| 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. |
