In today’s competitive job market, project managers are expected to do more than coordinate tasks and follow up with teams. They are expected to lead complex initiatives, manage stakeholders, control risks, and deliver results in changing environments. That is why earning a PMP® certification can be such an important step for professionals who want to grow in project management.
Why It’s Important to Get a PMP® Certification ? Read More »
A document that summarizes project performance, outcomes, and lessons learned, and formally communicates project completion to stakeholders. Click to see exemple.
A set of principles and standards that guide the behavior and decision-making of professionals to ensure integrity, responsibility, respect, and fairness.
A formal evaluation conducted after project completion to assess whether the expected benefits have been achieved and to identify any gaps or improvements.
A plan that defines how and when project resources will be released or reassigned after their work is completed or at project closure.
Phased return of resources based on remaining needs.
The process of ensuring critical project knowledge is documented and shared.
The formal return of project resources to their functional organizations.
A project document used to record knowledge gained during the project regarding successes, challenges, and recommended improvements. Click to see exemple.
A structured meeting held to identify and document knowledge gained during the project so it can improve future projects.
The transfer of completed project deliverables, along with necessary documentation and knowledge, to the operations team for ongoing use and support.
The process of officially completing all project activities, obtaining final acceptance of deliverables, and closing contracts and documentation.
The individual or group with the formal power to approve decisions, deliverables, or changes within the project.
A completed deliverable that has been formally reviewed and approved by the customer or stakeholders.
The process of transferring project deliverables to the operational environment for ongoing use, support, and maintenance.
The process of formalizing acceptance of completed project deliverables by the customer or stakeholders.
The process of predicting future project performance or outcomes based on current data, trends, and assumptions.
A meeting held at the end of a sprint where the team reflects on its performance and identifies improvements for future iterations.
A meeting held at the end of a sprint where the team demonstrates the completed product increment and gathers feedback from stakeholders.
Tasks or work items that have been started but are not yet completed within a project or iteration.
The assignment of responsibility to a specific individual or role for making, documenting, and being accountable for a project decision.
The responsibility for ensuring that project deliverables are completed and provided as agreed in terms of scope, quality, time, and cost.
A formally designated group responsible for reviewing, evaluating, and approving or rejecting change requests in a project.
Adding extra features or enhancements beyond the approved project scope without stakeholder approval, often leading to increased cost, time, or risk.
The assessment of the potential effects of a proposed change or risk on project objectives such as scope, schedule, cost, quality, and resources.
The process of managing changes to project deliverables, baselines, and documents in a structured and controlled manner.
The likelihood that a specific risk event will occur during the project.
The process of tracking identified risks, monitoring residual risks, identifying new risks, and evaluating the effectiveness of risk response plans throughout the project.
The level of risk exposure or variation that an organization or stakeholder is willing to accept before taking action.
A specific event or condition that indicates a risk is about to occur or has occurred, prompting the execution of a planned risk response.
The individual accountable for ensuring a benefit is realized and sustained.
A product, result, or deliverable produced as a result of performing a project management process.
An action taken to reduce the probability of a potential problem or risk before it occurs.
Predetermined limits or acceptable ranges of variation for project performance metrics that, when exceeded, trigger corrective action or escalation.
The process of tracking, reviewing, and reporting project progress to meet the performance objectives defined in the project management plan.
A technique used to examine project performance data over time to identify patterns and predict future outcomes.
A project management technique that integrates scope, schedule, and cost to measure and assess project performance and progress.
A measurable value used to evaluate how effectively a project or organization is achieving its objectives.
The process of selecting and implementing risk responses to achieve the best possible balance between risk exposure and project objectives, maximizing opportunities while minimizing threats.
A range of possible outcomes with associated likelihoods.
A diagram that represents possible decisions and their potential outcomes, including risks, costs, and benefits, used to support decision-making under uncertainty.
The process of communicating and working with stakeholders to meet their needs and address issues.
The processes required to ensure timely and appropriate generation, collection, distribution, storage, retrieval, and disposition of project information.
The process of collecting, storing, organizing, and distributing project information to ensure it is accessible and useful to stakeholders.
A component of the project management plan that describes how project information will be collected, created, distributed, stored, and monitored throughout the project. Click to see exemple.
The point at which predefined conditions or indicators occur, activating the planned response to a specific risk.
The process of managing procurement relationships and monitoring contract performance.
A formal agreement that defines the expected level of service, performance standards, and responsibilities between a service provider and a customer.
A legally binding agreement defining responsibilities, deliverables, and controls.
A prediction of the future cost performance of the project based on current cost performance and trends.
The process of tracking, reviewing, and regulating project expenditures to ensure the project stays within the approved budget.
A factor outside the project team’s control that can influence project performance.
A prediction of the future status or completion date of the project schedule based on current performance and trends.
An action taken to bring project performance back in line with the project management plan.
The difference between the planned value and the actual performance of a project element such as cost or schedule.
A project document used to record and track all change requests, including their status, decisions, and implementation details throughout the project. Click to see exemple.
A representation of the project schedule that includes activities, durations, dependencies, and constraints used to calculate the project timeline.
The uncontrolled expansion of project scope without formal approval or corresponding adjustments to schedule, cost, and resources.
A project document used to record important decisions made during the project, including the rationale, date, and responsible parties. Click to see exemple.
The level of risk an organization is willing to accept in pursuit of objectives.
A schedule compression technique in which activities that were originally planned to be performed sequentially are performed in parallel to shorten the project duration.
A schedule compression technique that shortens the project schedule by adding additional resources to critical path activities.
A prioritized list of features, enhancements, fixes, and requirements that defines the work needed to develop and improve a product. Click to see exemple.
The practice of openly sharing project information, progress, decisions, and issues with stakeholders to maintain trust and informed engagement.
A visual chart used in agile projects to track the amount of work completed by the team in each sprint, helping forecast future sprint capacity.
Formal termination of a sprint when its goal becomes invalid.
The implied cost of additional rework caused by choosing an easy solution now instead of a correct one.
A shared agreement within the team that defines the criteria a product increment must meet to be considered complete and ready for delivery.
A decision-making technique used to determine whether project work should be performed internally or purchased from external suppliers.
The process of managing procurement relationships, monitoring contract performance, and making changes and corrections as appropriate.
A formal request by a party to a contract seeking compensation, time extension, or other relief due to changes, disputes, or unmet contractual obligations.
The processes required to ensure that the project includes all the work necessary—and only the work necessary—to complete the project successfully.
The evaluation of the potential effects of a proposed change or risk on project objectives such as scope, schedule, cost, quality, and resources.
A modification to any project element such as scope, schedule, cost, quality, resources, or project plans.
Mutually agreed guidelines that define how team members collaborate, communicate, and make decisions while working on the project.
The process of tracking team member performance, providing feedback, resolving issues, and managing changes to optimize performance.
The process of improving competencies, interaction, and the overall team environment to enhance project performance.
A project document used to record and track issues that arise during the project, including their status, owners, and resolution actions click to see exemple.
A usable product version made available to real users under controlled conditions.
A project document used to record, monitor, and track dependencies that may affect project activities or deliverables.
A short statement that describes the objective the team aims to achieve during a sprint.
A list of product backlog items selected for a sprint, along with the tasks needed to deliver the sprint goal click to see exemple.
Identifying and documenting relationships between activities.
A relationship in which a project activity relies on work, resources, or deliverables provided by an entity outside the project team.
A meeting in agile development where the team defines the work to be completed during the upcoming sprint and creates a plan for delivering the selected backlog items.
A planning approach that combines predictive planning for well-defined work with adaptive planning for areas where requirements may evolve.
Physical or digital cards used in agile projects to represent user stories, typically containing a brief description of a feature or requirement from the user’s perspective.
A usable and potentially releasable portion of the product that adds value and builds upon previously completed work.
A small test implementation of a solution conducted with minimal cost or risk to evaluate feasibility, validate assumptions, or gather feedback before full deployment.
The process of leading and performing the work defined in the project management plan and implementing approved changes.
The process of obtaining team members, facilities, equipment, materials, and other resources necessary to complete project work.
A legally binding document defining procurement terms and conditions.
A vendor or supplier chosen through the procurement process to provide goods or services for the project.
The process of evaluating seller proposals using predefined criteria to determine the most suitable supplier for the project.
Methods used to assess and compare seller proposals against predefined source selection criteria to identify the most suitable vendor.
A meeting with prospective sellers to clarify requirements and respond to questions.
The process of obtaining seller responses, selecting a seller, and awarding a contract.
The defined conditions that a deliverable must meet to be accepted by the customer or stakeholders.
The process of defining, preparing, and coordinating all plan components and consolidating them into a comprehensive project management plan.
The coordination of all project management processes and activities to ensure that project elements work together effectively to achieve project objectives.
The individual or group with the authority to approve or reject change requests affecting the project baselines or deliverables.
A component of the project management plan that defines how changes to the project baselines, deliverables, and project documents will be requested, evaluated, approved, and implemented click to see exemple.
Documented steps defining how changes will be submitted, evaluated, approved, or rejected.
The process of reviewing change requests, approving or rejecting changes, and managing modifications to project deliverables, documents, and the project management plan.
Documents used to request proposals, bids, or quotations from potential sellers for goods or services required by the project.
A detailed description of the products, services, or results to be delivered by a seller under a contract click to see exemple.
The set of standards or factors used to evaluate and choose the most suitable seller or supplier during the procurement process click to see exemple.
The process of assigning responsibility for managing specific risks to the party best able to control or mitigate them.
A contract type that pays the seller for actual labor hours and materials used.
A contract type in which the seller agrees to provide the specified product or service for a fixed total price, regardless of the seller’s actual costs.
The process of documenting project procurement decisions, specifying the approach for acquiring goods and services from outside the project team.
The process of developing strategies and actions to address identified project risks in order to reduce threats or enhance opportunities.
The process of prioritizing identified risks by assessing their probability of occurrence and potential impact on project objectives.
A group creativity technique used to generate a large number of ideas or potential solutions for a problem without immediate judgment or evaluation.
A component of the project management plan that describes how risk management activities will be structured and performed for the project click to see exemple.
The process of determining which risks may affect the project and documenting their characteristics.
The process of defining how to conduct risk management activities for a project.
A structured group meeting where participants collaborate to discuss issues, generate ideas, or develop solutions related to the project.
Specific measurements used to assess whether project deliverables or processes meet defined quality standards.
A technique used to compare project practices, processes, or performance against industry standards or similar projects to identify opportunities for improvement.
The needs, requirements, and desired outcomes that stakeholders anticipate from the project and its deliverables.
Quality or performance requirements defined within a contract that the project or its deliverables must meet.
Official rules, guidelines, or technical requirements established by regulatory authorities that a project or product must follow to ensure legal and industry compliance.
The process of identifying quality requirements and standards for the project and its deliverables and documenting how the project will demonstrate compliance.
A situation in which project requirements, scope, or expectations are not clearly defined or understood by stakeholders, leading to misunderstandings or misalignment.
The total approved funding required to complete the project work.
The process of aggregating the estimated costs of individual activities or work packages to establish an approved cost baseline.
A technique used to examine and evaluate data in order to support project planning, decision-making, and problem solving.
The process of developing an approximation of the monetary resources needed to complete project activities.
A distinct, scheduled piece of work performed during a project to produce a deliverable or contribute to a work package.
A deliverable or project work component at the lowest level of the Work Breakdown Structure (WBS) that can be estimated, scheduled, and managed.
The process of identifying and documenting the relationships among project activities to determine the order in which work will be performed.
The approved version of the project schedule used as a basis for comparison to measure and control schedule performance click to see exemple.
A schedule model that presents planned start and finish dates for project activities, milestones, and deliverables.
The process of analyzing activity sequences, durations, resource requirements, and constraints to create the project schedule model.
A planning artifact that outlines the sequence and timing of product releases, showing how features or increments will be delivered over multiple iterations or sprints.
The process of approximating the number of work periods required to complete individual schedule activities with the estimated resources.
An agile metric that measures the amount of work a team completes during a sprint, typically expressed in story points or completed backlog items.
A quantitative risk analysis technique that uses repeated random sampling and probability distributions to simulate many possible project outcomes and estimate the likelihood of meeting project objectives such as schedule or cost targets.
A collaborative estimation technique in which team members group similar work items or user stories and estimate them collectively based on relative size or complexity.
A relationship in which work, decisions, or deliverables in one project domain or functional area depend on inputs or outcomes from another domain.
Supporting information about schedule activities that describes the details of the schedule model, such as durations, dependencies, constraints, calendars, and assumptions.
A role in agile teams responsible for defining and prioritizing the product backlog to maximize the value delivered by the team.
The process of monitoring the status of project activities, updating the project schedule, and managing changes to the schedule baseline to ensure the project is completed on time.
A short, time-boxed iteration in agile development during which a team completes a set of planned work to deliver a usable product increment.
A project life cycle that combines predictive (plan-driven) and adaptive (agile) approaches, allowing some parts of the project to follow a structured plan while others are developed iteratively.
A comprehensive list of all schedule activities required to complete the project work packages click to see exemple.
The defined sequence and dependency relationships between project activities that determine the order in which work is performed.
Preliminary approximations of project costs, durations, or resources developed early in the project to support planning and decision-making.
A technique used to evaluate alternatives and select the best course of action to achieve project objectives.
An estimating technique that improves accuracy by calculating an estimate based on three values: optimistic, most likely, and pessimistic estimates.
An estimating technique in which the cost or duration of individual activities or work packages is estimated first and then aggregated to determine the total project estimate.
An estimating technique that uses statistical relationships between historical data and project variables to calculate cost or duration estimates.
An estimating technique that uses historical data from similar past projects or activities to estimate the duration or cost of the current project.
The approved version of the project scope statement, Work Breakdown Structure (WBS), and WBS dictionary used as a basis for comparison and scope control.
A document that provides detailed descriptions of each work package in the Work Breakdown Structure, including scope, deliverables, responsibilities, and other relevant information click to see exemple.
The process of subdividing project deliverables and project work into smaller, more manageable components called work packages.
The process of developing a detailed description of the project and product scope based on the approved requirements.
The use of knowledge, experience, and specialized expertise from individuals or groups to support project decision-making and problem solving.
A preliminary version of a product or component used to visualize, test, and refine requirements before the final solution is developed.
A data-gathering technique in which the project manager or analyst watches users perform their work to understand processes, behaviors, and requirements in a real environment.
A technique used to organize a large number of ideas or requirements into groups based on their natural relationships or similarities.
A visual technique used to organize ideas and information around a central concept, showing relationships between requirements, concepts, or project elements.
A technique used to guide group discussions and activities to encourage participation, improve collaboration, and help stakeholders reach agreements or decisions.
A structured meeting led by a neutral facilitator where stakeholders collaborate to define requirements, resolve issues, and reach consensus on project objectives.
A technique used to review existing documents and records to identify relevant information, requirements, or insights for the project.
A data-gathering technique that collects information, opinions, or feedback from a group of respondents through structured questions.
A data-gathering technique that uses a set of written questions distributed to stakeholders to collect information efficiently from a large group.
A data-gathering technique that brings together selected stakeholders or experts to discuss project requirements, expectations, or issues and provide feedback.
A data-gathering technique in which information is obtained by directly asking questions to stakeholders or subject matter experts.
A technique used to collect information and insights from stakeholders or other sources to support project decision-making and planning.
The process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives.
A component of the project management plan that describes how project costs will be estimated, budgeted, monitored, and controlled click to see exemple.Â
The process of defining how project costs will be estimated, budgeted, managed, monitored, and controlled throughout the project.
A unique and verifiable product, service, or result that must be produced to complete a project phase or the project itself.
The process of defining how the project scope will be defined, validated, and controlled throughout the project.
The consistency of behavior and decision-making over time.
The belief that others will act competently, reliably, and with positive intent.
The possibility that interpersonal conflicts, poor collaboration, or ineffective communication within the team may negatively impact project performance or outcomes.
Agreed-upon guidelines that define acceptable behaviors, communication practices, and expectations for how team members work and interact during the project.
The practice of ensuring individuals feel respected, valued, and able to contribute fully.
The ability to understand, adapt to, and work effectively with people from different cultural backgrounds.
A communication style in which information is conveyed primarily through clear, direct, and explicit verbal or written messages, with little reliance on context or nonverbal cues.
A communication style in which much of the meaning is conveyed through context, relationships, nonverbal cues, and shared understanding rather than explicit words.
The additional time, effort, resources, or financial impact incurred when an issue must be raised to higher levels of authority for resolution.
A structured plan that defines how project information will be generated, collected, distributed, stored, and monitored among stakeholders.
The ability to recognize and understand one’s own emotions and the emotions of others, and how they influence behavior and interactions.
The ability to understand and share the feelings, perspectives, and experiences of others.
The situation in which a person receives more information than they can effectively process, potentially reducing understanding and decision quality.
The ability to affect the decisions, actions, or opinions of others in order to support project objectives.
A planned approach for communicating and working with stakeholders to address their needs, manage expectations, and encourage their support throughout the project.
The practice of fully concentrating on, understanding, responding to, and remembering what another person is saying during communication.
The possibility that information may be misunderstood, delayed, or not effectively transmitted among stakeholders, potentially impacting project performance or decisions.
Variations in values, beliefs, behaviors, communication styles, and social norms among individuals or groups from different cultural backgrounds that can influence interactions within a project.
Methods, processes, or instruments used to perform a project management process and produce its outputs.
A communication method that involves real-time exchange of information between two or more parties, allowing immediate feedback and clarification.
A communication method in which information is made available for stakeholders to access at their convenience, such as through websites, databases, or shared repositories.
A communication method in which information is sent directly to specific recipients to ensure they receive the message, such as emails, reports, or memos.
The different ways information is exchanged among project stakeholders, such as interactive, push, or pull communication.
Anything that interferes with the effective exchange or understanding of information.
The exchange of information in a manner that is understood by all parties.
A group of project team members who work together from different geographic locations and communicate primarily through digital technologies rather than face-to-face interaction.
A disagreement arising from differing needs, opinions, or priorities.
The risk arising from dependencies and interactions between different components or teams.
Working together to find a solution that satisfies all parties and addresses the root cause.
Each party gives up something to reach a temporary or partial solution.
Emphasizing areas of agreement and giving in to the other party to maintain harmony.
Imposing a solution using authority or power, usually when a quick decision is required.
Methods used by project managers and team members to address and resolve disagreements in a constructive manner to maintain collaboration and achieve project objectives.
A conflict resolution technique in which a person withdraws from or postpones addressing a conflict, typically used when the issue is minor or when more information or time is needed before resolving it.
Personal or emotional disagreement between individuals.
Disagreement about the content of the work, priorities, or technical approaches.
A stage of team development in which team members begin expressing differing opinions, leading to conflicts or disagreements as roles, responsibilities, and working styles are clarified.
A group of team members from different functional areas or disciplines who collaborate to achieve a common project objective.
The ability to recognize, understand, and manage one’s own emotions and the emotions of others in order to communicate effectively, build relationships, and make informed decisions.
The act of encouraging desired behavior by acknowledging and rewarding it.
A motivation theory developed by Edward Deci and Richard Ryan that explains human motivation as driven by the psychological needs for autonomy, competence, and relatedness, which foster intrinsic motivation and engagement when fulfilled.
A motivation theory developed by Frederick Herzberg that states job satisfaction and dissatisfaction are influenced by two different sets of factors: motivators (such as achievement, recognition, and responsibility) that increase satisfaction, and hygiene factors (such as salary, policies, and working conditions) that prevent dissatisfaction but do not necessarily motivate employees.
The internal or external factors that stimulate desire and energy in individuals to be continually interested and committed to a role or task.
Abilities used by project managers and team members to communicate, collaborate, influence, resolve conflicts, and build effective working relationships within the project team and with stakeholders.
A team development framework created by Allan Drexler and David Sibbet that describes how teams progress through stages of orientation, trust building, goal clarification, commitment, implementation, and high performance to achieve effective collaboration and project success.
A management theory developed by Douglas McGregor that describes two contrasting assumptions about worker motivation. Theory X assumes employees are naturally lazy, avoid responsibility, and require close supervision, while Theory Y assumes employees are self-motivated, responsible, and capable of contributing creatively when properly supported.
A motivation theory developed by Abraham Maslow that explains human motivation as a progression of needs arranged in levels—from basic physiological needs and safety to social belonging, esteem, and ultimately self-actualization, where individuals seek personal growth and fulfillment.
A leadership theory developed by Paul Hersey and Ken Blanchard that suggests effective leaders adjust their leadership style based on the competence and commitment of their team members, using different combinations of directing, coaching, supporting, and delegating to match the needs of the situation.
The initial stage of team development in which team members meet, learn about the project, understand their roles and responsibilities, and begin establishing relationships while relying on guidance from the project manager.
A framework developed by Bruce Tuckman that explains how project teams evolve through a series of stages as members build relationships, resolve conflicts, establish norms, and become effective collaborators. The model identifies five stages—Forming, Storming, Norming, Performing, and Adjourning—each representing different levels of team maturity, communication, trust, and productivity during the lifecycle of a team.
A chart that maps project activities or deliverables to the team members responsible for performing or supporting the work.
The level of dedication a resource has to project objectives.
The process of allocating specific resources, such as people, equipment, or materials, to project activities or tasks.
A small group of key project members responsible for performing the main project work and supporting the project manager in delivering the project objectives.
An approved version of a work product that can be changed only through formal change control and is used as a basis for comparison.
The process of communicating and working with stakeholders to address their needs, expectations, and concerns throughout the project.
The process of identifying project stakeholders and assessing their interests, influence, and impact on the project.
The process of raising an issue or decision to a higher level of authority when it cannot be resolved at the current level.
A situation in which stakeholders have opposing interests, expectations, or perceptions regarding the project.
The process of determining which individuals or groups may affect or be affected by the project.
Individuals or organizations outside the organization.
Individuals or groups within the performing organization.
The degree to which a stakeholder is affected by or cares about the project outcomes.
A document that identifies project stakeholders and documents their interests, influence, and impact on the project click to see exemple.
The process of recognizing and recording potential risks tthat may affect the project and documenting their characteristics early in the project life cycle.
The risk that governance structures, approval paths, or authority limits may delay or constrain project decisions.
The risk that vendor selection, contract execution, or supplier performance may negatively affect the project.
The possibility that project activities may take longer than planned, causing delays to the project schedule.
The act of adhering to laws, regulations, standards, policies, or contractual requirements applicable to a project.
The ability of an individual to influence the behavior, decisions, or actions of others.
A high-level strategy that defines how the project will be executed, including the selected development method, processes, and techniques.
The state of overanalyzing a situation to the point that progress is delayed or prevented.
The state in which a document contains enough information to fulfill its purpose and allow the project to proceed.
Planned actions developed to address identified project risks in order to reduce threats or enhance opportunities.
Quantitative assessments of the likely costs required to complete project activities or deliverables click to see exemple.
A documented condition or capability that a product, service, or result must meet to satisfy stakeholder needs or expectations.
A group of processes performed to establish the scope, schedule and costs of the project, refine objectives, and define the course of action required to achieve the project objectives.
The process of refining details as more information becomes available.
A formal, approved document that describes how the project will be executed, monitored, and controlled click to see exemple.
A timetable that defines when project activities and milestones are planned to start and finish.
A factor believed to be true for planning purposes without definitive proof.
An approved deliverable, resource, document, or information produced by previous projects or processes and used in the current project.
A formal evaluation at the end of a project phase to assess performance and determine whether the project should proceed to the next phase ot not.
A defined sequence of review and authorization steps that specifies who must evaluate, approve, or reject project documents or decisions before they can be implemented, in accordance with organizational governance.
Laws, regulations, or government rules that a project must comply with during its execution.
Formal decision points in a project where authorized stakeholders review progress and determine whether the project should proceed to the next phase.
A set of interrelated activities performed in a specific order to achieve a defined objective or produce a specific output.
A defined process that specifies how and to whom issues or decisions are elevated when they cannot be resolved at the current level of authority.
Formal rules, guidelines, and procedures established within an organization that govern how work and activities must be performed.
A documented business justification explaining why an organization initiates a project in order to achieve its strategic objectives or improve business value.
Limiting factor that restrict a project’s options or influence how the project work can be performed, such as fixed budget, schedule deadlines, regulatory requirements, available resources, or predefined scope conditions.
The sum of the products, services, and results to be provided by a project, including the work required to deliver those outputs and the boundaries that define what is included and excluded from the project.
The boundaries within which the project manager can make decisions without escalation.
The systematic process of identifying, analyzing, and responding to project risks.
The framework of rules, roles, responsibilities, decision-making authority, and oversight mechanisms that ensure projects align with organizational objectives, comply with policies and regulations, and are controlled throughout their life cycle.
The formal approval granting the project manager or organization the right to initiate and carry out project work, including the use of organizational resources and decision-making authority.
Measurable improvements resulting from outcomes perceived as advantageous to stakeholders.
External organization contracted to provide goods or services.
A problem or opportunity that justifies initiating a project or program.
A project that combines predictive and agile delivery approaches within one initiative.
A delivery approach that emphasizes iterative development, customer feedback, and adaptability.
A delivery approach where scope, schedule, and cost are defined upfront and managed through formal control processe.
The act of designating or nominating an individual to serve as project manager, identifying responsibility for leadership of the project, but not necessarily granting formal authority until the project is officially authorized.
The individual or group that provides resources and support for the project and is accountable for its success
A large-scale global sporting event involving multiple national teams, fixed opening dates, and significant public visibility.
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 any document, deliverable, or baseline within the project, requiring evaluation and approval through the integrated change control process. click to see exemple.
A current condition or situation that is already affecting the project objectives and requires resolution.
Project documents that present analyzed work performance information in a structured format to support decision-making and stakeholder communication. Click to see exemple.
The result of analyzing work performance data to provide meaningful insights regarding project performance, trends, and potential issues. click to see exemple.
Raw observations and measurements collected during project execution click to see exemple.
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 component of the project management plan that describes how project procurements will be managed from planning through contract closure 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, their characteristics, 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 click to see exemple.
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 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 project phase where performance is evaluated to determine whether to continue, modify, or terminate the project)
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.
External and internal 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 influence individuals or teams toward achieving objectives.
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 (power) and their level of concern or involvement (interest) in the project.
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 over time and who is responsible for them 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 click to see exemple.
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 to make decisions and take actions, derived from formal authorization, governance structures, and assigned authority rather than personal influence or urgency.
The obligation to answer for outcomes and consequences, regardless of who performed the work.
The legitimate power granted to an individual to make decisions, allocate resources, give direction, and approve actions within defined boundaries established by the organization’s governance framework.
The defined route through which project decisions, documents, and issues move for review, approval, escalation, and oversight within the organization’s governance framework.
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
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A public-sector organization responsible for national sports infrastructure and programs