Glossary
- Page ID
- 123908
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Word(s) |
Definition |
|---|---|
| Aspirational Standard | A standard within the Code of Ethics that describes the conduct practitioners strive for as professionals. |
| Benefit | A gain realized by the organization and beneficiaries through portfolio, program, or project outputs and resulting outcomes. |
| Benefit Owner | The person accountable for ensuring that a specific benefit is realized and sustained, typically from the receiving organization rather than the program team. |
| Benefits Management | The performance domain that defines, creates, optimizes, delivers, and sustains the benefits provided by the program. |
| Benefits Realization | The process of ensuring that the intended benefits of a program are actually achieved and sustained by the organization. |
| Benefits Realization Plan | A component of the program management plan that describes how and when benefits will be delivered, measured, and transitioned. |
| Benefits Register | A centralized repository that tracks all identified benefits through identification, planning, delivery, transition, and sustainment. |
| Benefits Sustainment | The ongoing monitoring and support of benefits after they have been transitioned to ensure continued realization. |
| Benefits Transition | The process of transferring ongoing responsibility for program benefits from the program team to the operational organizations that will sustain them. |
| Business Case | A documented economic feasibility study used to establish the validity of the benefits to be delivered by a program. Serves as the primary justification document for program investment. |
| Compliance Monitoring | The process of ensuring that the program meets external regulatory requirements and internal organizational policies and standards. |
| Component Authorization | The formal process of initiating individual projects or subsidiary programs within the program based on governance criteria. |
| Component Closure | The process of completing a component's deliverables, obtaining acceptance, releasing resources, documenting lessons learned, and archiving records, which occurs incrementally throughout the delivery phase. |
| Conflict of Interest | A situation in which a program manager's personal interests, relationships, or financial considerations could improperly influence their professional judgment. |
| Cost Performance Index (CPI) | A measure of cost efficiency calculated by dividing earned value by actual cost. A CPI below 1.0 indicates the program is over budget. |
| Decision Rights | The specification of who has the authority to make which types of decisions within the program, from operational choices to strategic direction changes. |
| Dependency Management | The tracking and resolution of connections between program components to ensure outputs are delivered in the right sequence, format, and quality. |
| Diversity, Equity, and Inclusion (DEI) | The practice of building teams and programs that reflect diverse backgrounds, ensure fair access to opportunities, and create environments where all participants feel valued. |
| Earned Value (EV) | The budgeted cost of the work that has actually been completed at a given point in time. |
| Emergent Benefits | Benefits that were not planned or anticipated when the program was chartered but that arise during program delivery. |
| Enterprise Environmental Factors (EEFs) | Conditions not under the immediate control of the team that influence, constrain, or direct the program. |
| Escalation Policy | A defined framework specifying what triggers escalation, who escalates, who receives the escalation, and the expected response time. |
| Estimate at Completion (EAC) | A forecast of the total cost of the program based on current performance, most commonly calculated as BAC divided by CPI. |
| Expectation Management | The practice of establishing clear, realistic expectations with stakeholders about what the program will deliver, when, and how, to prevent misunderstandings and build trust. |
| Feasibility Study | An assessment of whether a program's objectives can realistically be achieved given the organization's resources, capabilities, and constraints. |
| Final Program Report | A comprehensive document produced during closure that includes formal acceptance, financial assessment, performance analysis, benefits realization status, lessons learned, and archive plans. |
| Financial Closure | The process of reconciling the program budget, settling contracts, returning unused funds, and establishing sustainment budgets for ongoing operations. |
| Financial Framework | A high-level plan for coordinating available funding, determining constraints, and allocating funds across the program. |
| Governance Board | The decision-making body responsible for providing strategic direction, approving funding, monitoring progress, and ensuring program alignment with organizational goals. Also called the steering committee. |
| Governance Framework | The collection of policies, procedures, standards, reporting structures, and decision rights that define how the program is managed, overseen, and controlled. |
| Influence/Impact Grid | A stakeholder analysis tool that classifies stakeholders based on their ability to influence the program and the degree of impact the program has on them. |
| Integration Testing | Testing conducted to verify that outputs from different components work together correctly at the program level. |
| Intangible Benefits | Benefits that are real and valuable but cannot be easily expressed in monetary terms, such as brand awareness or employee morale. |
| Internal Rate of Return (IRR) | The discount rate at which the net present value of all cash flows equals zero. |
| Key Performance Indicator (KPI) | A measurable value that demonstrates how effectively the program is achieving its key objectives and progressing toward benefits realization. |
| Lessons Learned Repository | An organizational knowledge asset that captures what worked, what did not, and what should be done differently, for application to current and future programs. |
| Mandatory Standard | A standard within the Code of Ethics that establishes firm requirements; violation can result in disciplinary action. |
| Net Present Value (NPV) | The present value of all expected cash flows (both costs and benefits) discounted at the organization's cost of capital. |
| Organizational Business Value | The net quantifiable benefit derived from a business endeavor, which may be tangible, intangible, or both. |
| Performance Domain | A complementary grouping of related areas of activity or function that uniquely characterizes and differentiates the activities found in one domain from others within the full scope of program management work. |
| Phase Gate | A checkpoint at the end of a program phase where the governance body evaluates results and decides the future direction of the program. |
| PMI Code of Ethics and Professional Conduct | The ethical framework that specifies obligations of responsibility, respect, fairness, and honesty for all PMI members, credential holders, and volunteers. |
| PMI-CPMAI | The PMI Certified Professional in AI Management methodology, a six-phase iterative framework for managing AI projects: Business Understanding, Data Understanding, Data Preparation, Model Development, Model Evaluation, and Model Operationalization. |
| Portfolio | Projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives. |
| Post-Program Review | A review conducted after program closure to evaluate overall performance, capture lessons learned, and generate recommendations for organizational improvement. |
| Power/Interest Grid | A stakeholder analysis tool that classifies stakeholders along two dimensions: their level of power (authority) and their level of interest (concern) regarding the program. |
| Program | Related projects, subsidiary programs, and program activities managed in a coordinated manner to obtain benefits not available from managing them individually. |
| Program Change Management | The process of capturing, evaluating, and dispositioning change requests at the program level, including assessment of cross-component impacts. |
| Program Charter | A document issued by a sponsor that authorizes the program management team to use organizational resources and links the program to organizational strategy. |
| Program Closure | The final phase of the program life cycle, during which program resources are released, benefits are transitioned, finances are closed, knowledge is archived, and formal governance approval to end the program is obtained. |
| Program Governance Plan | A component of the program management plan that documents the governance structure, roles, decision rights, meeting schedules, review criteria, escalation policies, and reporting requirements. |
| Program Integration Management | The management of activities that identify, define, combine, unify, and coordinate the various processes and activities within the program. |
| Program Life Cycle | The series of phases that a program passes through from its definition to its closure, consisting of program definition, program delivery, and program closure. |
| 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 Information System (PMIS) | The set of tools and processes used to share knowledge, documentation, and reporting across program components. |
| 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's individual components. |
| Program Manager | The person authorized by the performing organization to lead the team or teams responsible for achieving program objectives. |
| Program Master Schedule | The top-level program planning document that identifies component schedules and dependencies among program components required to achieve program goals. |
| Program Roadmap | A chronological representation of a program's intended direction, showing dependencies between major milestones and reflecting the linkage between organizational strategy and program work. |
| Program Scope Statement | A description of the work required to deliver the program's intended benefits, including what is included within and excluded from the program's boundaries. |
| Program WBS | A deliverable-oriented hierarchical decomposition encompassing the total scope of the program, including deliverables from all constituent components, decomposed to the program manager's level of control. |
| Progressive Elaboration | The iterative process of increasing the level of detail in a program management plan as greater amounts of information and more accurate estimates become available. |
| RACI Matrix | A responsibility assignment matrix that identifies who is Responsible, Accountable, Consulted, and Informed for each key program deliverable or decision. |
| Resource Leveling | The process of adjusting component schedules or resource assignments to resolve conflicts over shared resources without compromising the program's critical path. |
| Resource Transition | The release and redeployment of program resources including people, equipment, facilities, and materials during program closure. |
| Risk Transfer | The movement of residual program risks, along with their analysis and response plans, to the organizational risk registers of the receiving organizations. |
| Salience Model | A stakeholder analysis tool that evaluates stakeholders based on three attributes: power, legitimacy, and urgency, producing seven stakeholder categories. |
| Schedule Performance Index (SPI) | A measure of schedule efficiency calculated by dividing earned value by planned value. An SPI below 1.0 indicates the program is behind schedule. |
| Social Responsibility | The obligation to consider the broader societal impacts of program decisions, including effects on communities, workers, and vulnerable populations. |
| Stage Gate Review | A governance evaluation point where the board assesses program readiness against pre-defined criteria and makes a proceed, proceed with conditions, recycle, or terminate decision. |
| 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 the program. |
| Stakeholder Engagement Plan | A document that defines how each stakeholder or stakeholder group will be engaged throughout the program, including strategies, communication approaches, and responsible parties. |
| Stakeholder Map | A visual representation of stakeholder interactions, showing current and desired levels of support and influence, used to assess the impact of changes on the program community. |
| Stakeholder Register | A document that records each stakeholder's name, role, organization, interests, influence level, attitude, and preferred communication method. |
| Strategic Alignment | The program management performance domain that identifies program outputs and outcomes to provide benefits aligned with organizational strategy goals and objectives. |
| Sustainability | The practice of designing and managing programs to minimize environmental impact and ensure long-term viability of resources and ecosystems. |
| Sustainment Budget | The ongoing operational budget needed to sustain the benefits, infrastructure, and processes created by the program after it closes. |
| SWOT Analysis | An environmental analysis tool that examines internal strengths and weaknesses alongside external opportunities and threats. |
| Tangible Benefits | Benefits that can be measured in monetary terms or other quantifiable units, such as revenue increases or cost reductions. |
| Trustworthy AI Framework | A five-layer framework for ethical AI practice covering Ethical AI, Responsible AI, Safe AI, Fair and Impartial AI, and Explainable AI. |