Talking about knowledge means talking about the self-organization of society and social systems. How can knowledge be managed in a self-organizing system?
Line-of-balance A scheduling technique for delivery of repetitive products that shows how resource teams move from product to product rather than the detail of individual activities. Managed The fourth level of a typical capability maturity model where metrics are gathered on process performance and used to control future performance.
Management plan A plan that sets out the policies and principles that will be applied to the management of some aspects of a project, programme or portfolio. Management reserve A sum of money held as an overall contingency to cover the cost impact of some unexpected event.
Maturity model An organisational model that describes a number of evolutionary stages through which an organisation improves its management processes. A key event selected for its importance in the schedule. Mobilisation Ensures that the project, programme or portfolio has appropriate organisational and technical infrastructures and mechanisms for putting resources in place.
Monte Carlo analysis A technique used to estimate the likely range of outcomes from a complex process by simulating the process under randomly selected conditions a large number of times. A discussion between two or more parties aimed at reaching agreement.
Network analysis A collective term for the different ways in which a network diagram may be analysed, including for example, critical path analysis, program evaluation and review technique and critical chain.
A model of activities and their dependencies comprising nodes and links. Objectives Predetermined results towards which effort is directed. Operations management The management of those activities that create the core services or products provided by an organisation.
Opportunity A positive risk event that, if it occurs, will have a beneficial effect on achievement of objectives. Optimising The fifth and last level of a typical maturity model where continuous process improvement is enabled by quantitative feedback from the process and from piloting innovative ideas and technologies.
Organisation The management structure applicable to the project, programme or portfolio and the organisational environment in which it operates.
The changed circumstances or behaviour that results from the use of an output. The tangible or intangible product typically delivered by a project.
P3 assurance The process of providing confidence to stakeholders that projects, programmes and portfolios will achieve their scope, time, cost and quality objectives, and realise their benefits.
The collective term for project, programme and portfolio management.
P3 management team A collective term for those involved in the sponsorship and day-to-day management of a project, programme or portfolio. A life cycle where phases are conducted in parallel. Parametric estimating An estimating technique that uses a statistical relationship between historic data and other variables to calculate an estimate.
The major subdivision of a life cycle. Planning Determines what is to be delivered, how much it will cost, when it will be delivered, how it will be delivered and who will carry it out. Portfolios can be managed at an organisational or functional level.
Precedence network A network diagram in which activities are represented by rectangles nodes and their dependencies are represented by arrows.Complexity characterises the behaviour of a system or model whose components interact in multiple ways and follow local rules, meaning there is no reasonable higher instruction to define the various possible interactions..
The term is generally used to characterize something with many parts where those parts interact with each other in multiple ways, culminating in a higher order of emergence.
The definition of one word or phrase may depend on understanding another word or phrase defined elsewhere in the reference list.
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