ITM750 CH 1,2,5 GPT SLOP

Project Management

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

Project

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

Operations

Ongoing work performed to sustain a business, distinct from temporary project work.

Triple Constraint

The balance among project scope, time, and cost goals.

Project Success

Achieving scope, time, and cost goals, satisfying stakeholders, and meeting overall objectives.

Project Sponsor

The person or group providing direction and funding for a project.

Stakeholders

Individuals or groups involved in or affected by project activities.

Project Attributes

Characteristics that define a project, such as being unique, temporary, and involving uncertainty.

Program

A group of related projects managed together for coordinated benefits.

Portfolio

A collection of projects and programs managed to achieve strategic objectives.

Project Portfolio Management

Grouping and managing projects as a portfolio to align with business strategy.

Organizational Project Management (OPM)

Integration of portfolio, program, and project management to achieve strategic goals.

Best Practice

An optimal way recognized by industry to achieve a stated goal or objective.

Project Management Knowledge Areas

Ten competencies project managers must master: scope, schedule, cost, quality, resource, communication, risk, procurement, stakeholder, and integration management.

Project Management Tools and Techniques

Tools such as Gantt charts, WBS, and earned value analysis used to manage projects.

Work Breakdown Structure (WBS)

A deliverable-oriented breakdown of project work defining the total scope.

Project Charter

A document formally authorizing a project and outlining objectives, stakeholders, and scope.

Project Constraints

Limitations such as scope, time, cost, quality, resources, and risk.

Progressive Elaboration

Developing a project in steps and continuing by increasing detail.

Project Manager

The person responsible for achieving project objectives.

Project Management Office (PMO)

An organizational unit responsible for standardizing project management processes.

PMI (Project Management Institute)

A global professional association for project managers that provides standards and certifications.

PMBOK Guide

The Project Management Body of Knowledge, a set of standard terminology and guidelines for project management.

Talent Triangle

PMI model representing technical, leadership, and strategic business management skills.

Agile Approach

A flexible, iterative method emphasizing collaboration and responding to change.

Waterfall Model

A predictive life cycle with linear, sequential phases.

Scope Creep

The tendency for project scope to expand beyond initial objectives.

Deliverable

Any unique product, result, or capability produced by a project.

Scope Statement

A detailed document that defines project deliverables and boundaries.

Requirements Traceability Matrix (RTM)

A table linking requirements to their origins and ensuring they are fulfilled.

Scope Management Plan

A document outlining how project scope will be defined, developed, monitored, and controlled.

Requirements Management Plan

Describes how requirements will be analyzed, documented, and managed.

Collecting Requirements

The process of defining and documenting stakeholders’ needs and expectations.

Validating Scope

The process of formalizing acceptance of completed project deliverables.

Controlling Scope

Monitoring the project scope and managing changes to the baseline.

Scope Baseline

The approved project scope statement, WBS, and WBS dictionary.

Decomposition

Dividing project deliverables into smaller, more manageable components.

Work Package

The smallest work element in a WBS where cost and time can be estimated.

WBS Dictionary

A detailed description of each component in the WBS.

Variance

The difference between planned and actual performance.

Functional Structure

An organization where staff are grouped by specialties under functional managers.

Projectized Structure

An organization where project managers have full authority over projects.

Matrix Structure

A hybrid structure where employees report to both functional and project managers.

Organizational Culture

Shared values, beliefs, and assumptions shaping how work gets done.

Member Identity

The degree to which employees identify with the organization rather than their profession.

Risk Tolerance

The degree to which employees are encouraged to take risks.

Reward Criteria

The basis on which rewards are allocated, such as performance or seniority.

Systems Thinking

A holistic view of projects as part of an interconnected system.

Systems Approach

Managing projects through systems philosophy, analysis, and management.

Systems Philosophy

A way of thinking that views things as part of a system.

Systems Analysis

A problem-solving approach used to understand and define system needs.

Systems Management

Balancing business, technological, and organizational issues before making changes.

Three-Sphere Model

A model emphasizing the business, organization, and technology aspects of systems management.

Four Frames of Organizations

Structural, human resources, political, and symbolic perspectives for analyzing organizations.

Top Management Commitment

Senior leadership support essential for project success.

Project Champion

A senior executive who actively supports and promotes a project.

IT Governance

Framework defining authority and control for key IT decisions.

Organizational Standards

Established processes, templates, and tools for consistent project execution.

Life Cycle

The series of phases a project or product goes through from start to finish.

Project Life Cycle

The phases a project passes through from initiation to closure.

Product Life Cycle

The stages a product goes through from development to retirement.

Systems Development Life Cycle (SDLC)

A framework describing phases for developing information systems.

Predictive Life Cycle

A project life cycle where scope, time, and cost are determined early.

Iterative Life Cycle

A cycle where deliverables evolve through repeated cycles.

Incremental Life Cycle

A cycle delivering completed portions of the product in increments.

Adaptive Life Cycle

A flexible cycle used in rapidly changing environments, typical in Agile.

Hybrid Life Cycle

Combines predictive and adaptive approaches.

Phase Gate Review

A management review conducted at the end of each project phase.

Virtual Team

A group working together across geographic or time boundaries using technology.

Globalization

Managing projects across global boundaries and diverse teams.

Outsourcing

Acquiring products or services from an external organization.

Offshoring

Outsourcing work to another country.

Scope Control Goals

Influencing change factors, ensuring proper change control, and managing scope changes.

User Involvement

Active participation of users in project development to ensure success.

Business Analyst

A professional who identifies business needs and recommends solutions.

Benchmarking

Comparing project practices with those of other organizations to identify improvements.

Focus Groups

Meetings with stakeholders to collect opinions on project requirements.

Facilitated Workshops

Structured sessions to define project requirements collaboratively.

Observation Studies

Watching users in their environment to gather requirements.

Mind Mapping

A visual technique for organizing ideas around a central concept.

Analogy Approach

Creating a WBS by reviewing similar previous projects.

Top-Down Approach

Starting with the largest project items and breaking them into smaller components.

Bottom-Up Approach

Identifying detailed tasks first, then grouping them into higher-level categories.

Scope Validation

Formal acceptance of project deliverables by stakeholders.

Scope Creep Prevention

Avoiding uncontrolled expansion of project scope through proper change control.

Change Control Process

Procedures for approving or rejecting scope changes.

Project Boundary

The defined limits of what the project will and will not include.

Constraint

A limiting factor that affects project performance.

Assumption

A factor believed to be true without proof for planning purposes.

Stakeholder Engagement

Actively managing stakeholder expectations and involvement.

IT Project

A project focused on creating or improving information technology systems.

Project Integration Management

Coordinating all aspects of a project to work together.

Organizational Commitment to IT

Ensuring that leadership supports IT projects for success.

Project Deliverables

Tangible or intangible outcomes produced by the project.

Requirement

A condition or capability needed to satisfy a business need.

Scope Baseline Components

Includes the approved scope statement, WBS, and WBS dictionary.

Variance Analysis

Comparing actual performance to planned performance.

Customer Satisfaction

The degree to which the project meets stakeholder expectations.

Executive Sponsorship

High-level support critical for project funding and success.

Emotional Maturity

The ability to handle stress, change, and conflict effectively in project management.