Glossary - 'R'

• Receiver Part of the communications model: the recipient of the message.
• Referent power Power that is present when the project team is attracted to, or wants to work on the project with, the project manager. Referent power also exists when the project manager references another more powerful person, such as the CEO.
• Request for proposal A document from the buyer to the seller that asks the seller to provide a proposal for completing the procured work or for providing the procured product.
• Request for quote A document from the buyer to the seller asking the seller to provide a price for the procured product or service.
• Residual risks Risks that are left over after mitigation, transference, and avoidance. These are generally accepted risks. Management may elect to add contingency costs and time to account for the residual risks within the project.
• Resource calendar The resource calendar shows when resources, such as project team members, consultants, and SMEs, are available to work on the project. It takes into account vacations, other commitments within the organization, restrictions on contracted work, overtime issues, and so on.
• Resource histogram A bar chart reflecting when individual employees, groups, or communities are involved in a project. Often used by management to see when employees are most or least active in a project.
• Resource leveling heuristics A method to flatten the schedule when resources are overallocated or allocated unevenly. Resource leveling can be applied in different methods to accomplish different goals. One of the most common methods is to ensure that workers are not overextended on activities.
• Responsibility Who decides what in a project.
• Return on investment (ROI) The project’s financial return in proportion to the amount of monies invested in the project.
• Reward power The project manager’s authority to reward the project team.
• Risk An unplanned event that can have a positive or negative influence on the project success.
• Risk categories These help organize, rank, and isolate risks within the project.
• Risk database A database of recognized risks; the planned response and the outcome of the risk should be documented and recorded in an organization-wide risk database. The risk database can serve other project managers as historical information. Over time, the risk database can become a Risk Lessons Learned program.
• Risk management plan A subsidiary project plan for determining how risks will be identified, how quantitative and qualitative analysis will be completed, how risk response planning will happen, how risks will be monitored, and how ongoing risk management activities will occur throughout the project life cycle.
• Risk owners The individuals or groups responsible for a risk response.
• Role Who does what in a project.

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References:

• PMP Exam Prep, Fifth Edition: Rita's Course in a Book for Passing the PMP Exam by Rita Mulcahy.
  
• PMP Project Management Professional Study Guide, Second Edition by Joseph Phillips.
  
• PMP: Project Management Professional Study Guide, 3rd Edition by Kim Heldman.