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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
Management Structure   - to -   Marketing
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Term
Definition     Editor's Choice
Cat Source
Management Structure
Identification of management participants and their hierarchical relationships. [D02977]

FG

 RMW
Management Style
One of the following management approaches that a project manager may adopt depending on the situation: 1 [D06049]

FGJN

 PMTWG
The project manager may adopt several different management styles, according to circumstances, in the process of leadership and team motivation. These include:
  • Authoritarian: Lets individuals know what is expected of them, gives specific guidance as to what should be done, makes his part of the group understood, schedules work to be done, and asks group members to follow standard rules and regulations.
  • Combative: A project manager that is marked by an eagerness to fight or be disagreeable over any given situation.
  • Conciliatory: A project manager that is friendly and agreeable; one that attempts to assemble and unite all project parties involved to provide a compatible working team.
  • Disruptive: A project manager that tends to break apart the unity of a group, one that tends to be an agitator and causes disorder on a project.
  • Ethical: A project manager that is honest, sincere, able to motivate and to press for the best and fairest solution, one generally goes "by the books."
  • Facilitating: The project manager is available to answer questions and give guidance when needed; he does not interfere with day to day tasks, but rather maintains that status quo.
  • Intimidating: A project manager that frequently reprimands employees for the sake of an image as a "tough guy," at the risk of lowering department morale.
  • Judicial: A project manager that exercises the use of sound judgment or is characterized by applying sound judgment to most areas of the project.
  • Promotional: Encourages subordinates to realize their full potential, cultivates a team spirit and lets subordinates know that good work will be rewarded.
  • Secretive: A project manager that is not open or outgoing in speech activity, or purpose much to the detriment of the overall project.
[D00982]

JN

 PMK87
Management System
Organizational structure and administrative routines through which management is exercised. [D00983]

FGJ

 NPMT
Management Time
Man-hours related to the project management team. [D00984]

FGJ

 PMK87
Manager
A role that encompasses providing technical and administrative direction and control to individuals performing tasks or activities within the manager's area of responsibility. The traditional functions of a manager include planning, resourcing, organizing, directing, and controlling work within an area of responsibility. [D05188]

FGJ

 SA-CMM
One whose work or profession is management. [D02978]

J

 RMW
Manager Interfaces
The means by which interaction or communication is achieved between managers with differing responsibilities, e.g. between project managers on concurrent projects. [D02979]

GJ

 RMW
Manager of Project Management
A multi-project level position responsible for integrating the operational aspects of the work being done on all projects within the organization, and integrating the development and use of the organization's project management methods and tools on all projects. Note: The position may also be alternatively titled Vice President of, or Director of. [D04604]

FG

 038
Managerial Quality Administration
The managerial process of defining and monitoring policies, responsibilities and systems necessary to retain quality standards throughout the project. [D00985]

JN

 PMK87
QMPP
Managerial Reserves
Reserve accounts under the sole authority of senior management that can be used to allow for unbudgeted expenses or transfer of funds between strategy areas lacking sufficient budgeted funds. [D05017]

FG

 SCL
The reserve accounts for allocating and maintaining funds for contingency purposes on over- or under-spending on project activities. These accounts will normally accrue from the contingency and other allowances in the project budget estimate, [D00986]

GJ

 PMK87
Managing
Exercising executive, administrative, or supervisory direction. [D02980]

N

 Webster
Managing by Projects
See Enterprise Project Management. [D04345]

FGJ
HMT

 PCD
Managing Change
A term that is used to characterize Project Management. [D02981]

N

 RMW
Managing Organizations by Projects
See Enterprise Project Management. [D04346]

VFGJ
HMT

 PCD
See also Management by Projects. [D02982]

VF

  
Managing Scope
The careful control of changes in the deliverables. [D03446]

GJN
CHMT

 CRMP
Mandate
Responsibilities, requirements or things that must or should very definitely be done, including authority to act to carry out those responsibilities. [D05669]

FGJN

 RMW
Mandatory
A requirement that is ordered by regulation or directed by senior authority and must be complied with. [D02983]

FGJ
CHMT

 RMW
Man-Hour/Month/Year ("M-H/M/Y")
The effort equal to that of one person during one hour, one month, or one year. [D03649]

JN

 DSMC
Manpower
The total number of people who are suited to a particular type of work. The term is typically associated with Manpower Requirements or Availability, etc. [D03650]

FGJ
CHMT

 RMW
Manpower Analysis
A comparison of planned versus actual labor provided to the project as a means to evaluate progress of the work. [D05018]

JN

 PDG
Manpower Planning
The process of projecting the organization's manpower, needs over time, in terms of both numbers and skills, and obtaining the human resources required to match the organizationís needs. See Human Resources Management. [D00987]

FGJN

 PMK87
Knowledge of a project's WBS, schedule and other objectives, and a general understanding of the project life-span is required to develop a manpower plan. The plan should show what types of positions have to be filled, in what numbers and when. This helps to establish qualification requirements, alternate ways of staffing, and realistic lead times for recruiting. It may also point up a resource restraint. See also Job Description, Organization and Methods, and Resource Leveling. [D03069]

FGJ

 CCCP
Manpower Projection
Planned future personnel requirements. [D00988]

FGJ

 NPMT
Manual
Work done by hand, and not by machine, and requiring skill and physical energy. [D02984]

JN

 RMW
Manuals
Books of reference providing standard operating management or technical information. [D02985]

GJ

 RMW
Manufacturing
Making into a product suitable for use. [D02986]

GJ

 Webster
Margin
Any of the following:
  1. A spare amount or measure or degree allowed or given for contingencies or special situations.
  2. A bare minimum below which or an extreme limit beyond which something becomes impossible or is no longer desirable.
  3. The difference which exists between net sales and the cost of merchandise sold and from which expenses are usually met or profit derived.
[D02987]

FGJ

 Webster
In design, margin is the amount of designed-in performance above expected operating performance. In qualification, margin is the measure of demonstrated performance above that required for normal handling and operations. [D04137]

GJN

 CSM
Marginal Contribution
The net contribution to profitability from adding a product attribute or increasing the scale of the attribute. (Example: If a base office design is for 500 lumens of office lighting intensity, what will be the net increase in profitability from adding increments of 50 lumens based on the added productivity of office employees?) [D06451]

N

 Costin
Marginal Cost
Increase or decrease in cost based on the result of one more or one less unit of output. Used to determine the value of increasing or decreasing production, or assigning additional personnel to a project. [D06050]

GJN

 PMTWG
Marginal Costing
Determination of incremental cost and hence trade-off value of additional material for performance or safety, additional labor for faster progress, and so on. It is used where unit costs are not appropriate because some costs such as rental or overheads are already in place. Some adjustment must be made for reduction in productivity due to work transfer or for divided responsibility, for example, following introduction of a second shift on the same activity. [D03070]

GJN

 CCCP
Market
Any of the following:
  1. A meeting together of people for the purpose of trade by private purchase and sale.
  2. The course of commercial activity by which the exchange of commodities is effected; extent of demand.
  3. A geographical area of demand for commodities or services, e.g. the foreign market for consulting services.
  4. The available supply of or potential demand for specified goods or services, e.g. the labor market.
  5. The area of economic activity in which buyers and sellers come together and the forces of supply and demand affect prices.
[D02988]

FG

 Webster
Market Analyst
A person skilled in the analysis of the market. [D02989]

F

 RMW
Market Capitalization
A measure of the value the market places on a company (or part of its assets.) [D02633]

F

 009 June 99, p60
Market Demand
Industrial or consumer willingness to purchase goods and services in a given price range, often measured or inferred on the basis of published government and business data sources. [D06452]

FG

 Costin
Market Price
The value determined at "arm's length" between a willing buyer and a willing seller, each acting rationally in his or her own best interest. [D02990]

GJ

 Webster
Market Requirements
A list of needs that describes the business environment in which a product or service is targeted to be deployed or sold. [D06051]

FG

 PMTWG
Market Research
A technique for improving project performance by surveying the industry. For example, by researching published data on the construction industry, it may be possible to schedule the construction of a project at a time when tenders will be more competitive. Market research may also reveal new or more economic materials, systems and methods for incorporation in the scope of work. [D03071]

GJN
C

 CCCP
Market Segment
The buying power and preferences of a defined population and geographic cluster. [D06453]

F

 Costin
Market Share
The proportion of the total estimated available market that the sales of a product or products of an enterprise represent. [D02718]

F

 RMW
Market Side
That part of the organization responsible for sales and marketing. See also Supply Side. [D05798]

F

 088
Market Survey
The collection and analysis of data from potential sources to determine the capability of satisfying a requirement. The testing of the marketplace may range from written or telephone contact with knowledgeable experts regarding similar requirements, to the more formal Request For Information. [D04138]

FG

 CSM
A set of activities whose goal is to determine what is available in the marketplace and what the features and characteristics of each product are. [D05387]

FG

 MSA
Market Value Added
See Added Value, in the context of the market place. [D02991]

FGJN

  
Marketing
The process or technique of promoting, selling, and distributing a product or service. [D02992]

FGJN

 Webster
The process of matching the abilities of an organization with the existing and future needs of its customers, to the greatest benefit of both parties. The result is an exchange in which the organization receives income through the meeting of customers' needs and customers receive benefits that satisfy their expectations. [D03447]

FGJ

 CRMP
The collection of information on market requirements, planning to select and budgeting to pursue segments of those requirements, actively pursuing those segments and analyzing results of the effort to improve the marketing strategy. It includes:

Marketing requires seeing the whole business from the client or buyer's point of view. Business development, selling and securing a contract are all subsets of marketing. [D04303]


FG

 SU
Definitions for page M01: 50

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