Project management(PMP)- section 1

Project

A temporary endeavor that produces a unique product, service, or result. It is temporary in nature with a definite beginning and end, and can be part of a larger program or portfolio.

Unique

A characteristic of a project meaning it is one-of-a-kind, not repetitive.

Temporary

A characteristic of a project meaning it has a defined start and end.

Progressively Elaborated

A characteristic of a project meaning details are refined as the project progresses.

Project Management

The application of knowledge, skills, tools, and techniques to satisfy project requirements, including planning, leading, monitoring, and closing.

Program Management

Coordinated management of related projects to obtain benefits not available from managing them individually.

Portfolio Management

Management of a collection of projects, programs, and operations to achieve strategic objectives.

Operations Management

Deals with the ongoing production of goods and/or services, including resource acquisition and utilization.

Value of Projects

The benefits a project brings, such as money, brand reputation, customer service, or new/changed products/services.

Projects Enable Change

Projects move an organization from a current state to a desired state.

Phase

A collection of logically related project activities culminating in one or more deliverables.

Deliverable

Any unique and verifiable product, service, or result, which may be tangible or intangible.

Project Life Cycle

The phases a project goes through from start to finish; can be predictive or adaptive.

Predictive Life Cycle

Plan-driven, traditional, sequential project approach with detailed upfront planning.

Adaptive Life Cycle

Change-driven, iterative approach like Agile, emphasizing flexibility and customer collaboration.

Project Governance

Framework for project decision-making, based on structure, people, and information.

Stakeholder

Individuals or groups affected by or able to affect the project.

Project Manager

Role responsible for managing the project and its success.

Customer

Stakeholder who uses the project deliverable.

Project Team

Individuals completing the project work.

Project Sponsor

Provides resources, support, and funding; champions the project.

Functional Manager

Departmental manager who controls resources (e.g., Engineering Manager, VP of Marketing).

Initiator

A project manager role: takes the first step or proposes new ideas.

Negotiator

A project manager role: engages in discussions to reach mutual agreements.

Listener

A project manager role: pays attention to others’ ideas and concerns.

Coach

A project manager role: guides and supports team members to improve performance.

Working Member

A project manager role: actively participates as part of the team.

Facilitator

A project manager role: manages group processes to ensure effective collaboration.

Milestone

A significant event or achievement marking a key point in the project.

Task Duration

The amount of time needed to complete a specific task.

Project Coordinator

A weaker project role with limited decision-making authority.

Project Expeditor

The weakest project role with very limited decision-making ability.

Project Management Office (PMO)

Organizational structure that standardizes processes and shares resources.

Supportive PMO

Provides templates, training, and lessons learned.

Controlling PMO

Determines frameworks, methodologies, and forms to be used.

Directive PMO

Directly controls projects; PMs report to the PMO.

Project Sponsor (Boss)

Internal or external champion who funds the project and helps resolve conflicts.

Program Manager (Boss)

Senior to PM; may manage multiple projects and help resolve conflicts.

Functional Organization

Groups staff by expertise; project team reports to functional managers.

Matrix Organization

Structure where authority is shared between project and functional managers (weak, balanced, strong).

Projectized Organization

PM has high authority; team works full-time on the project.

Hybrid Organization

Blended structure combining elements of functional, matrix, and projectized.

Project Constraints

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

Scope

The work to be done in the project.

Schedule

The timeline for completing the work.

Cost

The budget for the project.

Quality

The degree to which deliverables meet requirements and satisfy the customer.

Resources

People and materials needed for the project.

Communications

Ensuring stakeholders get the right information at the right time.

Risk

Potential future events that could impact the project.

Procurement

Acquiring resources from outside the project team.

Stakeholder Engagement

Keeping stakeholders active and involved in the project.

Predictive Approach

Linear, sequential project management with upfront planning and limited changes.

Adaptive Approach

Flexible, iterative approach emphasizing collaboration and continuous improvement.

Product Management

Strategic planning and lifecycle management of a product or service.

Risk (Issue vs.)

A potential future event that could impact the project positively or negatively.

Issue

A current problem or challenge hindering project progress.

Assumption

A statement accepted as true for planning purposes, without proof.

Constraint

A limitation that affects project planning and execution.

Management

Focuses on tasks, processes, and control to achieve efficiency and stability.

Leadership

Focuses on inspiring, influencing, and empowering others toward a vision.

Emotional Intelligence (EQ)

Ability to recognize, understand, and manage emotions in oneself and others.