Category: A System for Value Delivery

Product management can exist in different forms, including but not limited to: While product management is a separate discipline with its own body of knowledge, it represents a key integration point within the program management and project management disciplines. Programs and projects with deliverables that include products use a tailored and integrated approach that incorporates… Continue reading Sample Product Life Cycle

The disciplines of portfolio, program, project, and product management are becoming more interlinked. While portfolio, program, and product management are beyond the scope of this standard, understanding each discipline and the relationships between them provides a useful context for projects whose deliverables are products. A product is an artifact that is produced, is quantifiable, and… Continue reading PRODUCT MANAGEMENT CONSIDERATIONS

Factors external to the organization can enhance, constrain, or have a neutral influence on project outcomes. Examples include but are not limited to:

Factors internal to the organization can arise from the organization itself, a portfolio, a program, another project, or a combination of these. They include artifacts, practices, or internal knowledge. Knowledge includes lessons learned as well as completed artifacts from previous projects. Examples include but are not limited to:

Projects exist and operate within internal and external environments that have varying degrees of influence on value delivery. Internal and external environments can influence planning and other project activities. These influences can yield a favorable, unfavorable, or neutral impact on project characteristics, stakeholders, or project teams.

People who fill a governance function approve and support recommendations made by the project team and monitor project progress in achieving the desired outcomes. They maintain linkages between project teams and strategic or business objectives that can change over the course of the project.

People in this function promote the project and communicate the organization’s vision, goals, and expectations to the project team and broader stakeholder community. They advocate for the project and the project team by helping to secure the decisions, resources, and authority that allow project activities to progress. People in this function serve as liaisons between… Continue reading PROVIDE RESOURCES AND DIRECTION

People in this function guide and clarify the direction of the project or product outcome. This function involves prioritizing the requirements or backlog items based on business value, dependencies, and technical or operational risk. People in this function provide feedback to project teams and set direction for the next increment or element to be developed… Continue reading PROVIDE BUSINESS DIRECTION AND INSIGHT

People in this function provide the knowledge, vision, and expertise in a specific subject for a project. They offer advice and support throughout the organization, and contribute to the project team’s learning process and work accuracy. These people can be external to the organization or can be internal project team members. They can be required… Continue reading APPLY EXPERTISE

This group of people provides the knowledge, skills, and experience necessary to produce the products and realize the outcomes of the project. Work can be full time or part time for the duration of the project or for a limited period, and the work can be colocated or virtual, depending on the environmental factors. Some… Continue reading PERFORM WORK AND CONTRIBUTE INSIGHTS