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Wideman Comparative Wideman Comparative Glossary of Common Project Management Terms v5.5 is copyright © R. Max Wideman, 2000-2017.

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Last updated 12-22-17

Master Glossary
Organizational Context   - to -   Ownership of Quality Responsibility
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Term
Definition     Editor's Choice
Cat Source
Organizational Context
The management processes, organizational culture, and organizational systems that exist within an organization. [D06465]

JN

 PMJ Sep 2009, p16
Organizational Design
The design of the most appropriate organization for a project, including definitions of roles and responsibilities of the participants. The five basic kinds of structure are:
  1. Functional
  2. Coordination
  3. Balanced
  4. Seconded, and
  5. Project Matrix.
[D03880]

FGJN

 PNG
Organizational Factors
The availability of expertise of personnel, labor relations, physical resources, relevant project experience, corporate image, senior management attitudes, employee morale, the enterprise's market position, project execution track record, and so on. [D02332]

FGJN

 RMW
Organizational Governance
The process by which an organization directs and controls its operational and strategic activities, and by which the organization responds to the legitimate rights, expectations, and desires of its stakeholders. [D06076]

FGJN

 PPM
Organizational Influences
See Organizational Constraints. [D03111]

JN

  
Organizational Learning
The ability of the organization as a whole to capture knowledge and experience from past projects and apply that to future projects. A relatively new management concept designed to improve the overall performance and responsiveness of an enterprise and avoid the loss of this information when individual personnel leave the enterprise's employment. [D03112]

FGJN

 RMW
Organizational Planning
The process of identifying, assigning and documenting project responsibilities and relationships. [D01118]

GJN

 WST
Organizational Politics
The informal process by which personal friendships, loyalties, and enmities are used in an attempt to gain an advantage in influencing project decisions. [D01119]

FGJN

 PMK87
Organizational Process Assets
All formal and informal plans, policies, procedures, guidelines and the like used by the performing organization, that have an influence on the running of a Project, Program or Portfolio and its consequent success. [D06349]

GJN
T

 RMW
Organizational Project Success
The corporate condition when strategy is implemented effectively, project productivity is efficient, projects are delivered successfully and benefits are harvested steadily.
Editor's Note: This requires both project success and product success. [D05808]

FGJN

 RMW
Organizational Requirements
Those requirements, usually resources, necessary to enable an organization to meet its goals and objectives. [D03113]

FGJN

 RMW
Organizational Strategy
The strategy adopted by an organization designed to meet its goals and objectives. [D03114]

FGJN

 RMW
Organizational Style
The overall style, or culture, of the organization, or that is evident in its program and/or its project activities. [D03115]

FGJN

 RMW
Orientation
An overview or introduction to a topic. [D05195]

N

 SA-CMM
Original Budget
Budget on which the decision to start the project is based. [D01120]

GJ

 NPMT
The initial budget established at or near the time a contract was signed or a project authorized, based on the negotiated contract cost or managementís authorization. [D01121]

GJ
CHMT

 WST
Original Duration
The first estimate of work time needed to execute an activity. The most common units of time are hours, days and weeks. [D01123]

JN

 PMK87
See also Baseline Schedule. [D01122]

JN
CHM

  
Originator
The person who submits a change request (CR). The standard change request mechanism requires the originator to provide information on the current problem, and a proposed solution in accordance with the change request form. [D04741]

FGJ
T

 RUP
OTB
See Over Target Baseline

JN
T

  
Other Bid Considerations
An evaluation of personnel and financial resources, facilities, performance record, responsiveness to contract terms and conditions and the general willingness to perform the work. [D01124]

GJ
CHMT

 PMK87
Other Direct Costs ("ODC")
A group of accounting elements which can be isolated to specific tasks, other than labor and material. Included in ODC are such items as travel, computer time, and services. [D01125]

J
CHMT

 WST
Other Work
In project portfolio management, "Work" that the organization has determined it will include in the portfolio process because of its call on the same portfolio resources even though it is not characterized as a program or project. [D06077]

FGJ
CHMT

 PPM
Out of Scope
Requirements not included in the current contract and beyond the limits of the change clause. See also Contract Change [D04168]

GJ
CHMT

 CSM
Outcome
A result or consequence of an activity or process. [D05678]

JN

 WSG
Something that follows as a result or consequence.
Editor's Note: "Outcome" is a more general term than "deliverable". Outcome may include a state of being, as in administrative-change type projects, whereas a "deliverable" is limited to a tangible object. [D03117]

N

 Webster
The consequential result of applying a particular capability to execute a given process. [D06078]

N

 SU
The term used to describe the totality of what the project is set up to deliver, consisting of all the specialist products. For example, this could be an installed computer system with trained staff to use it, backed up by new working practices and documentation, a refurbished and equipped building with all the staff moved in and working, or it could be a new product launched with a recruited and trained sales and support team in place. [D05397]

T

 PRNC2 2002
The result of change. [D06079]

N

 BRM
Outcome/Benefits Realization Plan
A description of how the project's outputs will be used by the business unit(s) to realize the benefits of the project. [D05398]

FGJN
CHMT

 TGPM
Outcomes
The benefits and other long-term changes that are sought from undertaking a project. [D05399]

N

 TGPM
Outlays
See Actual Costs. [D03663]

JN

  
Outline
A hierarchical structure for a project that shows how some tasks fit within broader groupings. [D01126]

GJN

 MSP98
Out-of-Sequence Progress
Progress that has been reported even though activities that have been deemed predecessors in project logic have not been completed. [D01127]

JN

 WST
Output
See Outcome. [D05679]

N

  
Any artifact that is the result of a process step. See Deliverable. [D04742]

JN
T

 RUP
Output Format
Information that governs the final appearance of a report or drawing.
Note: Usually refers to computer-generated documents. [D04467]

GJN
T

 APM
Output Management Plan
A detailed plan for the management of the changes (both enhancements and fixes) that will result while the output is being deployed. [D05400]

GJN
T

 TGPM
Output Requirements
The documented functionality and characteristics of the project's deliverables. [D03116]

JN
T

 RMW
Outsourcing
The practice of purchasing goods or services from specialty suppliers. [D04169]

GJN
CHM

 CSM
The practice of subcontracting manufacturing work to outside and especially foreign or non-union companies.
Editor's Note: Can also apply to the contracting out of services, rather than using in-house resources. [D03118]

GJN
CHM

 Webster
Over Target Baseline ("OTB")
A baseline which results from formal reprogramming of an overrun, used only with the approval of the customer. [D04645]

JN
T

 QWF
Overall Change Control
Coordinating changes across the entire network. [D01128]

JN
T

 WST
Overall Control
Control at a high level and providing general direction only. [D03119]

FG

 RMW
Overall Cost
See Life Cycle Costing. [D03630]

FGJN
CHMT

  
Overall Project
The project in its entirety.
Editor's Note: The word "overall" is really redundant and is used only to provide emphasis. [D03120]

JN

 RMW
Overall Quality Philosophy
The universal belief throughout a company that quality is important and performance is based on conformance to requirements/specifications, based on established quality policies and procedures. These policies and procedures become the basis for collecting facts about a project for study and analysis. [D01130]

JN

 PMK87
QMPP
The universal belief and performance throughout the company, based on established quality policies and procedures. Those policies and procedures become the basis for collecting facts about a project in an orderly way for study (statistics). [D01129]

JN

 PMK87
Over-allocation
The result of assigning more tasks to a resource than the resource can accomplish in the work time available. [D01131]

FGJN

 MSP98
Overhead
Costs arising from management and supervision, office expenses, interest-during-construction, and any other general costs associated with the project not directly attributable to design or construction. [D01132]

FGJN
CHMT

 CCCP
Costs incurred in the operation of a business which cannot be directly related to the individual products or services being produced. See also Indirect Cost. [D01133]

FGJN
CHM

 WST
A general term often used to identify any indirect cost. [D03539]

J

 GAT
Overload
The amount by which the resource required exceeds the resource limit. [D03881]

N

 PNG
Overrun
The amount by which a time or cost exceeds its currently approved allowance. [D05401]

GJN
CHM

 RMW
An increase in the time or cost compared to the plan. A reduced scope without a corresponding reduction in the time or cost would be considered an overrun. [D01135]

JN
CHMT

 CCCP
Costs incurred in excess of the contract target costs on an incentive type contract or the estimated costs on a fixed fee contract. An overrun is that value of costs which are needed to complete a project, over that value originally authorized by management. [D01136]

JN
CHM

 WST
The amount by which the cost of performance is greater than the amount estimated. [D06080]

JN

 PMTWG
Overtime
The time worked by an employee in excess of the agreed-upon normal working hours. Typically compensated for by either a higher rate of pay per hour or compensatory time. [D06081]

JN
CHM

 PMTWG
Owner
The party legally responsible under the terms of a contract for financing the project. See also Sponsor. [D01137]

FGJ
CHMT

 CCCP
Owner Support
Support from the "owner" of the project, typically through the project's sponsor or its project director.
Editor's Note: Be aware that on many projects it is not clear who is the real owner. It is well worth taking steps to find out before problems arise! [D03121]

FGJ
CHMT

 RMW
Ownership of Quality Responsibility
The situation when an individual performing a task has the ultimate responsibility for conformance to the requirements/ specifications. [D01138]

JN

 PMK87
QMPP
Definitions for page O02: 61

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