PMP Framework Terms to know

Project Expediter

acts primarily as a staff assistant and communications coordinator and cannot personally make or enforce decisions.

Constraint

A limiting factor that affects the execution of a project, program, portfolio, or process.

Project Management Process Group

A logical grouping of project management inputs, tools and techniques, and outputs. That include: initiating processes, planning processes, executing processes, monitoring and controlling processes, and closing processes. These groups are not project phases.

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.

Projectized Organization.

An organizational structure in which the project manager has full authority to assign priorities, apply resources, and direct the work of persons assigned to the project

Matrix Organization

An 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. Their are three types Balanced, Weak and Strong.

Project Management Office

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

Objective

Something toward which work is to be directed, a strategic position to be attained, a purpose to be achieved, a result to be obtained, a product to be produced, or a service to be performed.

Project Management System

The aggregation of the processes, tools, techniques, methodologies, resources, and procedures to manage a project.

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

The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.

Lessons Learned

The knowledge gained during a project which shows how project events were addressed or should be addressed in the future with the purpose of improving future performance.

Project Management Staff

The members of the project team who perform project management activities such as schedule, communications, risk management, etc.

Project Coordinator

acts primarily as a staff assistant and communications coordinator; has some power to make decisions, a limited amount of authority, and reports to a higher-level manager.

Portfolio

A group of programs and individual projects that may or may not be related to each other and are implemented to achieve a specific strategic business goal.

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

Project Team

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

Project

A temporary endeavor with a beginning and an end that creates a unique product, service, or result.

Project Management Knowledge Area

An identified area of project management defined by its knowledge requirements and described in terms of its component processes, practices, inputs, outputs, tools, and techniques.

Program

Grouping of related projects so an organization can coordinate and manage those projects to help achieve decreased risk, economies of scale, and improved resource allocation.

OPM3

PMI's organizational project management maturity model designed to help organizations determine their level of maturity in project management.

Project Life Cycle

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

Product Life Cycle

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

Management by Objectives

Three step management philosophy of: One - Establish unambiguous and realistic objectives. Two - Periodically evaluate whether objectives are being met. Three - Implement corrective action

Stakeholder Management Plan

a subsidiary plan of the project management plan that defines the processes, procedures, tools, and techniques to effectively engage stakeholders in project decisions and execution based on the analysis of their needs, interests, and potential impact.