GLOSSARY

Capability. A specific competency that an organization needs to have in order to implement and sustain OPM.

Methodology. A system of practices, techniques, procedures, and rules used by those who work in a discipline.

Organization. An entity that may include all levels of the enterprise and may transcend business lines or divisions, including any area/business unit that has impact, influence, or involvement in project and business operations. The boundaries of an organization appropriate for OPM could vary by organization based on factors such as culture, size, maturity, and business needs. The principle is to include all aspects of project operations within an integrated framework.

Organizational Enablers. Organizational enablers are structural, cultural, technological, and human-resource practices that can be leveraged to support the implementation of Best Practices in portfolios, programs, and projects in support of strategic goals.

Organizational Project Management (OPM). OPM is a strategy execution framework utilizing portfolio, program, and project management as well as organizational-enabling practices to consistently and predictably deliver organizational strategy leading to better performance, better results, and a sustainable competitive advantage.

Organizational Process Assets. Plans, processes, policies, procedures, and knowledge bases that are specific to and used by the performing organization.

Organizational Project Management Maturity. The level of an organization's ability to deliver the desired strategic outcomes in a predictable, controllable, and reliable manner.

Organizational Project Management Methodology (OPM Methodology). A system of practices, techniques, procedures, and rules used by those who work in OPM. Project management methodology is a subset of OPM methodology.

Portfolio. Projects, programs, subportfolios, and operations managed as a group to achieve strategic objectives.

Portfolio Management. The centralized management of one or more portfolios to achieve strategic objectives.

Program. A group of related projects, subprograms, and program activities that are managed in a coordinated way to obtain benefits not available from managing them individually.

Program Management. The application of knowledge, skills, tools, and techniques to a program to meet the program requirements and to obtain benefits and control not available by managing projects individually.

Program Management Office. A management structure that standardizes the program-related governance processes and facilitates sharing of resources, methodologies, tools, and techniques.

Project. A temporary endeavor undertaken to create a unique product, service, or result.

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

Project Management Methodology. A system of practices, techniques, procedures, and rules used by those who work in portfolios, programs, and projects. Project management methodology is a subset of OPM methodology.

Project Management Office. A management structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques.

Sponsor. A person or group who provides resources and support for the portfolio, program, or project, and is accountable for enabling success.

Stakeholder. An individual, group, or organization who may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a portfolio, program, or project.

Sustainability. A characteristic of a process or state that can be maintained indefinitely.