Project Management 2 Final

Project Manager

The person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.

Project Management

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

Stakeholder

An individual, group, or organization that may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project, program, or portfolio.

Portfolio

Projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives.

Project Management Plan

The document that describes how the project will be executed, monitored and controlled, and closed.

Product Scope

The features and functions that characterize a product, service, or result.

Governance

The framework for directing and enabling an organization through its established policies, practices, and other relevant documentation.

Budget

The approved estimate for the project or any work breakdown structure (WBS) component or any schedule activity.

Work Breakdown Structure (WBS).

A hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables.

Change Management

A comprehensive, cyclic, and structured approach for transitioning individuals, groups, and organizations from a current state to a future state with intended business benefits.

Project Schedule.

An output of a schedule model that presents linked activities with planned dates, durations, milestones, and resources.

Deployment plans

How a completed product will be deployed.

Milestone

A significant point or event in a project, program, or portfolio.

Milestone Schedule

A type of schedule that presents milestones with planned dates.

Quality

The degree to which a set of inherent characteristics fulfills requirements.

Risk

An uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives.

Risk Register

A repository in which outputs of risk management processes are recorded.

Risk Report

A project document that summarizes information on individual project risks and the level of overall project risk.

Issue Log

A project document where information about issues is recorded and monitored.

Communications Management Plan

A component of the project, program, or portfolio management plan that describes how, when, and by whom information about the project will be administered and disseminated.

Project Life Cycle

The series of phases that a project passes through from its start to its completion.

Product Life Cycle

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

Project Charter

A document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.

Responsibility Assignment Matrix (RAM)

A grid that shows the project resources assigned to each work package.

Stakeholder Engagement Assessment Matrix

A matrix that compares current and desired stakeholder engagement levels.

Stakeholder Register

A project document that includes information about project stakeholders including an assessment and classification of project stakeholders.

SWOT Analysis

Analysis of strengths, weaknesses, opportunities, and threats of an organization, project, or option.

RAID

Risks, assumptions, issues, and dependencies.

Decision Tree

Visual tools that a project manager can use to evaluate costs and potential outcomes associated with certain project decisions.

Fishbone (Ishikawa) diagram

Cause-and-Effect decomposition tool used in project management. This method is used to determine the root cause of a problem so that improvements can be made. The Effect represents the problem.

Baseline

The approved version of a work product, used as a basis for comparison to actual results.

Scope Baseline

The approved version of a scope statement, work breakdown structure (WBS), and its associated WBS dictionary that can be changed using formal change control procedures and is used as the basis for comparison to actual results.

Schedule Baseline

The approved version of a schedule model that can be changed using formal change control procedures and is used as the basis for comparison to actual results.

Gantt Chart

A bar chart of schedule information where activities are listed on the vertical axis, dates are shown on the horizontal axis, and activity durations are shown as horizontal bars placed according to start and finish dates.

Cost Baseline

The approved version of the time-phased project budget, excluding any management reserves, which can be changed only through formal change control procedures and is used as a basis for comparison to actual results.

Performance Measurement Baseline (PMB)

Integrated scope, schedule, and cost baselines used for comparison to manage, measure, and control project execution.

Scope Creep

The uncontrolled expansion to product or project scope without adjustments to time, cost, and resources.

Aspirational standards

Goals we try to reach or strive to uphold.

Mandatory standards

Must be followed. This is a requirement that will prohibit certain actions.

Responsibility

An assignment that can be delegated within a project management plan such that the assigned resource incurs a duty to perform the requirements of the assignment.

Regulations

Requirements imposed by a governmental body. These requirements can establish product, process, or service characteristics, including applicable administrative provisions that have government-mandated compliance.

Waterfall Model

Each stage will be completed before the next one starts. Every stage has its own deliverables and tasks.

Traditional Plan Based

Is an established methodology where projects are run in a sequential cycle.

Predictive Life Cycle

Is defined as the scope of the project, including time and costs, that are necessary to deliver it are determined early in the project's lifecycle as possible.

Network Logic Diagram

The tool shows the logical relationships between the activities in a project schedule graphically.

Critical Path

The sequence of activities that represents the longest path through a project, which determines the shortest possible duration.

Dependencies

Are factors or tasks that depend on the input of another factor for their timeline, stability and efficiency.

Acceptance Criteria

A set of conditions that is required to be met before deliverables are accepted.

Work Package

The work defined at the lowest level of the work breakdown structure for which cost and duration are estimated and managed.

Decomposition

A method used for dividing and subdividing the project scope and project deliverables into smaller, more manageable parts.

Agile Manifesto

Is a document that sets out the key values and principles behind the Agile philosophy and serves to help development teams work more efficiently and sustainability.

SCRUM

A collaboration tool to improve the performance of product development.

Transparency

An agile value as visibility is crucial to a project success.

Sprint

An abbreviated time interval within a project during which a usable and potentially releasable increment of the product is created.

Adaptive

If the team identifies a problem, they should be able to change direction to fix it.

Sprint Planning

Lays out the work performed in the sprint.

Daily Scrum

Meetings that occur daily to inspect goals progress and aims. Adaption of the sprint backlog would take place here if needed.

Sprint Review

Inspects the outcomes of the Sprint to determine future adaptations usually resulting in a revised Product Backlog.

Product Backlog

Ordered list of what is needed to improve a product. The source of work that the Scrum Team does.

Sprint Retrospective

Identifies improvements to apply to the next Sprint. A more formal way to plan and implement changes for future effectiveness and quality.

Velocity

A measure of a team's productivity rate at which the deliverables are produced, validated, and accepted within a predefined interval.

Velocity Chart

A chart that tracks the rate at which the deliverables are produced, validated, and accepted within a predefined interval.

Artifact

A template, document, output, or project deliverable.

Increment

The "Stepping Stone towards the product goal."

Scrum Master

The "owner" of the Scrum process.

Servant Leader

Represents the principles of the Agile methodology.

Product Owner

A person responsible for maximizing the value of the product and accountable for the end product.

Kanban

A visual management method that tracks projects through a flow system.

Service Delivery Manager (SDM)

Responsible for flow in the downstream board.

Service Request Manager (SRM)

Responsible for handling the flow into the board known as upstream.

Lead Time

The time between a customer request and the actual delivery.

Cycle Time

The total elapsed time from the start of a particular activity or work item to its completion.

Throughput

The number of items passing through a process.

Bottlenecking

Those tasks that are not completed because they are waiting on someone or something. This may indicate a lack of resources.

Iteration

A timeboxed cycle of development on a product or deliverable in which all of the work that is needed to deliver value is performed.

Iteration Planning

A meeting to clarify the details of the backlog items, acceptance criteria, and work effort required to meet an upcoming iteration commitment.

Daily Standup

A brief, daily collaboration meeting in which the team reviews progress from the previous day, declares intentions for the current day, and highlights any obstacles encountered or anticipated.

Iteration Review

A meeting held at the end of an iteration to demonstrate the work that was accomplished during the iteration.

Epic

A large, related body of work intended to hierarchically organize a set of requirements and deliver specific business outcomes.

Epic Owner

Controls and coordinates Epics and defines the Minimum Viable Product (MVP).

Functional Managers

Their job is to verify the project team is able, willing, and authorized to work on the project, on schedule, until their responsibilities are completed.

Project Sponsor

A person or group who provides resources or support for the project and is accountable for enabling success. Can be external or Internal.

Vertical Communication

Talking with a manager or higher level is vertical.

Horizontal communication

Communicating with someone in your same department.

Requirement

A condition or capability that is necessary to be present in a product, service, or result to satisfy a business need.

Scope Creep

The uncontrolled expansion to product or project scope without adjustments to time, cost, and resources.

Project Brief

A high-level overview of the goals, deliverables, and processes for the project.

Release Plan

The plan that sets expectations for the dates, features, and/or outcomes expected to be delivered over the course of multiple iterations.

Milestone

A significant point or event in a project, program, or portfolio.

Baseline

The approved version of a work product, used as a basis for comparison to actual results.

Hierarchy Chart

A chart that begins with high-level information that is progressively decomposed into lower levels of detail.

Artifact

A template, document, output, or project deliverable.

Strategy Artifact

Documents created prior to or at the start of the project that address strategic, business, or high-level information about the project.

Benchmark

The comparison of actual or planned products, processes, and practices to those of comparable organizations to identify best practices, generate ideas for improvement, and provide a basis for measuring performance.

Prototyping

A working model used to obtain early feedback on the expected product before actually building it.

Forward Traceability

Test cases are mapped to requirements. Generally used to make sure that the project is heading in the right direction and that the requirements are rigorously tested.

Backward Traceability

The mapping between test cases and requirements takes place. It confirms that the project does not change from its original plan or project scope causing scope creep, and that features not originally required are not added.

Bi- directional Traceability

Checks both forwards and backwards traceability in one document. The requirements and test cases must be included in the same document.

Knowledge Retention

Lessons learned capture valuable insights, experiences, and knowledge gained throughout a project's lifecycle. Documenting these lessons ensures that they are preserved and can be shared with future project teams, enabling them to build upon past successes and avoid repeating mistakes.

Contractual obligations

By closing contracts, the project team ensures that all parties involved have fulfilled their respective contractual obligations.