PMP Certification and Project Management Framework

A set of vocabulary flashcards covering PMP certification basics, project management framework concepts, organizational structures, and defining documents based on the lecture notes.

Project

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

Project Management

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

Important of management

تحقيق أهداف المشروع، ارضاء المعنيين، تسليم الصحيح بالوقت الصحيح، المقدرة التوقع، الاستجابة للمخاطر بالوقت المناسب، زيادة فرص النجاح و حل المشكلات.

Business Value

The net quantifiable benefit derived from a business endeavor, which can include tangible elements like monetary assets and market share, or intangible elements like brand recognition and reputation.

Program

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

Portfolio

A collection of projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives.

Operational Work

The ongoing production of goods and/or services, involving repetitive activities such as manufacturing or accounting duties.

Predictive Life Cycle

Also known as waterfall or traditional style, it requires advanced planning at the start, is plan-driven, and maintains a well-documented scope.

Adaptive Life Cycle

Also known as agile style, it focus on building the product through multiple short stages or iterations and is change-driven based on user feedback.

Hybrid Life Cycle

A combination approach using elements of both predictive and agile life cycles to achieve specific project goals.

Phase Gate

A review held at the end of a phase to compare project performance to business documents; results in a decision to continue, modify, end the project, or repeat a phase.

Enterprise Environmental Factors (EEFs)

Conditions not under the immediate control of the project team that influence the project, which can be internal (e.g., infrastructure, culture) or external (e.g., market conditions, legal restrictions).

Organizational Process Assets (OPAs)

The plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization, such as templates and lessons learned.

Work Performance Data

The raw observations and measurements identified during activities being performed to carry out the project work.

Work Performance Information

The performance data collected from various controlling processes, analyzed in context and integrated based on relationships across areas.

Work Performance Reports

The physical or electronic representation of work performance information compiled in project documents, intended to generate decisions or actions.

Tailoring

The necessary process of selecting the appropriate processes, tools, techniques, inputs, and outputs from the PMBOK Guide to suit a specific unique project.

Project Business Case

A documented economic feasibility study used to establish validity for the benefits of a selected component and used as a basis for the authorization of further project management activities.

Project Benefits Management Plan

The document that describes how and when the benefits of the project will be delivered and describes the mechanisms that should be in place to measure those benefits.

Functional Organization

An organizational structure where staff are grouped by areas of specialization and the project manager has little to no authority.

Projectized Organization

An organizational structure where the company is organized by projects and the project manager has high to total authority over resources.

Weak Matrix

A matrix organization that maintains many of the characteristics of a functional organization, where the project manager role is more of a coordinator or expeditor.

Strong Matrix

A matrix organization that maintains many of the characteristics of the projectized organization, where project managers have considerable authority and full-time administrative staff.

Supportive PMO

A Project Management Office that provides a consultative role by supplying templates, best practices, and training with a low degree of control ($Low$).

Directive PMO

A Project Management Office that takes control of projects by directly managing them, where project managers are assigned by and report to the PMO with high degree of control ($High$).

PMI Talent Triangle

A set of skills required for project managers including Ways of Working, Power Skills, and Business Acumen.

Project Assumptions

Factors in the planning process that are considered to be true, real, or certain without proof or demonstration.

Project Constraints

The limiting factors that affect the execution of a project, such as a fixed budget or specific completion dates.

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.