Project Management CH 4

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Project Management CH 4
2013-07-12 14:11:48
Project Management

Chapter 4
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  1. Balanced Scorecard
    a methodology that converts an organization's value drivers to a series of defined metrics
  2. Baseline
    the approved project management plan plus approved changes
  3. Business Service Management (BSM) Tools
    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
  4. Capicalization Rate
    the rate used in discounting future cash flow; also called the discount rate or opportunity cost of capital
  5. Cash Flow
    benefits minus costs or income minus expenses
  6. Change Control Board (CCB)
    a formal group of people responsible for approbing or rejecting changes on a project
  7. Change Control System
    a formal, documented process that describes when and how official project documents may be changed
  8. Configuration Management
    a process that ensures that the descriptions of the project's products are correct and complete
  9. Cost of Capital
    the return available by investing the capital elsewhere
  10. Directives
    new requirements iimposed by management, government, or some external influence
  11. Discount Factor
    a multiplier for each year based on the discount rate and year
  12. Discount Rate
    the rate used in discounting future cash flow; also called the capitalization rate or opportunity cost of capital
  13. Integrated Change Control
    identifying, evaluating, and managing changes throughout the project life cycle
  14. Interface Management
    identifying and managing the points of interaction between various elements of a project
  15. Internal Rate of Return (IRR)
    the discount rate that results in an NPV of zero for a project
  16. Mind Mapping
    a technique that uses branches radiating out from a core idea to structure thoughts and ideas
  17. Net Present Value (NPV) Analysis
    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
  18. Opportunities
    chances to improve the organization
  19. Opportunity Cost of Capital
    the rate used in discounting future cash flow; also called the capitalization rate or discount rate
  20. Organizational Process Assets
    formal an 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
  21. Payback Period
    the amount of time it will take to recoup, in the form of net cash infliws, the total dollare invested in a project
  22. Problems
    undesirable situations that prevent the organization from achieving its goals
  23. Project Charter
    a document that formally recognizes the existence of a project and provides direction on the project's objectives and management
  24. Project Integration Management
    processes that coordinate all project management knowledge areas throughout a project's life, including developing the project charter, developing the preliminary project scope statement, developing the project management plan, directing and managing the project, monitoring and controlling the project, providing integrated change control, and closing the project
  25. Project Management Plan
    a document used to coordinate all project planning documentsand guide project execution and control
  26. Required Rate of Return
    the minimum acceptable rate of return on an investment
  27. Return on Investment (ROI)
    (benefits minus costs) divided by costs
  28. Strategic Planning
    determining long-term objectives by analyzing the strengths and weaknesses of an organization, studying opportunities and threats in the business environment, predicting future trends, and projecting the need for new products and services
  29. SWOT Analysis
    analyzing Strengths, Weaknesses, Opportunities, and Threats; used to aid in strategic planning
  30. Weighted Scoring Model
    a technique that provides a systematic process for basing project selection on numerous criteria