Open to access this content
Project Management Professional Read More »
The process of finalizing all activities and formally completing the project.
A document capturing knowledge gained during the project (click to see exemple).
The degree to which operations can support and sustain the delivered product.
The formal transfer of ownership, responsibility, and risk from the project to operations.
The process of reviewing and approving changes across the project.
A formal proposal to modify project baselines or plans.
A current condition that is already affecting the project.
A document summarizing performance information for stakeholders (click to see exemple).
Performance data analyzed and integrated to provide context (click to see exemple).
Raw observations and measurements collected during project execution (click to see exemple).
the process of managing procurement relationships and contract performance.
A formal request for compensation or time adjustment under a contract.
Pre-agreed penalties for failure to meet contractual obligations.
A delay that entitles the seller to additional time and/or money.
A delay allowed without penalty under the contract.
A contract clause excusing performance due to unforeseeable events beyond control.
A document describing how goods and services will be acquired (click to see exemple).
An unplanned response to a risk that occurs when no planned response exists.
A risk analysis technique calculating average outcomes (click to see exemple)
Numerical analysis of the combined effect of risks on project objectives (click to see exemple).
Risk remaining after responses have been implemented.
A document listing identified risks, responses, and owners (click to see exemple).
An uncertain event or condition that may affect project objectives.
Stakeholder perceptions of acceptable performance beyond formal standards.
Mandatory specifications that must be complied with.
A document describing how quality policies, standards, and requirements will be met (click to see exemple).
The ratio of expected benefits to expected costs.
The time required to recover the initial investment.
The discount rate at which NPV equals zero.
The value of future cash flows discounted to today.
A financial measure comparing the net benefit of an investment to its cost.
Time or cost set aside by management for unforeseen work, not included in the baseline.
Time or cost set aside for identified risks.
The approved version of the project budget used for monitoring and control.
The longest sequence of dependent activities that determines the shortest project duration.
The amount of time an activity is delayed relative to its predecessor.
The amount of time an activity can be advanced relative to its predecessor.
A planning approach where near-term work is planned in detail and future work at a higher level.
A document that establishes how the schedule will be developed, monitored, and controlled (click to see exemple).
A schedule network diagram where activities are represented by nodes and dependencies by arrows (click to see exemple).
The process of identifying and documenting specific actions needed to produce deliverables.
The technique of subdividing deliverables and work into smaller, more manageable components.
A document providing detailed information about each WBS component (click to see exemple).
A hierarchical decomposition of the total scope of work into manageable components (click to see exemple).
A detailed description of the project deliverables, boundaries, and acceptance criteria (click to see exemple).
A table that links requirements to their origins and corresponding deliverables (click to see exemple).
A detailed description of individual stakeholder requirements (click to see exemple).
A document that defines how requirements will be collected, analyzed, tracked, and reported (click to see exemple).
A component of the project management plan describing how scope will be defined, validated, and controlled (click to see exemple).
A review point at the end of a phase where continuation is approved, modified, or terminated.
A collection of logically related project activities that culminates in the completion of one or more deliverables.
The series of phases a project passes through from initiation to closure.
the deliberate adaptation of project management processes to fit the project’s context, size, and complexity.
Plans, processes, policies, procedures, and knowledge bases specific to the organization.
Conditions not under the control of the project team that influence or constrain the project.
A shared belief that the team is safe for interpersonal risk-taking.
A leadership approach focused on serving the team by removing obstacles and enabling performance.
The ability to guide, motivate, and enable others to contribute toward project success
A stakeholder classification model based on power, legitimacy, and urgency (click to see exemple).
A tool that compares current and desired stakeholder engagement levels (click to see exemple).
A stakeholder analysis tool that categorizes stakeholders based on their level of authority and interest (click to see exemple).
An individual, group, or organization that may affect, be affected by, or perceive itself to be affected by a project.
A document used to record assumptions and constraints throughout the project lifecycle (click to see exemple).
A document that defines how benefits will be delivered, measured, and sustained (click to see exemple).
A documented economic justification for the project that explains the expected benefits, costs, and risks (Click to see exemple).
A document issued by the sponsor that formally authorizes the project and grants the project manager authority to apply organizational resources.
A PMO that directly manages projects and assigns project managers
A PMO that requires compliance with standards and frameworks
A PMO that provides guidance and templates with low control.
An organizational structure that standardizes project-related governance processes and facilitates the sharing of resources, methodologies, and tools.
An organizational structure where project managers have high authority and full-time project staff, while functional managers retain limited control.
The recognized and accepted right of an individual or group to exercise authority.
The obligation to answer for outcomes and consequences, regardless of who performed the work.
The right to make decisions and commit organizational resources within defined boundaries
The defined escalation and decision-approval route through which issues, risks, and changes move within the organization.
The framework of rules, roles, decision-making authority, and oversight used to align the project with organizational strategy and ensure accountability.
A collection of projects, programs, and operations managed as a group to achieve strategic objectives
A group of related projects managed in a coordinated way to obtain benefits not available from managing them individually.
The person assigned by the performing organization to lead the team responsible for achieving project objectives.
a temporary endeavor undertaken to create a unique product, service, or result
Aaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaa
aaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaa
a public-sector organization responsible for national sports infrastructure and programs