Project Management 101
Any unique and verifiable product, result or capability to perform a service that is required to be produced to complete a process, phase or project.
Deliverable
Those processes required to establish the scope for the project, refine the objectives, and define the course of action required to attain the objectives that the project was undertaken to achieve.
Planning Process Group
Processes required to manage the timely completion of the project.
Project Schedule Management
Document issued by the project sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.
Project Charter
A collection of projects, programs and other work that is grouped together to facilitate the effective management of that work to meet strategic business objectives.
Portfolio
An identified area of project managing defined by its knowledge requirements and described in terms of its component processes, practices, inputs, outputs, tools, and techniques.
Knowledge Areas
Those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase.
Initiating Process Group
Includes the processes required to ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring, and ultimate disposition of project information.
Project Communications Management
Mutually binding document that obligates a seer to provide the specific products, services, or results of a contract.
Agreement
Logical grouping of project management processes to achieve specific project objectives, and are independent of process phases as well as the application area or industry focus.
Process Groups
Deliverable or another type of outcome.
Outputs
The process performed to formally complete or close the project phase or contract.
Closing Process Group
Processes necessary to purchase or acquire products, services, or results needed from outside the project team.
Project Procurement Management
Comprehensive document that describes how the project will be executed, monitored, and controlled. Composed on subcomponents that each address a different Knowledge Area of the project.
Project Management Plan
Focuses on the interdependencies between projects and the program level to determine the optimal approach for managing them.
Program Management
Series of phases that a project passes through from start to completion; can be predictive or adaptive.
Project Life Cycle
Systematic series of activities where inputs are acted upon by tools and techniques to create outputs.
Project Management Processes
Processes required to identify the people, groups, or organizations that could impact or be impacted by the project.
Project Stakeholder Management
A formal ultimate acceptance of the project results by the client who agrees that everything he had been expecting for (according to contract and other specification documents) is delivered and hence the job of project executors is completely over now.
Project Sign-off or Closure
Collection logically related project activities that, together, produces one or more deliverables.
Project Phases
Review at the end of a phase in which a decision is made to continue, modify, or end a phase or project.
Phase Gate
Those processes performed to complete the work defined in the project management plan to satisfy the project requirements.
Executing Process Group
Processes required to ensure the project includes all the work required, and only the work required, to complete the project successfully.
Project Scope Management
Documented economic feasibility study used to establish the validity of the benefits of a selected component lacking sufficient definition and that is used as a basis for the authorization of further project management activities
Project Business Case
Series of phases that present the evolution of a product from concept through delivery, growth, maturity and retirement.
Product Life Cycle