ABSTRACT
Project management language described in this chapter primarily comes from PMI’s Guide to the Project Management Body of Knowledge (PMBOK Guide).1 This chapter focuses on the needs for a common project management vocabulary. This will aid users to achieve Level 1, Common Language, of Kerzner’s Project Management Maturity Model (PMMM) in Chapter 5. This chapter covers a lot of terms; we list the most important here:
As described in Chapter 5, there are three “P”s or domains-portfolios, pro-◾ grams, and projects-in the project management space. Chapter 5 described how PMI measures maturity in implementing best practices that support all three. In addition to the Operations Project Management Maturity Model (OPM3), there are three standards documents for the domains-the PMBOK Guide for projects and two other separate documents for portfolio and program management.2,3 A portfolio consists of all the enterprise’s programs and projects. Section 4.2.2 ◾ describes the portfolio landscape as it relates to supply chain projects. There’s a difference between a program and a project. A project is a tempo-◾ rary and unique effort that has a beginning and an end. A program consists of multiple projects. A program can go on forever, containing a number of projects plus some ongoing operation elements. At some points in its lifetime, a program may not have any active projects.
