| PMI (Project Management Institute) |
The global organization responsible for developing standards, certifications, and educational programs for project management. |
| PMBOK (Project Management Body of Knowledge) |
The standardized guide to project management best practices, providing frameworks, methodologies, and guidelines for project management. |
| PMP (Project Management Professional) |
A globally recognized certification offered by PMI for project managers, validating their skills and expertise in project management. |
| Project Lifecycle |
The phases a project goes through from initiation to closure, including initiating, planning, executing, monitoring & controlling, and closing. |
| Knowledge Areas |
Defined areas of expertise that are critical to project management success, such as scope, time, cost, quality, resource, and risk management. |
| Process Groups |
High-level phases of project management activities, including Initiating, Planning, Executing, Monitoring and Controlling, and Closing. |
| Agile Methodology |
A flexible, iterative approach to project management, emphasizing customer collaboration, adaptability, and cross-functional teamwork. |
| Predictive Life Cycle |
A traditional, sequential approach to project management where project scope, time, and cost are determined early and managed through a linear process. |
| Hybrid Approach |
A combination of agile and predictive methodologies that allows project managers to tailor their approach based on project requirements. |
| Stakeholder Engagement |
The process of identifying and managing individuals or groups who may impact or be impacted by the project to ensure successful outcomes. |
| Project Governance |
The framework of oversight and decision-making processes that ensures a project aligns with organizational goals and is executed successfully. |
| Deliverables |
The tangible or intangible outputs that are produced as part of a project to fulfill the project’s objectives. |
| Value Delivery System |
A new framework in PMP v7 that shifts the focus from project deliverables to the overall value a project provides to the organization. |
| Risk Management |
The process of identifying, assessing, and controlling project risks to minimize their impact on project objectives. |
| Project Integration Management |
The coordination of all project elements to ensure they work together effectively and align with the project objectives. |
| Cost Management |
The process of planning, estimating, budgeting, and controlling costs to ensure the project is completed within the approved budget. |
| Scope Management |
The process of defining and controlling what is included and excluded from the project, ensuring all work necessary for project success is completed. |
| Quality Management |
Ensuring that the project’s outputs meet the required standards and that processes are continuously improved. |
| Resource Management |
The planning, allocation, and management of people, materials, and other resources required for project execution. |
| Schedule Management |
The process of developing, managing, and controlling the project schedule to ensure timely completion. |
| Change Management |
The process of managing changes to the project scope, schedule, or cost to maintain project alignment with objectives. |
| Work Breakdown Structure (WBS) |
A hierarchical decomposition of the total scope of work required to complete a project, breaking it down into manageable tasks. |
| Earned Value Management (EVM) |
A project performance measurement technique that integrates scope, schedule, and cost to assess project progress and performance. |
| Key Performance Indicators (KPIs) |
Metrics used to evaluate project performance and determine if the project is on track to meet its objectives. |
| Project Charter |
A document that formally authorizes the project, outlining objectives, stakeholders, and roles and responsibilities. |
| Principles of Project Management |
12 principles in PMP v7 that guide project management practices, including team collaboration, managing complexity, and stakeholder engagement. |
| Outcomes over Outputs |
A shift in PMP v7 focusing on the impact and value a project provides rather than just the deliverables produced. |
| Tailoring |
The practice of adjusting project management methodologies and processes to fit the specific context and requirements of a project. |
| Leadership in Project Management |
The ability to inspire and guide teams toward successful project completion, emphasizing communication, empathy, and problem-solving. |
| Team Performance Domain |
One of the eight performance domains in PMP v7, focusing on building and managing a project team to achieve desired outcomes. |
| Business Environment |
The organizational and external factors that influence the project, including regulatory, market, and economic conditions. |
| Lessons Learned |
Documentation of insights gained during the project to improve future project performance by identifying what worked well and what did not. |
| Project Sponsor |
The person or group who provides financial resources and support for the project, acting as a key stakeholder in its success. |
| Adaptive Frameworks |
Flexible project management approaches that allow teams to respond quickly to changes in the project environment, often used in agile methodologies. |
| Continuous Improvement |
An ongoing effort to improve project processes and outcomes by learning from past projects and making adjustments accordingly. |
| Servant Leadership |
A leadership philosophy that prioritizes the needs of the team, ensuring that team members have the support and resources they need to succeed. |
| Escalation Path |
A defined process for raising issues or risks to higher levels of authority if they cannot be resolved at the project level. |
| Stakeholder Register |
A document that identifies all project stakeholders, their interests, influence, and engagement strategy. |
| Benefits Realization |
The process of ensuring that the intended business benefits of the project are achieved after project completion. |
| Adaptive Project Life Cycle |
A flexible project approach often used in agile projects where scope is adjusted frequently to accommodate evolving requirements. |
| Ethics in Project Management |
The moral principles that guide project managers in their professional conduct, including fairness, responsibility, and respect for others. |
| PMI Talent Triangle |
A framework identifying the key skills required for project managers, including technical project management, leadership, and strategic business management. |
