Capm All In One - Chapter 2 Key Terms

Front 1

Balanced matrix structure

Back 1

An organization where organizational resources are pooled into one project team, but the functional managers and the project managers share the project power.

Front 2

Composite structure

Back 2

An organization that creates a blend of the functinal, matrix, and projectized structures.

Front 3

Customer/user

Back 3

The person(s) who will pay for and use the project's deliveralbes.

Front 4

Deliverable

Back 4

A verifiable, measurable product or service created by a phase and//or a project.

Front 5

Functional strucutre

Back 5

An organization that is divided inot functions, and each employee has one clear functional manager. Each department acts independently of the other departments. A project manager in this structure has little to no power and may be called a project coordinator.

Front 6

Influencers

Back 6

Persons who can positively or negatively influence a project's ongoing activities and/or the project's likelihood of success.

Front 7

Kill point

Back 7

The review of a phase to determine if it accomplished its requirements. A kill point signals an opportunity to kill the project if it should not continue.

Front 8

Negative stakeholder

Back 8

A stakeholder who does not want a project to succeed. He or she may try to negatively inluence the project and help it fail.

Front 9

Perfoming organization

Back 9

The organiziation whose employees or members are most directly involved in the project work.

Front 10

Phase

Back 10

The logical division of a project based on the work or deliverable completed within that phase. Common examples include the phases within construction, software development, or manufacturing.

Front 11

Phase exit

Back 11

The review of a phase to determine if it accomplished its requirements.

Front 12

Phase gate

Back 12

The review of a phase to determine if it accomplished its requirements.

Front 13

Phase-end review

Back 13

The review of a phase to determine if it accomplished its requirements. A phse-end review is also called a phase exit, a phase gate, and a kill point.

Front 14

Positive stakeholder

Back 14

A stakeholder who wants a project to exist and succeed. He or she may try to positively influence the project and helpit succeed.

Front 15

Product life cycle

Back 15

The life cycle of the product a project creates. For example, a project can create a piece of software; the software then has its own life cycle until it becomes defunct.

Front 16

Project life cycle

Back 16

The collection of phases from the start of a project ot its completion.

Front 17

Project management office (PMO)

Back 17

A business unit that centralizes the ooperations and procedures of all projects within the organization. The PMO supports the project manager through software, templates, and administrative support. A PMO can exist in any organizational structure, but it is most common in matrix and projectized structures.

Front 18

Project management system

Back 18

The defined set of rules, policies, and procedures that a project manager follows and utilizes to complete the project.

Front 19

Project stakeholder

Back 19

Anyone who has a vested interest in a project's operation and/or its outcome.

Front 20

Projectized structure

Back 20

An organization that assigns a project team to one project for the duration of the project life cycle. The project manager has high-to-almost-complete project power.

Front 21

Strong matrix structure

Back 21

An organization where organizational resources are pooled into one project team, but the functional managers have less project power than the project manager.

Front 22

Weak matrix structure

Back 22

An organization where organizational resources are pooled into one project team, but the functional managers have more project power than the project manager.