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PREDICTIVE Terms 1
| Term | Definition |
|---|---|
| SERIES OF FORMULAS TO CALCULATE THE COST & SCHEDULE PROGRESSION ON THE PROJECT | EARNED VALUE MANAGEMENT |
| TEMPORARY ENDEAVOR PRODUCING UNIQUE PRODUCT, SERVICE, OR RESULT DEFINITE BEGINNING OR ENDING DATE | PROJECT |
| DETAILS BECOMES CLEARER OVER TIME ESTIMATE BECOMES MORE ACCURATE OVER TIME | PROGRESSIVE ELABORATION |
| APPLICATION OF KNOWLEDGE, SKILLS, TOOLS, & TECHNIQUES TO SATISFY PROJECT REQUIREMENTS | PROJECT MANAGEMENT |
| ELEMENTS OF PROJECT MANAGEMENT | 1. BUSINESS CASE TO JUSTIFY INVESTMENT 2. ESTIMATE RESOURCES & TIMES 3. DEVELOP & IMPLEMENT MGMT PLAN FOR PROJECT 4. LEAD & MOTIVATE DELIVERY TEAM 5. MANAGE RISKS, ISSUES, & CHANGES 6. MONITOR PROGRESS 7. CLOSE PROJECT |
| GROUP OF RELATED PROJECTS MANAGED IN A COORDINATED WAY TO OBTAIN BENEFITS & CONTROL NOT AVAILABLE FROM INDIVIDUAL MANAGEMENT | PROGRAM MANAGEMENT |
| ORGANIZATIONAL STRUCTURE THAT STANDARDIZES THE PROCESSES & FACILITATES SHARING OF RESOURCES, METHODOLOGIES, TOOLS, & TECHNIQUES | PROJECT MANAGEMENT OFFICE |
| TYPES OF PROJECT MANAGEMENT OFFICES | - SUPPORTIVE - CONTROLLING - DIRECTIVE |
| SUPPORTS PROJECT MANAGER, SUCH AS PROVIDING TEMPLATES, TRAINING, OR LESSONS LEARNED FROM OTHER PROJECTS | SUPPORTIVE PMO |
| DETERMINES FRAMEWORK OR METHODOLOGY & USE OF SPECIFIC FORMS | CONTROLLING PMO |
| CONTROLS THE PROJECT; PM GETS ASSIGNED AND REPORTS DIRECTLY TO THE PMO | DIRECTIVE PMO |
| COLLECTION OF PROJECTS, PROGRAMS, SUBSIDIARY PORTFOLIOS, & OPERATIONS MANAGED AS A GROUP TO ACHIEVE STRATEGIC OBJECTIVES | PORTFOLIO |
| ONGOING PRODUCTION OF GOODS &/OR SERVICES - CONSIDERS ACQUISITION, DEVELOPMENT, & UTILIZATION OF RESOURCES THAT FIRMS NEED TO DELIVER GOODS & SERVICES | OPERATIONS MANAGEMENT |
| PROJECT VALUE CONSIDERATIONS | - WHAT VALUE WILL THIS PROJECT BRING TO THE COMPANY UPON COMPLETION? - WHY SHOULD WE UNDERTAKE THIS PROJECT? - MONEY, BRAND REPUTATION, CUSTOMER SERVICE, NEW OR CHANGE PRODUCT OR SERVICE |
| COLLECTION OF LOGICALLY RELATED PROJECT ACTIVITIES THAT CULMINATES IN THE COMPLETION OF ONE OR MORE DELIVERABLES | PHASE |
| ANY UNIQUE & VERIFIABLE PRODUCT, SERVICE, OR RESULT | DELIVERABLE |
| REPRESENTATION OF THE PHASES THAT A PROJECT TYPICALLY GOES THROUGH FROM START TO FINISH | PROJECT LIFE CYCLE |
| FRAMEWORK WITHIN WHICH PROJECT DECISIONS ARE MADE | PROJECT GOVERNANCE |
| THE THREE PILLARS OF PROJECT GOVERNANCE | - STRUCTURE - PEOPLE - INFORMATION |
| INDIVIDUALS, GROUP, OR ORGANIZATION THAT MAY AFFECT, BE AFFECTED, OR PERCEIVE TO BE AFFECTED BY THE PROJECT | STAKEHOLDERS |
| KEY STAKEHOLDERS | - PM - CUSTOMER - PROJECT TEAM - PROJECT SPONSOR - FUNCTIONAL MANAGER |
| MANAGES THE PROJECT | PROJECT MANAGER |
| USES THE PROJECT DELIVERABLE | CUSTOMER |
| COLLECTION OF INDIVIDUALS COMPLETING THE PROJECT WORK | PROJECT TEAM |
| PROVIDES RESOURCES & SUPPORT | PROJECT SPONSOR |
| DEPARTMENTAL MANAGER, I.E. MANAGER OF ENGINEERING, VP OF MARKETING, DIRECTOR OF IT, ETC - GENERALLY CONTROLS RESOURCES | FUNCTIONAL MANAGER |
| PROJECT MANAGER ROLES | - INITIATOR - NEGOTIATOR - LISTENER - COACH - WORKING MEMBER - FACILITATOR |
| SOMEONE WHO TAKES THE FIRST STEP OR PROPOSES AN IDEA OR ACTION | INITIATOR |
| INDIVIDUAL WHO ENGAGES IN DISCUSSIONS OR FORMAL NEGOTIATIONS TO REACH MUTUALLY AGREEABLE SOLUTIONS OR OUTCOMES | NEGOTIATOR |
| SOMEONE WHO PAYS ATTENTION TO OTHERS' IDEAS, THOUGHTS, OR CONCERNS DURING CONVERSATIONS OR DISCUSSIONS | LISTENER |
| INDIVIDUAL WHO GUIDES & SUPPORTS INDIVIDUALS OR TEAMS IN ACHIEVING THEIR GOALS, IMPROVING PERFORMANCE, & ENHANCING THEIR SKILLS | COACH |
| INDIVIDUAL WHO ACTIVELY PARTICIPATES AS A MEMBOR OF A TEAM OR GROUP | WORKING MEMBER |
| SOMEONE WHO MANAGES GROUP PROCESSES, DISCUSSIONS, OR MEETINGS TO ENSURE EFFECTIVE COMMUNICATION, COLLABORATION, & DECISION-MAKING | FACILITATOR |
| SIGNIFICANT EVENT OR ACHIEVEMENT IN A PROJECT THAT MARKS A KEY POINT OR COMPLETION OF A MAJOR DELIVERABLE | MILESTONE |
| AMOUNT OF TIME IT TAKES TO COMPLETE A SPECIFIC TASK OR ACTIVITY WITHIN A PROJECT | TASK DURATION |
| ORGANIZATIONAL STRUCTURE TYPES | - FUNCTIONAL - MATRIX - PROJECT ORIENTED (PROJECTIZED) - HYBRID |
| GROUPS STAFF MEMBERS ACCORDING TO THEIR AREA OF EXPERTISE (SALES, MARKETING, CONSTRUCTION, ETC) - REQUIRE PROJECT TEAM TO REPORT DIRECTLY TO FUNCTIONAL MANAGER | FUNCTIONAL ORGANIZATION |
| DIFFERENT STRUCTURES ARE REFLECTIVE OF THE PM'S AUTHORITY IN RELATION TO THE FUNCTIONAL MANAGER'S AUTHORITY | MATRIX ORGANIZATION |
| PM HAS GREATEST AMOUNT OF AUTHORITY - PROJECT TEAM ASSIGNED TO PROJECT ON FULL-TIME BASIS. WHEN COMPLETE, TEAM MEMBERS MOVE ON TO OTHER ASSIGNMENTS WITHIN THE ORGANIZATION | PROJECT ORIENTED (PROJECTIZED) ORGANIZATION |
| BLENDED MIXTURE OF FUNCTIONAL, MATRIX, &/OR PROJECTIZED ORGANIZATIONS | HYBRID ORGANIZATION |
Created by:
justin.olive1
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