| A | B |
|---|
| balanced scorecard | A methodology that converts an organizations's value drivers to a series of defined matices. |
| baseline | The approved project management plan plus approved changes. |
| BSM - Business Service Management | Tools that help track the execution of business process flows and expose how the state of supporting IT systems and resources is impacting end-to-end business process performance in real time. |
| capitalization rate | The rate used in discounting future cash flows; also called the discount rate or opportunity cost of capital. |
| cash flow | Benefits - Costs OR Income - Expenses |
| CCB - Change Control Board | A fromal, documented process that describes when and how official project documents may change. |
| configuration management | A process that ensures that the descriptions of the project's products are correct and complete. |
| cost of capital | The return available by investing the capital elsewhere. |
| directives | New requirements imposed by management, government or some external influence. |
| discount factor | A multiplier for each year based on the discount rate and year. |
| discount rate | The rate used for discounting future cash flow; also called the capitalization rate or opportunity cost of capital. |
| Integrated Change Control | identifying, evaluating, and managing changes throughout the project life cycle |
| interface management | Identifying and managing the points of interaction between various elements of a project. |
| IRR - Internal Rate of Return | The discount rate that results in a NPV of zero for a project. |
| mind mapping | A technique that uses branches radiating out from a core idea to structure thoughts and ideas |
| NPV - Net Present Value | A method of calculating the expected net monetary gain or loss from a project by discounting all expected future cash inflows and outflows to the present point in time. |
| opportunities | Chances to improve the organization. |
| opportunity cost of capital | The rate used in discounting future cash flow; also called the capitalization rate or discount rate. |
| organizational process assets | Formal and informal plans, policies, procedures, guidelines, information systems, financial systems, management systems, lessons learned, and historical information that can be used to influence a project's success. |
| payback period | The amount of time it will take to recoup, in the form of Net cash inflows, the total dollars invested in the project (Break-even Point). |
| problems | Undesirable situations that prevent the organization from achieving its goals. |
| project charter | A document that formally recognizes the existence of a project and provides direction on the project's objectives, management and stakeholders. |
| project integration management | {rocesses that coordinate all project management knowledge area throughout the project's life cycle, including developing the project charter, developing the preliminary project scope statement, developing the project managemetn plan, directing and managing the project, monitoring and controlling the project, providing integrated change control and closing the project. |
| project management plan | A document used to coordinate all project planning documents and guide project execution and control. |
| required rate of return | The minimum acceptable rate of return on an investment. |
| ROI - Return on Investment | (Benefits - Costs ) / Costs |
| strategic planning | Determining long-term objectives aby analyzing the Strengths and Weaknesses of an organization and studying Opportunities and Threats in the business environment, predicting future trends and projecting the need for new products and services. |
| SWOT analysis | Analyzing: Strengths, Weaknesses, Opportunities and Threats, used to aid in the strategic planning. |
| weighted scoring model | A technique that provided a systematic process for passing project selection on numerous criteria. |
