Definitions Flashcards
Benefit
The gains and assets realized by the organization and other stakeholders as the result of outcomes delivered by the program
Benefits Management Plan
The documented explanation defining the processes for creating, maximizing, and sustain the benefits provided by a project or program
Benefits Analysis and Planning Phase
Establishes the program benefits management plan and develop the benefits metrics and framework for monitoring and controlling both the components and the measurement of benefits within the program
Benefits Delivery Phase
Ensures that the program delivers the expected benefits, as defined in the benefits management plan
Benefits Identification Phase
Analyzes the available information about organizational and business strategies, internal and external influences, and program drivers to identify and quantify the benefits that program stakeholders expect to realize
Benefits Sustainment Phase
Ongoing maintenance activities performed beyond the end of the program by receiving organizations to assure continued generation of the improvements and outcomes delivered by the program
Benefits Transition Phase
Program activities that ensure that benefits are transitioned to operational areas and can be sustained once they are transferred
Business Case
A documented economic feasibility study used to establish validity of the benefits to be delivered by a program
Component
A project, subsidiary program, or other related activities conducted to support a program
Constraint
A limiting factor that affects the execution of a project, program, portfolio, or process
Enterprise Environmental Factors
Conditions, not under the immediate control of the team, that influence, constrain, or direct the project, program, or portfolio
Performing Organization
An enterprise whose personnel are the most directly involved in doing the work of the program
Phase Gate
A review at the end of a phase in which a decision is made to continue to the next phase, to continue with modification, or to end a project or program
Portfolio
Projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives
Procurement Management Plan
A component of the project or program management plan that describes how a team will acquire goods and services from outside of the performing organization
Program
Related projects, subsidiary programs, and program activities managed in a coordinated manner to obtain benefits not available from managing them individually
Program Activities
Tasks and work conducted to support a program and which continues throughout the program life cycle
Program Benefits Management
Processes that clarify the program’s planned benefits and intended outcomes and includes processes for monitoring the program’s ability to deliver against these benefits and outcomes
Program Benefits Management Performance Domain
Performance domain that defines, creates, maximizes, and delivers the benefits provided by the program. This includes:
Benefits Identification Benefits Analysis and Planning Benefits Delivery Benefits Transition Benefits Sustainment
Program Change Management
Activities to plan for, monitor, control, and administer changes during the course of the program
Program Charter
A document issued by a sponsor that authorizes the program management team to use organizational resources to execute the program and links the program to the organization’s strategic objectives
Program Closure Phase
Program activities necessary to transition program benefits to sustaining organization and formally close the program in a controlled manner
Program Communications Management
Activities necessary for the timely and appropriate generation, collection, distribution, storage, retrieval, and ultimate disposition of program information
Program Definition Phase
Program activities conducted to authorize the program and develop the program roadmap required to achieve the expected results
Program Formulation
Program Planning
Program Delivery Phase
Program activities performed to produce the intended results of each component in accordance with the program management plan
Program Financial Framework
A high-level initial plan for coordinating available funding, determining constraints, and determining how funding is allocated
Program Governance
The framework, functions, and processes by which a program is monitored, managed, and supported in order to meet organizational strategic and operational goals
Program Governance Framework
The supporting structure, around which the decision making, supporting, and oversight practices are constructed, operated and managed
Program Governance Performance Domain
Performance domain that enables and performs program decision making, establishes practices to support a given program, and the responsibilities of specific roles for ensuring the timely and effective use of those systems and methods.
Program Governance Practices
Program Governance Roles
Program Governance Design and Implementation
Program Governance Plan
A document that describes the systems and methods to be used to monitor, manage, and support a given program, and the responsibilities of specific roles for ensuring the timely and effective use of those systems and methods
Program Information Management
Activities related to how the program’s information assets are prepared, collected and organized
Program Information Management Plan
A component of the program management plan that describes how the program’s information assets will be prepared, collected, and organized
Program Integration Management
Program activities conducted to identify, define, combine, unify and coordinate multiple components into the program
Program Life Cycle Management
Managing all activities related to program definition, program delivery, and program closure
Program Life Cycle Management Performance Domain
Performance domain that manages program activities required to facilitate effective program definition, program delivery, and program closure
Program Life Cycle
Program Activities and Integration Management
Program Management
The application of knowledge, skills, and principles to a program to achieve the program objectives and to obtain benefits and control not available by managing program components individually
Program Management Office
A management structure that standardizes the program-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques
Program Management Information Systems
Tools used to collect, integrate, and communicate information critical for the effective management of one or more organizational programs
Program Management Performance Domain
Complementary groupings of related areas of activity or function that uniquely characterize and differentiate the activities found in one performance domain from the others within the full scope of program management work
Program Management Plan
A document that integrates the program’s subsidiary plans and establishes the management controls and overall plan for integrating and managing the program individual components
Program Manager
The individual authorized by the performing organization to lead the team or teams responsible for achieving program objectives
Program Master Schedule
An output of a schedule model that logically links components, milestones, and high-level activities necessary to deliver program benefits
Program Procurement Management
The application of knowledge, skills, tools, and techniques necessary to acquire products and services to meet the needs of the overall program and the constituent projects/components
Program Quality Assurance
The activities related to the periodic evaluation of overall program quality to provide confidence that the program will comply with relevant quality policies and standards
Program Quality Control
The monitoring of specific components or program deliverables and results to determine program quality policies, objectives, and responsibilities so that the program will be successful
Program Quality Management
The activities of the performing organization that determine program quality policies, objectives, and responsibilities so that the program will be successful
Program Resource Management
Program activities that ensure all required resources (People, equipment, material, etc.) are made available to the component managers to enable the delivery of benefits for the program
Program Schedule Management
An activity to determine the order and timing of the components needed to produce the program benefits, estimate the amount of time required to accomplish each one, identify significant milestones during the performance of the program, and document the outcomes of each milestone
Program Risk
An uncertain event or condition that, if it occurs, has a positive or negative effect on the program
Program Risk Management
Program activities related to actively identifying, monitoring, analyzing, accepting, mitigating, avoiding, or retiring program risk
Program Risk Register
A document in which risks are recorded together with the results of risk analysis and risk response planning
Program Roadmap
A chronological representation of a program’s intended direction that graphically depicts dependencies between major milestones and decision points and reflects the linkage between the business strategy and the program work
Program Scope Management
Activities that define, develop, monitor, control, and verify program scope
Program Stakeholder Engagement Performance Domain
Performance domain that identifies and analyzes stakeholder needs and manages expectations and communications to foster stakeholder support
Program Stakeholder Identification Program Stakeholder Analysis Program Stakeholder Engagement Planning Program Stakeholder Engagement Program Stakeholder Communications
Program Strategy Alignment
Activities associated with the integration and development of business strategies and organizational goals and objectives, and the degree to which operations and performance meet stated organizational goals and objectives
Program Strategy Alignment Performance Domain
Performance domain that identifies program outputs and outcomes to provide benefits aligned with the organization’s goals and objectives
Program Steering Committee
Group of participants representing various program-related interests with the purpose of supporting the program under its authority by providing guidance, endorsements, and approvals through the governance practices. This committee may also be referred to as Program Governance Board
Project
A temporary endeavor undertaken to create a unique product, service, or result
Project Management
The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements
Quality Management Plan
A component of the project or program management plan that describes how an organization’s quality policies will be implemented
Risk Management Plan
A component of the project, program, or portfolio management plan that describes how risk management activities will be structured and performed
Schedule Management Plan
A component of the project that establishes the activities for developing, monitoring, and controlling the project or program
Scope Management Plan
A component of the project or program management plan that describes how the scope will be defined, developed, monitored, controlled, and verified
Sponsor
An individual or a group that provides resources and support for the project, program, or portfolio, and is accountable for enabling success
Stakeholder
An individual, group, or organization that may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project, program, or portfolio.
Outcome
The result that is obtained by using the program’s output
Output
Refers to any product that is produced by the program.
