A collection of projects or programs and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives.
Portfolio Management
100
A phase to phase relationship where the phase starts prior to the completion of the previous one
Overlapping relationship
100
Persons or organizations that will use the project’s product, service or results.
Users
100
An organizational structure in which each employee has one clear manager. Staff members are grouped hierarchically by specialty (e.g., production, marketing, and engineering)
Functional Organization
100
An organizational structure in which the project manager shares responsibility with the functional managers for assigning priorities and for directing the work of the individuals assigned to the project. Contains a blend of functional and projectized characteristics.
Matrix Organization
200
The person assigned by the performing organization to achieve the project objectives.
Project Manager
200
A phase to phase relationship where only one phase is planned at any given time and the planning for the next is carried out as work progresses on the current phase and deliverables.
Iterative relationship
200
Person or group that provides the resources and support for the project and is accountable for enabling success.
Sponsor
200
A set of interrelated actions and activities performed to achieve a pre-specified product, result, or service.
Process
200
An organizational approach that treats many aspects of ongoing operations as projects with the intention of applying project management techniques to these aspects.
Management by Projects
300
Internal and external environmental factors that surround or influence a project’s success.
EEFs
300
External organizations that have a special relationship with the enterprise and provide specialized expertise or fill a specified role such as installation, customization, training, or support.
Business Partners
300
Also called vendors, suppliers, or contractor, are external companies that enter into a contractual agreement to provide components or services necessary for the project.
Sellers
300
Organizational structure where team members are often collocated, most of the resources are involved with project work, and project managers have a good deal of independence and authority
Projectized Organization
300
An organizational function performing the ongoing execution of activities that produce the same product or provide a repetitive service.
Operations
400
A comprehensive consistent method of controlling the project and ensuring its success, should be described in the project management plan
Project Governance
400
the total sum of all tangible and intangible elements. This concept is unique to each organization.
Business Value
400
Include any or all process related assets, from any or all organizations involved in the project that can be used to influence the project’s success.
OPA
400
Refers to various organizational forms that create temporary systems for carrying out their work. Can be created by different types of organizations (e.g., functional, matrix, or projectized)
PBO
400
An enterprise environmental factor which can affect the availability of resources
Organizational Structure
500
A phase to phase relationship where a phase can only start once the previous one is complete
Sequential relationship
500
Persons or organizations that will approve and manage the project’s product, service, or result.
Customers
500
Individuals who play a management role within an administrative or functional area of the business.
Functional Manager
500
A system of managerial leadership that defines individual managerial responsibilities in terms of corporate objectives.
MBO
500
A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.