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Foundations of Information Systems

Key Terms

Foundations of Information SystemsKey Terms

Key Terms

adaptive development approach
development approach that provides a framework that enables project team members to repeat the processes of cycle planning and task initiation as needed
Agile project management
type of project management that involves taking an iterative and incremental approach to delivering projects
change management process
proper procedure for stakeholders to change or modify the scope of the project
contingency plan
outlines the actions you would take if a risky event occurred
escalation policy
determines when the project manager should report budget issues, such as being under or over budget
extreme programming (XP)
Agile methodology that emphasizes the use of software engineering practices to improve quality and responsiveness
incremental development approach
development approach that enables a project to be divided into parts, or increments, that work together and build on each other
Kanban
Agile framework that helps managers visualize and optimize the flow of work through a visual representation of the tasks and how they flow through the project
portfolio management
centralized management of a set of projects grouped together to identify, prioritize, authorize, and control the related work
predictive development approach
development approach useful for projects that have specific requirements with well-defined goals and objectives
PRINCE2 (Projects in Controlled Environments)
project management methodology and certification process that is widely recognized around the world
program management
coordinated organization, direction, and implementation of a group of related projects to achieve outcomes and realize benefits that are strategically important to the business
project
temporary initiative or endeavor to create a product, service, or result that has a beginning and end date
project charter
formal document that authorizes project initiation
project closure
stage at which the project comes to a formal conclusion, ensuring that all project objectives are met and deliverables are handed over
project development
process of planning a project and ensuring that it has the resources necessary to successfully achieve its goals and objectives
project execution
stage that involves implementing the project plan, managing resources, and monitoring progress
project initiation
stage at which a project is created and involves defining its purpose, objectives, and stakeholders
project life cycle (PLC)
development, monitoring, and control of a project
project management
use of specific knowledge, skills, tools, and techniques to provide guidance through each stage of a project
Project Management Body of Knowledge (PMBOK)
guide for handling projects using a systematic methodology and proven processes for initiating, planning, executing, managing, monitoring, and closing a project
Project Management Institute (PMI)
accrediting body for the project management process that certifies project managers, program managers, and portfolio managers
project management office (PMO)
department within an organization that provides the standards and guidelines to project managers for projects and governs how projects are initiated, planned, organized, implemented, managed, and closed
project manager (PM)
person who applies knowledge of project management and uses various tools and techniques to initiate, plan, execute, monitor, control, and close projects
resource planning
task of determining what resources are needed and when they will be needed for the project
risk
event or condition that has a negative effect should it occur during a project
risk management
process that encompasses risk identification, qualitative and quantitative analysis, risk response planning, and risk monitoring and control
risk register
document in which the results of risk analysis and risk response planning are recorded
scope
deliverables, objectives, and requirements of the project
scope creep
scope of the project grows beyond what was agreed to in the planning stage of the project as requirements are changed or modified
scrum
Agile framework that focuses on delivering value through small, cross-functional teams working in sprints, and the product backlog contains a prioritized list of user stories or features
scrum master
leader of the scrum meeting
stakeholder analysis
review and evaluation of each stakeholder, their background, expertise, and impact on the project
statement of work
document detailing the requirements, deliverables, schedule, and responsibilities of the stakeholders of a project to establish a clear understanding of what the project entails
work breakdown structure (WBS)
process that helps the project manager understand how the deliverables will be scheduled and any dependencies there might be in completing other deliverables, essentially breaking down a project into smaller, more manageable work packages and tasks
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