PMI PMOCP flashcards
PMI PMOCP · Build recall with a focused review session.
32 cards. Read the term and the definition here. The deck at the top of this page is optional.
- PMO charter
- Document defining the PMO's mandate, scope, authority level, services, reporting line, funding model, and performance measures; approved by the sponsoring executive before the PMO begins operating.
- Supportive PMO
- Low-control PMO model supplying templates, coaching, and best practices on request; project managers remain accountable for delivery and compliance with standards is voluntary.
- Controlling PMO
- Intermediate model that sets standards and requires compliance at defined governance gates while project managers retain day-to-day accountability for delivering project outcomes.
- Directive PMO
- High-control model in which project managers report to the PMO and the PMO owns delivery authority, standards enforcement, and assignment of project resources.
- Enterprise PMO
- Portfolio-level PMO aligned to executive strategy, integrating project, program, and portfolio governance and typically reporting directly into the C-suite.
- Federated PMO model
- Hybrid structure where a central PMO sets standards and business-unit PMOs adapt and apply them locally, balancing enterprise consistency with unit autonomy.
- PMO service catalog
- Enumerated list of services the PMO delivers, each linked to a stakeholder need, a service owner, an agreed service level, and a performance measure.
- PMO chargeback funding
- Funding model that bills business units for PMO services consumed; it increases cost transparency and value scrutiny but adds administrative overhead.
- P3M3 maturity model
- Five-level maturity model assessing portfolio, programme, and project management processes, progressing from awareness of process through to optimized continuous improvement.
- OPM3
- Organizational Project Management Maturity Model built on the Standardize–Measure–Control–Improve cycle and a catalog of best practices across portfolio, program, and project domains.
- Power/interest grid
- Stakeholder mapping tool placing stakeholders by influence and interest; quadrants are manage closely, keep satisfied, keep informed, and monitor.
- Salience model
- Stakeholder classification using power, legitimacy, and urgency; stakeholders holding all three attributes are definitive and demand priority engagement.
- Importance–performance analysis
- Survey method rating each PMO service on importance and performance; the resulting gap identifies improvement priorities and low-value services.
- Capability gap analysis
- Comparison of current capability with desired capability; the gap equals desired minus current, and gaps are prioritized by impact and feasibility of closure.
- Assessment data triangulation
- Confirming each assessment finding with at least two independent sources, such as interviews, surveys, and document review, before drawing conclusions about the PMO.
- Assessment baseline
- Recorded starting values for PMO metrics and stakeholder satisfaction, used later to demonstrate whether implemented changes produced measurable improvement.
- Demand intake funnel
- Single entry point where project and service requests are screened against strategic fit, value, risk, and capacity before any prioritization decision is made.
- RAID log
- Register tracking risks, assumptions, issues, and dependencies, each with an owner, due date, and status, reviewed at a fixed governance cadence.
- Portfolio prioritization scoring
- Weighted-criteria method ranking investments by strategic alignment, financial return, risk, and resource availability; rankings drive approve, defer, or reject decisions.
- Escalation by exception
- Governance rule routing only threshold breaches and unresolved cross-project decisions to senior sponsors, keeping routine delivery decisions at project level.
- PMO information system
- Repository holding project, resource, and portfolio data from which all reports draw, eliminating conflicting versions of status information across the organization.
- Service level agreement
- Documented commitment defining the scope, response time, quality standard, and owner for a specific PMO service delivered to stakeholders.
- ADKAR change model
- Five-stage adoption sequence - Awareness, Desire, Knowledge, Ability, Reinforcement - used to plan PMO rollouts, training, and sustainment activities.
- PMO ROI
- Formula: quantified benefits minus PMO operating cost, divided by PMO operating cost; hard and soft benefits are reported separately.
- Benefits register
- Inventory of expected benefits with owner, metric, baseline, target, realization date, and review status; it is the basis for benefits realization tracking.
- Leading indicator
- Metric that changes before outcomes occur, such as milestone adherence or risk closure rate, and is used to forecast future performance.
- Lagging indicator
- Metric measuring results already achieved, such as realized benefits or cost variance at closure; it confirms rather than predicts performance.
- PDCA cycle
- Plan–Do–Check–Act iterative improvement loop applied to each PMO service, with the service owner accountable for completing each full cycle.
- Value stream mapping
- Process analysis technique classifying each step as value-adding, enabling, or waste, so non-value-adding effort can be removed from PMO services.
- Balanced scorecard
- Performance framework using four perspectives - stakeholder/customer, internal process, learning and growth, and financial - applied to PMO objectives and measures.
- Benefit-cost ratio
- Total benefits divided by total costs over the analysis period; a ratio above 1.0 indicates that benefits exceed costs.
- Net present value
- Sum of discounted future benefits minus discounted future costs; a positive NPV indicates the investment adds value at the chosen discount rate.