost-type arrangements in that they are open ended, because the full value of the arrangement is not defined at the time of the award. Thus, time and material contracts can grow in contract value as if they were cost-reimbursable-type arrangements. Conversely, time and material arrangements can also resemble fixed-unit arrangements when, for example, the unit rates are preset by the buyer and seller, as when both par­ties agree on the rates for the category of ~senior engineers."

Contract Administration: Managing the relationship with the seller.

Contract Closeout: Completion and settlement of the contract, including resolution of any open items.

Control: The process of comparing actual performance with planned performance, analyzing variances, evaluating possible alternatives, and taking appropriate corrective action as needed.

Control Account Plan (CAP): Previously called a Cost Account Plan. The CAP is a management control point where the integration of scope and budget and schedule takes place, and where the measurement of performance will happen. CAPs are placed at selected management points of the work breakdown structure.

Control Charts: Control charts are a graphic display of the results, over time and against established control limits, of a process. They are used to determine if the process is ~in control" or in need of adjustment.

Corrective Action: Changes made to bring expected future performance of the project in line with the plan.