Glossary

This glossary includes terms that are:

  • Unique or nearly unique to project management.
  • Not unique to project management but used differently or with narrower meaning in project management than in general everyday use.

Business Owner

The leader or authoritative representative from a group which has both the Business knowledge (process, clients, impact, calendar), and the Business Authority to make wide sweeping/large scope/impacting decisions on the direction and requirements of a service. If need arises, this authoritative person (or delegate) can make these decisions without polling or otherwise querying the user community.

Deliverable

Any unique and verifiable product, result or capability to perform a service that must be produced to complete a process, phase, or project. Often used more narrowly in reference to an external deliverable, which is a deliverable that is subject to approval by the project sponsor or customer.

C-Level Project Manager

An C-Level Project Manager is anyone who is managing a project within CCIT but is not a member of CCIT Services Project Management Office. C-Level Project Managers are responsible for all phases of their projects from original concept through final implementation.

Operations Owner

The operations owner is responsible for the daily provisioning of the product-making sure its available, secure and performing at its established service level.

Project Management Body of Knowledge (PMBOK)

An inclusive term that describes the sum of knowledge within the profession of project management. As with other professions such as law, medicine, and accounting, the body of knowledge rests with the practitioners and academics that apply and advance it. The complete project management body of knowledge includes proven traditional practices that are widely applied and innovative practices that are emerging in the profession. The body of knowledge includes both published and unpublished material.

Product Manager

The Product Manager owns product quality and client satisfaction, product enhancements roadmap and assures appropriate resources and attention to product issues and opportunities. The Product Manager's role is strategic, not tactical.

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.

Project Scope

The work that must be performed to deliver a product, service, or result with the specified features and functions.

Project Sponsor

The key stakeholder. The person or group that provides the financial resources, in cash or in kind, for the project.

Risk Breakdown Structure

A hierarchically organized depiction of the identified project risks arranged by risk category and subcategory that identifies the various areas and causes of potential risks.

Work Breakdown Structure

A deliverable-oriented hierarchical decomposition of the work to be executed by the project team to accomplish the project objectives and create the required deliverables. It organizes and defines the total scope of the project.