Term
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| Project Management Body of Knowledge: encyclopedic book PMI puts out with all the terms and PM practices and shit |
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| Areas of expertise where a project is centered (ex.: IT, health care, etc.) |
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| Certified Associate in Project Management: not quite as knowledgeable as a PMP, but knowledgeable enough to pass an exam. |
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| Cultural and social environment |
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| Defines how a project affects people and vice versa |
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| Product, service, or result created by a project (projects are not limited to one) |
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| General management skillz |
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| Includes: Accounting, procurement, sales, marketing, contracting, manufacturing, logistics, strategic planning, HR management, standards, regulations, and IT. |
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| International and political environment |
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| Considering local and international laws/languages/challenges that affect project progress |
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| ability to interact, lead, motivate, and manage people |
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| triangle with Time, cost, and scope. If any side not in balance, project suffers. AKA Triple Constraints of PM |
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| The physical structure and surroundings that affect a project's work |
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| Collection of related projects working in unison toward a common deliverable |
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| The process of gathering project details in steady, uniform steps. Makes sure all projects, products, and solutions are ID'd. (START BROAD, END UNIQUE) |
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| Short-term endeavor to create a unique product, service, or result. Ends with at least 1 deliverable |
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| The location and culture of the environment where the project resides |
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| Project management institute. Worldwide org which supports PM professionals |
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| Project management office: central office which oversees all projects within an organization or within a functional department. Hooks PM up with templates, software, dispute resolution n' shit |
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| Project Management professional: person who passed the PMP exam duh |
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| Project portfolio management |
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Definition
| selection of projects that support an orgs. vision and mission. Balancing priority, risk, reward, return. |
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| Smaller project managed within a larger, parent project. Often contracted and used to help progress the parent project |
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| AKA the Iron triangle: Time vs. cost. vs. scope |
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| Reasons to undertake projects (5) |
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Definition
| Opportunity(market demand), Organizational needs(cafe menu), Customers(custom shoez), Technology(next gen), Legal Requirements(FHFA) |
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| (what is..) Project Management(4 tasks) |
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Definition
1. Identifying requirements
2. Establishing objectives
3. Managing stakeholders
4. balancing triple constraints + risk and quality |
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| Balanced matrix structure |
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Definition
| Resources are pooled into one project team, but PM and functional managers share project power. |
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| Org. that blends functional, matrix, and projectized structures |
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| Person who will pay for/use the projects deliverable |
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| Verifiable, measurable product or service created by a phase and/or a project |
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| Organizaiton dived into functions (accounting, IT, etc.), each has one clear functional manager. PM has little or no power. |
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| Persons who can positively or negatively influence a project's ongoing activities or likelyhood of success. |
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| Review of a phase to determine whether requirements have been met; and therefore whether the project should continue |
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| A stakeholder who does not want a project to success, and fucks shit up for everyone else |
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| Org whos employees or members are most directly involved in the project work. |
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| Logical division of a project based on the work or deliverable completed |
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| Phase exit/gate/end-review |
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| Review of a phase to determine if it accomplished its requirements |
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| Stakheolder who wants a project to succeed and will work to positively influence it |
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| The life cycle of the product a project creates (ex.: softwares life before new version comes out) |
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| collection of phases from start to completion |
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| project management office: centralizes operations and procedures of all projects. most common in matrix/projectized structures |
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| Project management system |
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| defined set of rules, policies, and procedures a PM follows to handle his biz |
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| anyone who has a vested interest in a project's operation and/or it's outcome |
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| An organization that assigns a project team to one project for the duration of the project life cycle. PM has madddd power |
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| Organizational resources pool to create project teams, but PM's still run the show |
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| organizational resources are pooled, but PMs are a bunch of bitches |
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| Belief that may or may not be true within a project |
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| Documented request to add to or remove from the project scope |
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| Project management process group that contains the activities to close a project |
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| A condition, rule that restricts a PM's options |
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| Brings project work back into alignment with the project plan |
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| The aggregation of the project deliverables and their associated cost |
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| Activity to repair a defect within a project |
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| Plan-Do-Check-Act, logical progression of PM duties |
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| Enterprise environmental factors |
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Definition
| Any external or internal factor that can affect project success |
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Definition
| Provide the activities to carry out the project management plan |
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| Allows a project to be chartered and authorized |
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| PM must hound people to make sure their shit is in line with the project plan and is quality |
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| Manage stakeholder expectations |
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Definition
| Making sure the stakeholders all know what they can realistically expect from the project |
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| Monitoring and controlling process group |
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Definition
| oversees, measures, and tracks project performance |
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| Organizational process assets |
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Definition
| methodology an organization uses + knowledge bases, procedures, lessons learned documentation, etc. |
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| Creates the PM plan to execute, monitor, control and close the project |
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| A risk related action that avoids risk within the project |
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| A set of integrated activities to create a product, result, or service |
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| The calendar that documents when the project work can occur |
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| Defines the project, deliverables, requirements, boundaries, acceptance procedures, and scope control |
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| Document from outside the project and authorizes its existence |
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| The calendar that documents which resources are available when |
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| Central repository of project risks and their attributes |
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| Uncertain event or condition that can have a negative or positive impact on the project |
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| Iterations of planning throughout the project lifecycle |
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| Expected timeline of the project |
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| Sum of the project deliverables, aka WBS |
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| Document defining every identified element of the WBS |
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| Work Breakdown structure: a breakdown of the scope, AKA scope baseline |
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| Immediate response to a negative risk within a project. EX. of a corrective action. |
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| Record of all project assumptions, including the actual outcomes. helps manage risk |
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Definition
| Benefit/cost ratio models (ex. of a benefits comparison model) |
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| Change control boards: Committee that evaluates the worthiness of a proposed change and either approves or rejects the proposed change |
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| Change control system: communicates the process for controlling changes to the project deliverables |
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Definition
| All changes that enter a project are recorded in the change log (details include time, cost, risk, scope) |
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| The plan details project procedures for change requests: how they are managed, documented, approved, etc. |
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| Final process group responsible for closing phase. Documentation here is archived and contracts are closed |
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| Communications management plan |
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Definition
| Defines who will get what information, how they will receive it, and in what modality the communication will take place |
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| Configuration identification |
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Definition
| Labeling of components, how changes are made to the product, accountability of changes |
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| Configuration management plan |
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Definition
| an input to the control scope process, defining how changes to features and functions may enter the project |
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| Configuration management system |
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Definition
| defines how stakeholders are allowed to submit change requests. Also documents the characteristics/functions of a projects product. |
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| Configuration status accounting |
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| Organization of product materials, details, and prior product documentation |
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| Configuration verification and auditing |
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| Ensuring deliverables are aligned with the project plan |
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Term
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| Formal verification of the contract completeness by the vendor and the performing organization |
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| Aggregated costs of all work packages within the WBS |
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Definition
| details how project costs will be planned for, estimated, budgeted, etc. |
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| Enterprise environmental factors |
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Definition
| The culture, structure, standards, regulations, logistics, and other characteristics that influence a projects operations |
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Term
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Definition
| Benefit comparison model for determining the future value of money |
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Term
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Definition
| Defines how project team members will be brought onto the project team, managed, and released. Also training, safety, rewards/recognition |
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| Integrated change control |
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Definition
| process to consider and control the impact of a proposed change on the project's knowledge areas |
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Definition
| documentation of issues and outcomes related to the project |
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