| Project |
A temporary endeavor undertaken to create a unique product, service, or result. |
| Deliverable |
Any unique and verifiable product, result, or capability produced to complete a process, phase, or project. |
| Milestone |
A significant point or event in a project, program, or portfolio. |
| Scope |
The sum of the products, services, and results to be provided as a project. |
| Work Breakdown Structure (WBS) |
A hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables. |
| 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. |
| Project Life Cycle |
The series of phases that a project passes through from its initiation to its closure. |
| Project Charter |
A document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. |
| Triple Constraint |
The balance of the project's scope, schedule (time), and cost. |
| Project Baseline |
The approved version of a work product that can be changed only through formal change control procedures and is used as a basis for comparison to actual results. |
| Kickoff Meeting |
The first meeting with the project team and the client of the project where applicable. |
| Project Management Plan |
A formal, approved document that defines how the project is executed, monitored, and controlled. |
| Scope Creep |
The uncontrolled expansion to project scope without adjustments to time, cost, and resources. |
| Work Package |
A deliverable or project work component at the lowest level of the work breakdown structure. |
| Project Manager |
The person assigned by the performing organization to lead the team that is responsible for achieving the project objectives. |
| Project Sponsor |
A person or group who provides resources and support for the project and is accountable for enabling success. |
| RACI Matrix |
A responsibility assignment chart that maps out every task, milestone or key decision involved in completing a project and assigns which roles are Responsible, Accountable, Consulted, and Informed. |
| Lessons Learned |
The knowledge gained during a project which shows how project events were addressed or should be addressed in the future. |
| Project Closure |
The process of finalizing all activities for the project, phase, or contract. |
