Capm-Unit 1 Terminology

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Authority

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The agreement to be able to assign project resources, make project decisions, and spend project funding.

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Administrative Closure

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The process of accumulating, finishing, and interpreting information to achieve completion of a phase or project.

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Approved Change Request (Output/Input)

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A request for a change on a project that has been approved via formal or informal change request.

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Assumption

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An educated, logical guess about a variable when its details are unknown on a project or program.

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Assumption Analysis

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A technique to determine if the project assumptions are accurate, consistent, and complete, and if not, the resultant risks to the project.

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Benefit Measurement Model

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This model takes into consideration: Comparative approach; scoring models; Benefit contribution; Economic model.

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Change Control

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The formal or informal process of reviewing changes associated with a project; will result in approval or rejection of changes.

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Change Control Board (CCB)

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A group of people formally recognized to approve or reject changes on a project.

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Change Control System

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A documented, formal process that manages changes associated with the project.

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Change Management Plan

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A plan that defines the project change management process.

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Close Project or Phase

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The process of finalizing all project activities to formally complete a project or phase.

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Closing Processes

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Activities during which formal acceptance and completion procedures are attained from either a phase or the project itself.

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Co-location

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A team-building technique in which team members are located together or as close to each other as possible.

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Configuration Management

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A process which verifies that the products of the project are complete and accurate.

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Configuration Management Plan

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A plan that defines the process for controlling change to configureable items that require formal change control.

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Configuration Management System

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A subsystem of the project management system that is used to ensure that the project creates what is intended from the details of the project management plan.

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Control

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Analyze variances between actual performance and planned performance to effect improvements.

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Corrective Actions

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Actions on a project that will correct a component of the project that is out of alignment with the baseline.

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Criteria

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Standards to which project variables are compared for acceptability.

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Customer

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The individual, group, or company that will own the work of the project when it is complete.

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Develop Project Charter

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The process of developing the project charter.

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Develop Project Management Plan

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The process of documenting the required actions to prepare and integrate the various management plans for the project.

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Direct and Manage Project Execution

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The process of performing the work defined in the project management plan.

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Enterprise

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A company, business, or other formal structure that encompasses a business function.

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Enterprise Environmental Factors (Output/Input)

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Any internal or external organization variables that can influence the project success Examples: company culture, the business market, technology, and personnel

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Executing Processes

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The coordination of personnel and additional resources to implement the project managment plan and create the deliverables of the project.

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Formal Acceptance

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Attaining signature for a piece of the project or the complete project, where the signature represents completion or closure of the project or the piece of the project.

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Functional Manager

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A manager of a department or unit in a functional organization.

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Functional Organizational Structure

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A structure within a company where people are grouped by similar skill set (e.g. accounting, marketing, engineering)

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Goods

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Projects that have been created and are available for purchase.

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Historical Information

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Information from previous projects that can be used to learn from success and failure.

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Influencer

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A person or organizaiton that is not necessarily directly related to the project but can influence the project in either a good or bad way.

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Initiating Processes

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The beginning processes in a project, which occur prior to Planning.

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Initiation

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Commitment from the sponsor and organization to start a project or to continure it to the next phase.

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Initiator

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An organization or individual authorized and capable of starting a project.

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Kickoff Meeting

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A meeting held to officially start the project.

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Kill Point

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

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Lessons Learned

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A process, meeting, or questionnaire (possible all) to discuss what worked and didn't work on the project, with the purpose of not repeating what didn't work and maximizing what did work correctly.

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Lessons Learned Knowledge Base

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A collection of historical information about previous projects.

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Log

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A document which tracks items that occur during a project.

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Management by Projects

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Performing day-to-day operations by a project management approach.

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Matrix Organizational Structure

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A structure within a company where people are organized by (and report to) a combination of Project and Functional Managers.

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Methodology

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A set of procedures used in project management.

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Monitor and Control Project Work

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The process of managing and controlling the Initiating, Planning, Executing, and Closing pieces of a project in accordance with the project management plan.

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Monitoring and Controlling Processes

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Actions to make sure the project objectives are completely successfully.

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Operations

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The dat-to-day repeatable activities that a company performs.

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Organization

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A group of people formed for the purpose of performing work within a company or enterprise.

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Organizational Process Assets (Output/Input)

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The various process-related assets from the organizations involved in the project work; can include templates, documentation, methods and procedures, and policies.

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Payback Period

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The amount of time needed to recover the investment in a project.

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Perform Integrated Change Control

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Apply the change control process as it relates to all project Knowledge Areas.

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Performing Organization

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The entity whose personnel are most directly involved in performing the work of the project.

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Planning Processes

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The processes required to develop the activities to attain an objective.

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Portfolio

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A gropu of programs or projects related and managed in a coordinated way to achieve specific strategic business goals.

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Portfolio Management (Technique)

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Managing various portfolios that include the projects and programs of which they consist; can include prioritization, authorization, and management.

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Product Life Cycle

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The generally sequential phases of a product.

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Program

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A group of related projects that are managed to obtain synergistic benefits and control.

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Program Management

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The management of projects in a coordinated way to achieve better results than if managed separately.

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Progressive Elaboration (Technique)

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The process of beginning a project and, as more information is discovered, adjusting the plan to reflect the information and progress.

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Project

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A temporary undertaking to create a unique product, service, or result.

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Project Archives

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A set of records that correctly describe and document the history of the project.

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Project Initiation

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The process that can result in the authorization of a project.

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Project Integration Management

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The processes used to manage all Knowledge Areas across the project life cycle; can include plan creation, execution, and change control.

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Project Life Cycle

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The process of completing work on a project. It is not the project management of the work, but rather the work processw such as the building process of creating a house. This life cycle typically coexists with the project management life cycle.

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Project Management

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An approach to meeting project objectives by utilizing defined methodology which included knowldge, skills, tools, and techniques.

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Project Management Bocy of Knowledge

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The knowledge within the profession of project management.

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Project Management Information System (PMIS)

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An information system which includes the tools and techniques used to support a project from interception through closure.

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Project Management Knowledge Area

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The nine project management knowldege areas are integreation, scope, time, cost, quality, human resources, communication, risk, and procurement.

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Project Management Office

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The central group of project management at a company; can be a centralized gropu of Project Managers or the office that standardizes policy or procedures.

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Project Management Plan

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(Formally called the project plan). A formal comprehensive document that describes how the plan of the project will be implemented and monitored; can include various management plans (from Knowldege Areas) and documents such as the work breakdown structure (WBS), project scope statement, and organizational chart.

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Project Managemetn Process Groups

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The group of processes that complete a project (Initiating, Planning, Executing, Monitoring and Controlling, and Closing.

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Project Management System

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The elements needed to manage a project: processes, tools, methods, etc.

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Project Manager (PM)

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The person responsible for ensureing the project objectives are met.

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Project or Program Charter

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The foundational document which states the main details of the project or program; typically includes the following: Scope of the project or program, any constraints and assumptions including time and cost goals, why the project or program is being done, description of project or program manager authority.

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Project Phase

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A group of project activities making up a piece of the project that interrelates with other pieces to make up the project.

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Projectized Organization

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An organization which authorizes the project manager to assign resources to the project, to establish priorityes, and to direct the work of the project.

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Regulation

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A requirement developed by a government organization.

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Requested Change

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A formal request for a change to the project that is submitted for approval via the Perform Integrated Chage Control process.

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Return on Investment

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The amount of income from a investment; income divided by the investment.

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Role

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A specific function performed by a memeber of a project team with defined behaviors and activities.

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Service

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Work performed without resulting in a physical product.

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Skill

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The capability to execute project-related activities based on individual subject matter, expertise, and abilities.

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Sponsor

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Person or group who provides the financial resources for the project.

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Stakeholder

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Peronsl or entity whose interests are positively or negatively affected by the project, or whose influence can positively or negatively affect the project.

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Stakeholder Analysis

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The process of discoveing key needs, names, positions, focus, and influences on the project of all stakeholders.

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Standard

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An established norm or requirement.

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Statement of Work (SOW)

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A description of services, prodeucts, and work results to be accomplished on a project or other initiative.

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Strategic Planning

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Long-term planning by a company (usually three to five years in the future).

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Subphase

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A division of a phase or a project.

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Subproject

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A smaller piece of the project, as a result of decomposition; is usally created as a result of creating the work breakdown structure.

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System

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An integreated set of pieces used to achieve a specific project goal; could be an actual process or management process, or some mix of both approaches.

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Technical Performance Measurement (Technique)

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A measurement approach that compares what was technically created in the project compared to what the project management plan sows should have been created.

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Technique

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A procedure executed by a resource to complete activiteis on the project.

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Template

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A partially filled-out document that can serve as a shell for completion of project documents.

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Tight Matrix

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A phrase that describes a war room or close environment for the team; can also be used as a noise answer on organizational-related questions.

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Tool

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An item such as the template of a computer application used in a project to hlep complete project work.

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Trend Analysis (Technique)

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An approach that attempts to forecast future results based on historical information.

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Variance Analysis (Technique)

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An approach that measusres the variance associated with the scope, time, or cost of the project.

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Virtual Team

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A group of people with similar goals who form a team but spend little (if any) time together.

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Voice of the Customer (VOC)

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A Planning Process that considers the requirements the customer really needs when technical requirements are created.

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War Room

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A room shared by project personnel that can be used for planning and meetings, and display charts, graphs, and various other project information.

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Weighted Scoring Model

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A project-selection technique in which criteria are devined and a weight given to it. Each project is then measured on the sum of each of those components and selections made from the result.

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Work Authorization

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A technique hich ensures that the righ work is done at the right time in the right order.

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Work Authorization System

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A system in the project management approach that allows the right work to begin at the right time (or sequence) by the right people; can be something as informal as Project Manager approval to something as formal as documented predecessors and signoff before work can begin,