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42 Cards in this Set

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Backlog
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.
Balanced Matrix Organization
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.
Colocation
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.
Composite Organization
A form of organizational structure that combines any or all of the characteristics of functional, weak matrix, balanced, strong matrix, or projectized organizations.
Criteria
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.
Emotional Intelligence
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.
Enterprise Environmental Factors
Conditions, not under the immediate control of the team, that influence, constrain, or direct the project, program, or portfolio.
Functional Manager
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.
Functional Organization
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.
Guideline
An official recommendation or advice that indicates policies, standards, or procedures for how something should be accomplished.
Incremental life Cycle
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.
Iterative (or Incremental) Life Cycle
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.
Project Life Cycle
The series of phases that a project passes through from its initiation to its closure.
Material
The aggregate of things used by an organization in any undertaking, such as equipment, apparatus, tools, machinery, gear, material, and supplies.
Matrix Organization
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.
Milestone
A significant point or event in a project, program, or portfolio.
Organizational Process Assets
Plans, processes, policies, procedures, and knowledge bases that are specific to and used by the performing organization.
Organizational Project Management Maturity
The level of an organization's ability to deliver the desired strategic outcomes in a predictable, controllable, and reliable manner.
Portfolio
Projects, programs, subportfolios, and operations managed as a group to achieve strategic objectives.
Portfolio Management
The centralized management of one or more portfolios to achieve strategic objectives.
Predictive Life Cycle
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.
Product life Cycle
The series of phases that represent the evolution of a product, from concept through delivery, growth, maturity, and to retirement.
Program
A group of related projects, subprograms, and program activities managed in a coordinated way to obtain benefits not available from managing them individually.
Program Management
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.
Project
A temporary endeavor undertaken to create a unique product, service, or result.
Project Governance
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.
Project Management Office (PMO)
An organizational structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques.
Project Management Team
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.
Project Manager (PM)
The person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.
Project Phase
A collection of logically related project activities that culminates in the completion of one or more deliverables.
Project Team
A set of individuals who support the project manager in performing the work of the project to achieve its objectives.
Project Team Directory
A documented list of project team members, their project roles, and communication information.
Projectized Organization
A project focused organizational structure where the project manager has final authority over the project to make project decisions, priorities, acquire and assign resources.
Rolling Wave Planning
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.
Sponsor
A person or group who provides resources and support for the project, program, or portfolio and is accountable for enabling success.
Sponsoring Organization
The entity responsible for providing the project's sponsor and a conduit for project funding or other project resources.
Stakeholder
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.
Strong Matrix Organization
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.
Subproject
A smaller portion of the overall project created when a project is subdivided into more manageable components or pieces.
Project Team Members
A set of individuals who support the project manager in performing the work of the project to achieve its objectives.
Weak Matrix Organization
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.
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