• Baseline: The approved version of a project plan or schedule, used as a reference to measure progress and performance

• Benefits Realization: The process of ensuring that program outputs deliver the intended value and benefits to the organization

• Business Case: A justification for a proposed program, outlining its benefits, costs, risks, and alignment with strategic objectives

• CCMP (Certified Change Management Professional): A certification for professionals skilled in managing organizational change and ensuring successful transitions

• Change Control: A systematic approach to managing changes to a program’s scope, schedule, or resources

• Change Review Board: A group of stakeholders, usually executives, responsible for reviewing and approving changes to a program or project

• Cost Benefit Analysis (CBA): A method to evaluate the financial and non-financial costs and benefits of a program to determine its feasibility

Deliverable A tangible or intangible output produced as a result of program activities, intended to meet specific objectives

Downstream Activities, dependencies, or processes that occur later in the workflow and are affected by upstream decisions, such as implementation, execution, or end-user adoption

Feasibility The assessment of whether a program or project is technically, financially, and operationally viable

Governance The framework of rules, processes, and structures that ensure program alignment with organizational goals and compliance

Interdependencies The relationships and interactions between multiple programs, projects, or tasks within an organization

Key Performance Indicators (KPIs) Quantifiable metrics used to evaluate the success or performance of a program against defined objectives

Methodology A structured approach or set of principles and practices used to plan and execute programs and projects

Milestone A significant point or event in a program, often used to measure progress

Organizational Change Management (OCM) The process of managing the people-side of change to achieve the desired outcomes of a program or project

PMP (Project Management Professional) A globally recognized certification for project managers offered by the Project Management Institute (PMI)

PgMP (Program Management Professional) A certification for program managers, validating advanced experience and skills in managing multiple related projects

Portfolio Management The centralized management of multiple programs and projects to achieve strategic objectives

Program A collection of related projects managed in a coordinated way to achieve strategic benefits and objectives

Program Charter A formal document authorizing a program, defining its objectives, scope, and stakeholders

Program Concept The initial idea or vision for a program, outlining its purpose and intended outcomes

Program Glossary A document defining key terms and concepts used within a program to ensure consistency and clarity

Program Kickoff The formal start of a program, where objectives, stakeholders, and initial plans are communicated

Program Management Office (PMO) A centralized unit responsible for establishing standards, practices, and governance for managing programs

Program Manager A professional responsible for overseeing and coordinating multiple related projects to achieve program goals

Program Planning The process of defining objectives, scope, schedules, resources, and risks to guide program execution

Program Schedule A comprehensive timeline that integrates the schedules of all projects within a program, outlining key milestones, dependencies, and delivery dates to ensure alignment with program objectives

RACI Matrix A responsibility assignment chart that defines who is Responsible, Accountable, Consulted, and Informed for specific tasks or deliverables in a project or program

Responsible: The person or team directly performing the work required for a task or deliverable. Responsibility can be delegated. Accountable: The individual ultimately answerable for a task or deliverable’s success or failure, typically the decision-maker. Accountability cannot be delegated. There can be only one person who is accountable for a particular task. Consulted: Individuals or groups who provide input, advice, or expertise to inform decisions or actions Informed: Stakeholders who need to be kept updated on progress or decisions but are not directly involved in executing tasks RAID Log A structured tool to track Risks, Assumptions, Issues, and Dependencies throughout a program.

Risk: A potential event or condition that could negatively impact program objectives if it occurs Assumption: A premise considered true for planning purposes, which could impact the program if proven incorrect Issue: A current problem or challenge that has already occurred and requires immediate resolution Dependency: A reliance on internal or external factors that are critical for program success Resource Allocation The process of assigning available resources, such as personnel, budget, and tools, to program activities

Resource Optimization The process of maximizing the efficiency and effectiveness of resources to achieve program goals

Risk Management The systematic process of identifying, analyzing, and mitigating risks that could impact a program

Roadmap A high-level plan outlining the timeline, milestones, and deliverables for a program

ROAM Framework A method to categorize risks as Resolved, Owned, Accepted, or Mitigated for effective management

Resolve: Addressing a risk immediately by implementing a known solution to eliminate it Own: Assigning a risk to a specific individual or team responsible for managing it Accept: Acknowledging a risk and choosing to proceed without immediate action, as it falls within acceptable thresholds Mitigate: Developing and implementing a plan to reduce the likelihood or impact of a risk ROI (Return on Investment) A measure of the financial gain or benefit derived from a program relative to its cost

Scope Creep The uncontrolled expansion of a program’s scope due to additional requirements or changes without proper approval

Shared Calendar A collaborative tool used to manage schedules, deadlines, and meetings across program stakeholders

Stakeholder An individual, group, or organization with an interest in or impact on the program’s outcomes

Stakeholder Engagement The process of involving individuals, groups, or organizations that can affect or are affected by the program’s outcomes

Stakeholder Mapping The process of identifying and analyzing stakeholders to understand their influence, interests, and impact on the program

Strategic Alignment Ensuring that programs and projects are aligned with the organization’s overarching goals and strategy

Strategic Thinking The ability to consider long-term goals, trends, and impacts when planning and executing programs

Steering Committee A group of high-level stakeholders who provide guidance, oversight, and support for a program’s success

Technical Acumen The knowledge and expertise required to understand and manage the technical aspects of a program

Upstream Activities, dependencies, or processes that occur earlier in the workflow and impact subsequent phases, such as requirement gathering, strategy development, or stakeholder alignment