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Outcome
An end result or consequence of a process or project.
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What does the outcome include?
Outputs and artifacts, but have a broader intent by focusing on the benefit and value that the project was undertaken to deliver
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Portfolio
Projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives.
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Product
An artifact that is produced, is quantifiable and can be either an end item in itself or a component item.
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Program
Related projects, subsidiary programs, and program activities that are managed in a coordinated manner to obtain benefits not available from managing them individually.
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Project
A temporary endeavor undertaken to create a unique product, service, or result. The temporary nature of projects indicates a beginning and an end to the project work or a phase of the project work. Projects can stand alone or be a part of a program or portfolio.
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Project management
The application of knowledge, skills, tools, and techniques to project activities to meet project requirements.
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Project management refers to
guiding the project work to deliver the intended outcomes.
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Project teams can achieve the outcomes using
a broad range of approaches: predictive, hybrid, and adaptive
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Project Manager
The person assigned by the performing organization to lead the project team that is responsible for achieving the project objectives.
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What are some project manager functions?
Project managers perform a variety of functions, such as facilitating the project team work to achieve the outcomes and managing the processes to deliver intended outcomes.
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Project team
A set of individuals performing the work of the project to achieve its objectives
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System for value delivery
A collection of strategic business activities aimed at building, sustaining, and/or advancing an organization.
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What can be a part of an organization's system of value delivery?
Portfolios, programs, projects, products, and operations
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Value
The worth, importance, or usefulness of something.
Different stakeholders perceive value in different ways. Customers can define value as the ability to use specific features or functions of a product. Organizations can focus on business value as determined with financial metrics, such as the benefits less the cost of achieving those benefits. Societal value can include the contribution to groups of people, communities, or the environment.
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Factors internal to the organization can arise from the organization itself: Process assets
Process assets may include tools, methodologies, approaches, templates, frameworks, patterns, or PMO resources.
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Factors internal to the organization can arise from the organization itself: Governance documentation
This documentation includes polices and processes.
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Factors internal to the organization can arise from the organization itself: Data Assets
Data assets may include databases, document libraries, metrics, data, and artifacts from previous projects.
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Factors internal to the organization can arise from the organization itself: Knowledge assets
Knowledge assets may include tacit knowledge among project team members, subject matter experts, and other employees
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Factors internal to the organization can arise from the organization itself: Security and safety
Security and safety measures may include procedures and practices for facility access, data protection, levels of confidentiality, and proprietary secrets.
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Factors internal to the organization can arise from the organization itself: Organizational culture, structure, and governance
These aspects of an organization include the vision, mission, values, beliefs, cultural norms, leadership style, hierarchy, and authority relationships. organization al style, ethics, and code of conduct.
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Factors internal to the organization can arise from the organization itself: Geographic distribution of facilities and resources
These resources include work locations, virtual project teams, and shared systems
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Factors internal to the organization can arise from the organization itself: Infrastructure
Infrastructure consists of existing facilities, equipment, organizational and telecommunications channels, information technology hardware, availability, and capacity.
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Factors internal to the organization can arise from the organization itself: Information technology software
Examples include scheduling software, configuration management systems, web interfaces to online automated systems, collaboration tools, and work authorization systems.
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Factors internal to the organization can arise from the organization itself: Resource availability
Examples include contracting and purchasing constraints, approved providers and subcontractors, and collaboration agreements. Availability related to both people and materials includes contracting and purchasing contracts, approved providers and subcontractors, and timelines.
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Factors internal to the organization can arise from the organization itself: Employee capability
Examples include general and specialized expertise, skills, competencies, techniques, and knowledge
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Factors external to the organization can enhance, constrain, or have a neutral influence on project outcomes: Marketplace conditions
Marketplace conditions include competitors, market share, brand recognition, technology trends, and trademarks.
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Factors external to the organization can enhance, constrain, or have a neutral influence on project outcomes: Social and cultural influences and issues
These factors include political climate, regional customs and traditions, public holidays and events, codes of conduct, ethics and perceptions.
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Factors external to the organization can enhance, constrain, or have a neutral influence on project outcomes: Regulatory environment
The regulatory environment may include national and regional laws and regulations related to security, data protection, business conduct, employment, licensing, and procurement.
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Factors external to the organization can enhance, constrain, or have a neutral influence on project outcomes: Commercial databases
Databases include standardized cost-estimating data and industry risk study information.
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Factors external to the organization can enhance, constrain, or have a neutral influence on project outcomes: Academic Research
This research can include industry studies, publications, and benchmarking results.
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Factors external to the organization can enhance, constrain, or have a neutral influence on project outcomes: Industry standards
These standards are related to products, production, environment, quality, and workmanship.
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Factors external to the organization can enhance, constrain, or have a neutral influence on project outcomes: Financial considerations
These considerations include currency exchange rates, interest rates, inflation, taxes, and tariffs.
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Factors external to the organization can enhance, constrain, or have a neutral influence on project outcomes: Physical environment
The physical environment pertains to working conditions and weather
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