PMI® PgBOK® 3 Guide - Glossary (EN)
The Standard for Program Management 3rd Edition (a.k.a. PgMBOK)
Terms in this set (62)
An outcome of actions, behaviors, products, or services that provide utility to the sponsoring organization as well as to the program's intended beneficiaries.
Benefits Management Plan
The documented explanation defining the processes for creating, maximizing, and sustaining the benefits provided by a program.
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.
A documented economic feasibility study used to establish validity of the benefits to be delivered by a program.
Individual projects and non-project work activities grouped together to make up a program
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.
A senior executive in an agency, organization, or corporation responsible for the success of an authorized program activity.
A review and decision-making body responsible for approving and supporting recommendations made by the program(s) under its authority, and for monitoring and managing the progress of such program(s) in achieving the stated goals.
The program management function that provides a robust, repeatable, decisionmaking framework to control capital investments within an agency, organization, or corporation.
A grouping of tasks and competencies, measurable against accepted standards that represent 100% of the knowledge elements and activities carried out by an individual to address a specific program management area of concentration.
An enterprise whose personnel are the most directly involved in doing the work of the project or program.
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.
Projects, programs, subportfolios, and operations managed as a group to achieve strategic objectives.
The centralized management of one or more portfolios 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.
A group of related projects, subprograms, and program activities that are managed in a coordinated way to obtain benefits not available from managing them individually.
Tasks and work performed within a program.
Program Benefits Delivery
Work performed during the execution of a program that produces the expected benefits as defined in the benefits realization plan.
A document defining the scope and purpose of a proposed program presented to governance to obtain approval, funding, and authorization.
Program activities necessary to transition program benefits to sustainment and to retire and disposition program resources.
Program Communications Management
Activities necessary for the timely and appropriate generation, collection, distribution, storage, retrieval, and ultimate disposition of program information.
A documented explanation of the boundaries, scope, objectives, and benefits that will be achieved through the conduct of a proposed program
Program Financial Framework
A high-level initial plan for coordinating available funding, determining constraints, and determining how funding is allocated.
Program Financial Management
Activities related to identifying the program's financial sources and resources, integrating the budgets of the program components, developing the overall budget for the program, and controlling costs through the life cycles of both the components and the program.
Systems and methods by which a program is monitored, managed, and supported by its sponsoring organization.
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 individuals for ensuring the timely and effective use of those systems and methods.
Program activities that define the program, secure financing, and prepare the program environment for the work that will be performed to deliver program benefits.
Program Integration Management
Program activities conducted to combine, unify, coordinate, and align multiple components and activities within the program.
Program Life Cycle Management
Managing all program activities related to program definition, program benefits delivery, and program closure.
The application of knowledge, skills, tools, and techniques to a program to meet the program requirements and to obtain benefits and control not available by managing projects individually.
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 Office
A management structure that standardizes the program-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques.
Program Management Plan
The full set of documents required to manage a program.
The individual within an agency, organization, or corporation who maintains responsibility for the leadership, conduct, and performance of a program.
Program Master Schedule
An output of a schedule model that logically links components, milestones, and high-level activities necessary to deliver program benefits
Program Performance Metrics
The set of measures used to evaluate and improve the efficiency, effectiveness, and results of program processes.
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
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
A means of monitoring specific program deliverables and results to determine whether they fulfill applicable quality requirements.
Program Quality Plan
A component of the program management plan that describes how an organization's quality policies and standards will be implemented.
Program Resource Management
Program activities that ensure all required resources (people, equipment, material, etc.) are made available to project components as necessary to enable delivery of program benefits.
An uncertain event or condition that, if it occurs, has a positive or negative effect on the program.
Program Risk Management
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 Scope Management
Activities that define, develop, monitor, control, and verify program scope.
An executive in an organization responsible for providing financial resources for a program.
Program Stakeholder Engagement
Capturing stakeholder needs and expectations, gaining and maintaining stakeholder support, and mitigating or channeling opposition.
Individuals and organizations that are actively involved in the program or whose interest may be positively or negatively affected by the program
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 Team/Team Members
Individuals participating directly in the activities of the program or its components.
A temporary endeavor undertaken to create a unique product, service, or result.
The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.
The person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.
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.
A chronological representation of a program's intended direction, graphically depicting dependencies between major milestones and decision points, while communicating the linkage between the business strategy and the program work.
Schedule Management Plan
A component of the project or program management plan 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.
A person or group who provides resources and support for the project, program, or portfolio, and is accountable for enabling success.
An individual, group, or organization who may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project, program, or portfolio.
A program managed as part of another program.
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