Common Project Management Terminology

Assumption: A factor in the planning process that is considered to be true, real, or certain, without proof or demonstration

Change Control: A process whereby modifications to project scope, schedule, time, quality, and other components are identified, documented, and either approved or rejected; helps reduce scope creep and ensures the full impact of a change is known, documented, and communicated before being implemented

Constraint: A limiting factor that affects the execution of a project, program, portfolio, or process

Customer: The person(s) or organization(s) that will pay for the project’s product, service, or result

End User: The person(s) or organization(s) that will use the project’s product, service, or result; may be the same as the Customer

Portfolio: All of an organization’s projects, programs, subportfolios, and operations managed as a group to achieve strategic objectives; portfolio management is the centralized management of one or more portfolios

Program: A group of related projects, subprograms, and program activities managed in a coordinated way to obtain benefits not available form managing them individually; program management is the centralized management of one or more programs

Project: A temporary endeavor undertaken to produce a unique product, service, or result. ITS also uses the following criteria to define a project:

  • Requires more than 40 hours of work
  • Requires resources from 2+ ITS teams (or more than 40 hours of work from one ITS team)
  • Has a significant level of impact or complexity
  • Is not related to existing daily operations

Project Charter: The document that formally authorizes the existence of a project, provides a high-level project overview, and authorizes the project manager to apply organizational resources to project activities

Project Management Life Cycle: The series of phases that a project passes through from identification to closeout

Project Management: The application of knowledge, skills, tools, and techniques to project activities to meet project requirements

Project Management Office: An organizational structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques

Project Plan: The document that describes how the project will be executed, monitored, and controlled; includes, but is not limited to, the project schedule

Project Sponsor: A person or group that provides resources (especially funding) and support for the project, program, or portfolio and is accountable for enabling success; also may be referred to as the “Project Champion”

Scope: The sum of the products, services, and results to be provided as a project; should be defined both in terms of inclusion (“What is in scope?”) and exclusion (“What is out of scope?”)

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

Triple Constraint: Scope, time, and cost – the three key attributes that must be handled effectively for successful completion of any project, so called because a change to any one of these factors almost always leads to a modification to one or both of the others; also referred to as the “Iron Triangle”

Work Breakdown Structure: A hierarchical breakdown of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables

Contact Us

The PMO Team

Vikki M. Massey, PMP, MS, MA
Director
ITS PMO
vmercer@uthsc.edu
(901) 448-8040

Megan Davis
Project Coordinator
ITS PMO
mdavi120@uthsc.edu
(901) 448-2895

Chris Madeksho
Project Coordinator
Information Security
mmadeksh@uthsc.edu
(901) 448-1579

Connie Sutton
Business Analyst
ITS PMO
cdye@uthsc.edu
(901) 448-8032

Shawn Bryan
Business Analyst
ITS PMO
sbryan1@uthsc.edu
(901) 448-3123