| Balanced scorecard | Model that measures the long-run results of major program activities in four areas—customer, internal, innovation and learning, and financial.
|
 |
|
|
| Oversight | A set of principles and processes to guide and improve the management of projects. The intent is to ensure projects meet the needs of the organization through standards, procedures, accountability, efficient allocation of resources, and continuous improvement in the management of projects.
|
|
|
|
| Phase gating | A structured process to review, evaluate, and document outcomes at each project phase and to provide management with information to guide resource deployment toward strategic goals.
|
|
|
|
| Portfolio management | Centralized selection and management of a portfolio of projects to ensure that allocation of resources is directed and balanced toward the strategic focus of the organization.
|
|
|
|
| Project management maturity | A model used to assess project management practices against others in the same industry and to guide and continuously strive to improve the management of projects. Most maturity models recognize levels of maturity so organizations can gauge their relative maturity against others in their industry.
|
|
|
|
| Project office (PO) | A centralized unit within an organization or department that oversees and improves the management of projects.
|