Pmbok 5, Ch 2 - Definitions

Front 1

Backlog

Back 1

A listing of product requirements and deliverables to be completed, written as stories, and prioritized by the business to manage and organize the project's work.

Front 2

Balanced Matrix Organization

Back 2

A type of matrix organization where the project manager has low to moderate authority and in most cases is in a full-time role. The project manager has as much control over the budget and resources compared to a functional manager and PMO is generally staffed part-time.

Front 3

Colocation

Back 3

An organizational placement strategy where the project team members are physically located close to one another in order to improve communication, working relationships, and productivity.

Front 4

Composite Organization

Back 4

A form of organizational structure that combines any or all of the characteristics of functional, weak matrix, balanced, strong matrix, or projectized organizations.

Front 5

Criteria

Back 5

Standards, rules, or tests on which a judgment or decision can be based or by which a product, service, result, or process can be evaluated.

Front 6

Emotional Intelligence

Back 6

The capability to identify, assess, and manage the personal emotions of oneself and other people, as well as the collective emotions of groups of people.

Front 7

Enterprise Environmental Factors

Back 7

Conditions, not under the immediate control of the team, that influence, constrain, or direct the project, program, or portfolio.

Front 8

Functional Manager

Back 8

Someone with management authority over an organizational unit within a functional organization. The manager of any group that actually makes a product or performs a service. Sometimes called a line manager.

Front 9

Functional Organization

Back 9

A hierarchical organization where each employee has one clear superior, and staff are grouped by areas of specialization and managed by a person with expertise in that area.

Front 10

Guideline

Back 10

An official recommendation or advice that indicates policies, standards, or procedures for how something should be accomplished.

Front 11

Incremental life Cycle

Back 11

A project life cycle where the project scope is generally determined early in the project life cycle, but time and cost estimates are routinely modified as the project team's understanding of the product increases. Iterations develop the product through a series of repeated cycles, while increments successively add to the functionality of the product.

Front 12

Iterative (or Incremental) Life Cycle

Back 12

A project life cycle where the project scope is generally determined early in the project life cycle, but time and cost estimates are routinely modified as the project team's understanding of the product increases. Iterations develop the product through a series of repeated cycles, while increments successively add to the functionality of the product.

Front 13

Project Life Cycle

Back 13

The series of phases that a project passes through from its initiation to its closure.

Front 14

Material

Back 14

The aggregate of things used by an organization in any undertaking, such as equipment, apparatus, tools, machinery, gear, material, and supplies.

Front 15

Matrix Organization

Back 15

Any organizational structure in which the project manager shares responsibility with the functional managers for assigning priorities and for directing the work of persons assigned to the project.

Front 16

Milestone

Back 16

A significant point or event in a project, program, or portfolio.

Front 17

Organizational Process Assets

Back 17

Plans, processes, policies, procedures, and knowledge bases that are specific to and used by the performing organization.

Front 18

Organizational Project Management Maturity

Back 18

The level of an organization's ability to deliver the desired strategic outcomes in a predictable, controllable, and reliable manner.

Front 19

Portfolio

Back 19

Projects, programs, subportfolios, and operations managed as a group to achieve strategic objectives.

Front 20

Portfolio Management

Back 20

The centralized management of one or more portfolios to achieve strategic objectives.

Front 21

Predictive Life Cycle

Back 21

A form of project life cycle in which the project scope, and the time and cost required to deliver that scope, are determined as early in the life cycle as possible.

Front 22

Product life Cycle

Back 22

The series of phases that represent the evolution of a product, from concept through delivery, growth, maturity, and to retirement.

Front 23

Program

Back 23

A group of related projects, subprograms, and program activities managed in a coordinated way to obtain benefits not available from managing them individually.

Front 24

Program Management

Back 24

The application of knowledge, skills, tools, and techniques to a program to meet the program requirements and to obtain benefits and control not available by managing projects individually.

Front 25

Project

Back 25

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

Front 26

Project Governance

Back 26

The alignment of project objectives with the strategy of the larger organization by the project sponsor and project team. A project's governance is defined by and is required to fit within the larger context of the program or organization sponsoring it, but is separate from organizational governance.

Front 27

Project Management Office (PMO)

Back 27

An organizational structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques.

Front 28

Project Management Team

Back 28

The members of the project team who are directly involved in project management activities. On some smaller projects, the project management team may include virtually all of the project team members.

Front 29

Project Manager (PM)

Back 29

The person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.

Front 30

Project Phase

Back 30

A collection of logically related project activities that culminates in the completion of one or more deliverables.

Front 31

Project Team

Back 31

A set of individuals who support the project manager in performing the work of the project to achieve its objectives.

Front 32

Project Team Directory

Back 32

A documented list of project team members, their project roles, and communication information.

Front 33

Projectized Organization

Back 33

A project focused organizational structure where the project manager has final authority over the project to make project decisions, priorities, acquire and assign resources.

Front 34

Rolling Wave Planning

Back 34

An iterative planning technique in which the work to be accomplished in the near term is planned in detail, while the work in the future is planned at a higher level.

Front 35

Sponsor

Back 35

A person or group who provides resources and support for the project, program, or portfolio and is accountable for enabling success.

Front 36

Sponsoring Organization

Back 36

The entity responsible for providing the project's sponsor and a conduit for project funding or other project resources.

Front 37

Stakeholder

Back 37

An individual, group, or organization who may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project.

Front 38

Strong Matrix Organization

Back 38

A type of matrix organization where the project manager has moderate to high authority and in most cases is in a full-time role. The project manager has more control over the budget and resources compared to a functional manager and PMO is generally staffed full-time.

Front 39

Subproject

Back 39

A smaller portion of the overall project created when a project is subdivided into more manageable components or pieces.

Front 40

Project Team Members

Back 40

A set of individuals who support the project manager in performing the work of the project to achieve its objectives.

Front 41

Weak Matrix Organization

Back 41

A type of matrix organization where the project manager has limited authority and in most cases is in a part-time role. The functional manager has more control over the budget and resources and PMO is generally absent.