International Project Management Unit 1: Introduction to Project Management

This set of vocabulary flashcards covers the foundational concepts of Unit 1, including project definitions, organizational structures, life cycle types, governance roles, and Project Manager competencies.

Project

An endeavour in which human, material and financial resources are organized in a novel way, to undertake a unique scope of work, of given specification, within the constraints of cost and time, in order to achieve beneficial change defined by quantitative and qualitative objectives.

Project Characteristics

The three main common traits of a project: Limited (temporary with defined beginning and end), Unique (different objectives/context), and Risky (involves uncertainty and changing requirements).

Project Management

The process by which projects are defined, planned, checked, monitored, controlled and delivered such that the agreed benefits are realized, involving the application of knowledge, skills, tools, and techniques.

Progressive Elaboration

An iterative activity in project management that allows for the continuous improvement and further definition of work throughout the project's life cycle.

Project Management Process Groups

The five interacting dependencies used regardless of industry: 1. Initiating, 2. Planning, 3. Executing, 4. Monitoring & Controlling, and 5. Closing.

Enterprise Environmental Factors (EFFs)

Conditions not under the control of the project team that influence, constrain, or limit the project, categorized as either internal (e.g., culture, infrastructure) or external (e.g., market conditions, legal restrictions).

Organizational Process Assets (OPAs)

Plans, processes, policies, procedures, and knowledge bases (such as historical information and lesson learned) specific to and used by the organization to perform or govern the project.

Functional Organization

An organizational structure with a lineal hierarchy where specialties are grouped into units and each department performs its project work independently of others.

Projectized Organization

An organizational structure where resources are primarily involved in project work and the Project Manager has significant independence and authority.

Matrix Organizations

A blend of functional and projectized characteristics categorized as Weak (PM as coordinator), Balanced (PM with limited authority over funding), or Strong (full-time PM with high authority).

Project Life Cycle

The series of phases that a project passes through from its initiation to its closure, which may be divided based on size, complexity, and control requirements.

Phase

A collection of logically related project activities that culminates in the completion of one or more deliverables.

Predictive Life Cycle

Also known as Plan-Driven, Waterfall, or Serial; a cycle where project scope, time, and cost are defined at the beginning and value is delivered only at the end.

Iterative Life Cycle

A cycle that improves the product or result through successive prototypes or proofs of concept, optimized for learning and reducing uncertainty in complex projects.

Incremental Life Cycle

A cycle focused on the speed and frequency of smaller deliverables or single features to ensure customers receive value earlier than the project's end.

Adaptive Life Cycle

Also known as change-driven or agile methods; a cycle that combines iterative and incremental approaches to adapt to high degrees of change and deliver value often.

Hybrid Life Cycle

A combination of a predictive and an adaptive life cycle.

Program

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

Portfolio

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

Project Management Office (PMO)

A management structure that standardizes project-related governance processes and provides support functions like coaching, mentoring, and shared methodologies.

Technical Project Management Skills

The ability of a Project Manager to effectively apply Project Management knowledge and methodological expertise.

Project Manager Leadership

The knowledge, skills, and behaviours needed to guide, motivate, and direct a team to help an organization achieve its goals.

Strategic and Business Management Skills

The industry expertise and organizational knowledge that allow a Project Manager to enhance performance and deliver better business outcomes.