PK0-005

Processes

Activities that underlie the effective practice or project management; they include all the phases of concept/discovery, initiation, planning, execution, and closing a project.

Template

a preformatted document that outlines the information you need to provide.

Project Budget

The total financial sum available to pay for a projects expenses; includes the cost estimates and additional reserves to cover issues.

Project Life Cycle

A process that defines the 5 phases that a project goes through from the beginning to the end.

5 General Project LifeCycle Stages

1. Concept/Discovery
2. Initiation
3. Planning
4. Execution
5. Closing

Concept/ Discovery Phase

Before project starts. Leaders and Analysts review ideas for potential projects and decide if they are practical.

Feasibility Study

A study to analyze the hardware, software, facilities, and databases needed for a proposed project.

Initiation Phase

Idea is approved. Starts official project work. Outline the project in this phase. Bring the project team together to kick off the project work officially.

Project Team

Consists of the project manager, project management team, and other individual team members. The project team contains people from different groups who possess knowledge on specific subjects or have unique skill sets to carry out project work.

Planning Phase

Turn the project goals into a detailed plan. Team will define all activities they need to complete and good activity sequence.

Team logistics

practice of providing material facilities needed by the team to accomplish their tasks.

Metrics

Quantifiable measurements of the status of results or processes.

Execution Phase

Team delivers work in this phase. Work varies by project. Busiest project phase, and everybody has work to do. Progress in monitored and measure performance

Closing Phase

Project is winding down, and you ensure everything is ready to close. Confirm project is thorough, update documentation, and create an accurate financial summary. Request approval to close.

Business Case

A brief document that justifies the investments made for a project and describes how a particular investment is in accordance with the organization policy.

Alternatives Identification

The act of generating different plans for achieving project goals.

Process Flowchart

Shows the sequence of events and the flow of inputs and outputs between elements in a process or system.

ROI

Return on Investment. A metric to calculate whether an asset is worth the cost of deploying and maintaining it.
3 Main Values: Benefit, Cost, Net Profit.

Contracts

A mutually binding agreement that details the obligations of the buyer and vendor.

Assumptions

The statements that must be taken to be true in order to begin project planning.

Risk

Any unexpected event that can affect your project. The effect might be either positive or negative, and the impact might be on any aspect of the project from personnel, processes, technology, and resources. These unexpected events are difficult or impossible to predict.

Benefit Measurement Model

A project selection decision model that analyzes the predicted value of the completed projects in different ways. They may present the value in terms of forcasted revenue, ROI, predicted consumer demand in the marketplace, or the Internal Rate Return (IRR)

ESG

Organizational performance measures unrelated to financial performance that assess how an organization contributes to society.

Business Partners

Individuals and organizations who are external to the company and provide specialized support to tasks such as installment, customization, training, or support.

Project Objectives

The criteria used to measure whether a project is successful or not.

Functional Organizational Structure

An organization structure where reporting is hierarchical, with each individual reporting to a single manager.

Functional Manager

Individuals who are part of management in the administrative or functional side, such as human resources, finances, accounting, or even procurement of the business in the organization. They sometimes act as subject matter experts or may provide services needed for the project.

Relative Authority

The project managers authority relative to the functional managers authority over the project and the project team.

Projectized organizational structure

An organizational structure where the project manager and a core project team operate as a completely separate organizational unit within the parent organization.

Matrix Organizational Structure

An organizational structure with a blend of functional and project based structures in which individuals still report, but they also report horizontally to one or more project managers.

Functional Manager

Individuals who are part of the management in the administrative or functional side, such as human resources, finances, accounting, or even procurement of the business in the organization. They sometimes act as subject matter experts or may provide services needed for the project.

Program

A group of related projects that have a common objective.

PM's

The individual who is responsible for managing all aspects of the project.

Program Manager

An individual who coordinates with the project managers, oversees related projects in a program to obtain maximum benefits, and provides guidance and support to every individual project.

Project Management Office

A centralized, ongoing administrative unit or department that serves to improve project management performance within an organization by providing oversight, support, tools, and helpful methodologies to project managers.

Performance Management

A structured system of processes and tools that improves and organizations ability to meet targets; evaluates current performance and improves future outcomes; and is used to improve the performance of projects, employees, departments, or organizations.

Project Stakeholder

A person who has a business interest in the outcome of a project or is actively involved in its work.

Senior Management

Highest level of management in an organization, such as the executive team.

Sponsor

Individuals or groups that provide financial assistance to the project. If the sponsor is outside of the company, such as a customer, their duties may be the responsibility of the project manager.

End User

The people who will be affected by the product or service generated by the project. This might be but is not necessarily the individuals or organization in the customer role.

Portfolio Management

Individuals, often executives, in the portfolio review board who are part of the project selection committee and belong to the high level project governance side of the organization.

Portfolio

A collection of projects, programs, and operational work to achieve the strategic business objectives of an organization.

Waterfall

A software development model where the phases of the SDLC cascade so that each phase will start only when all tasks identified in the previous phase are completed.

Project Requirements

A statement that defines why a project is being undertaken, the functionality that a project is designed to accommodate, or how the functionality will be achieved and satisfied by the solution.

AGILE

A software development model that focuses on iterative and incremental development to account for evolving requirements and expectations.

Iterative development

A process by which product development such as software development is broken down from a large application into smaller chunks. A product or product component is designed, developed, and tested in repeated cycles.

Incremental Design

an approach that breaks the software development process down into small manageable portions known as increments. Each increment builds on the previous version so that improvements are made step by step.

IID

A method that builds an incremental model that is developed in multiple cycles of iterations. A product may begin with relatively small components or steps, and incremental milestones are made during each cycle of the iterations until the final product is achieved.

Agile Team

A group of professionals working on the same project or product and operating within any agile framework; typically cross functional and highly collaborative.

Scope Creep

The extension of the project scop caused by unapproved and uncontrolled cehanges that impacts the cost, quality, or timing of the project.

Enterprise Resource Planning (ERP)

Software that enables an organization to manage services, and IT resources.

SCRUM

Methodology that focuses on iterative and incremental delivery of products; owes its popularity to a simple approach, high productivity, and scope for applicability to multiple areas.

Scrum Team

Group of people who work together to deliver increments of value.

Product owner

Member of the scrum team who maximizes outcomes and selects and prioritizes the work that the agile team will complete.

Scrum Master

The agile teams scrum coach.

Developers

The remaining scrum team members (not the product owner or the scrum master)

Product Backlog

A prioritized list of customer requirements. It is the first step of the scrum

Product Goal

A long-term goal of an agile product.

Sprint Backlog

A list of user stories selected from the product backlog that the scrum team chooses and commits to complete in that sprint cycle.

Sprint Goal

The primary value that a team plans to deliver in a given sprint.

Increment

A complete body of work that meets the definition of done and moves toward the product goal.

Cadence

The predictable, rhythmic repetition of events or schedules that creates a sense of stability for teams.

Sprint

in Agile project management, this represents a complete process, from planning to delivery and demo of a part of the product. The sprint cycle begins when the product owner defines and prioritizes the product backlog.

Sprint Planning

A session where the scrum team selects enough work for the upcoming sprint to build a sprint backlog.

Daily Scrum

A meeting in which the complete team gets together for a quick status update. These meetings are short, 15 minute meetings that are conducted by standing in a circle.

Sprint Review

An informal, end-of-sprint meeting of the agile team and product stakeholders to review the products newest functionality in a working session, collaboratively adjust the backog and decide what to work on next.

Sprint Retrospective

A process improvement session where an agile team reflects on the previous sprint and identifies ways that the team can improve how they work together.

Kanban

A highly visual agile development methodology that emphasizes controlling work in progress and visualizing work.

Bottlenecks

Troubleshooting issues where performance for a whole network or system is constrained by the performance of a single link, device, or subsystem.

Extreme Programming (XP)

An agile software development framework noted for its heavy emphasis on software engineering practices.

Developer

Profesionals who program an application or other piece of code that executes on a computer.

Releases

A published version of a software product. This is the delivery channel for new features and functionality.

DEVOPS

A combination of software development and systems operations; refers to the practice of integrating one discipline with the other.

CI/CD

software development method combining app and platform updates (rapidly committed to production) with code updates (rapidly committed to a code repository or build server)

Continuous Integration

A software development method in which code updates are tested and rapidly committed to a development or build server/ code repository.

SAFe

A popular agile-at-scale framework incorporating multiple agile practices and frameworks.

Timebox

An agreed-upon, fixed length of time allocated to a specific topic or project activity.

Software development life cycle methodology (SDLM)

A flexible software development framework that aims to produce high-quality, low cost, and thoroughly tested software.

Software development life cycle (SDLC)

The process of planning, analysis, design, implementation, and maintenance that often govern software and systems development.

PRINCE2

A process-based project management methodology that aims to control the project management process by predefining clear project phases, roles, and tasks.

Project Management Processes

Activities that underlie the effective practice of project management; they include all the phases or initiating/pre-project setup, planning, executing, monitoring/controlling, and closing a project.

Tailoring

The act of determining which processes are appropriate for any given project.

Product Managers

Professional responsible for developing and improving a companies offerings; experts in their customers problems who develop product strategies and road maps to meet the needs.

Communication Requirements

The project stakeholder's documented communication needs.

Requirements

Discrete descriptions of how a project or product needs to look, behave, or operate; often categorized as, for example, functional, technical, or nonfunctional.

Requirementes management plan

A document that describes how project requirements will be analyzed, documented, and managed throughout the project life cycle.

Progressive elaboration

A process of development in which additional layers of detail are defined over the course of a project.

Project Schedule

The project teams plan for starting and finishing activities on specific dates and in a certain sequence. The schedule also specifies planned dates for meeting milestone projects.

Activity

A discrete, scheduled component of work performed during the course of a project; it has estimated duration, costs, and resource requirements.

Activity List

A definitive list of activities that must be completed to produce the desired project deliverables

Business Analyst (BA)

A project team member who closely understands business direction and company priorityies and is familiar with the software environment, operating as a translator between business and IT.

Business Requirements

The document defining a projects scope, success factors, constraints, and other information to achieve project goals.

Architect

A professional designer of various solutions. Organizations hire specialized architects who design and oversee different solution elements. For example, value stream, architects arrange value streams, and solution architects design computer and networking systems.

Solution Requirements

Defines the criteria for a solution to a given problem that software or services are expected to meet.

Software Engineer

A software developer with additional technical expertise who optimizes the broader software environment.

Quality Assurance Specialist

Professionals who improves an organizations quality standards through inspection and process improvement

Vendors

External parties who enter into contractural agreement with the organization and provide components services needed for the project. Seller contractor, and supplier are also used when referring to vendors.

Service Level Agreement (SLA)

Agreement that sets the service requirements and expectations between a consumer and a provider.

SME (Subject Matter Expert)

A person with technical expertise in a particular subject area.

Constraints

The factors that limit the way that the project can be approached.