Every PMBOK/waterfall term and acronym used across this suite, defined in plain language. A
companion glossary for Agile/Scrum/SAFe terminology (as used in the MedConnect Mobile Agile Suite) is linked
from that suite's homepage.
Planning & Governance
PMBOKProject Management Body of Knowledge — the standard published by the Project Management Institute that defines the process groups, knowledge areas, and terminology this suite follows.
PMPProject Management Professional — the PMI certification credential. (Referenced as Christian's own certification target, distinct from the fictional program artifacts.)
Project CharterThe document that formally authorizes a project and gives the Program Manager authority to apply resources to it.
BaselineThe approved version of scope, schedule, or cost against which actual performance is measured. Changes to a baseline require formal change control.
Work Breakdown Structure WBSA hierarchical decomposition of the total scope of work into smaller, manageable components — the detailed plan PMBOK programs build up front, unlike an Agile program's rolling-wave planning.
Project Management PlanThe comprehensive document integrating all subsidiary plans (scope, schedule, cost, quality, risk, communications, etc.) for how the project will be executed, monitored, and controlled.
RACI MatrixResponsible, Accountable, Consulted, Informed — a matrix assigning these four roles to every major deliverable or decision.
RAIDD LogRisks, Assumptions, Issues, Dependencies, Decisions — a single consolidated log tracking all five categories throughout the project.
Governance ModelThe defined structure of decision rights, escalation paths, and approval tiers for a project — who can approve what, at what threshold.
Steering CommitteeThe senior stakeholder body with authority to approve baseline changes, resolve escalated issues, and make go/no-go decisions at major milestones.
Execution & Control
Change Request CRA formal request to modify a baselined element of scope, schedule, or cost — logged, assessed for impact, and requires approval before implementation.
Change Control LogThe register of every Change Request raised against the project, including its impact analysis, approval status, and outcome.
Program DashboardA rolled-up, at-a-glance view of overall project health (schedule, cost, scope, quality, risk) typically using RAG (Red/Amber/Green) status indicators.
Weekly Status ReportA recurring stakeholder-facing report covering accomplishments, upcoming work, risks/issues, and overall RAG status for the reporting period.
RAG StatusRed/Amber/Green — a simple three-tier health indicator used throughout status reporting and dashboards.
OCMOrganizational Change Management — the discipline of preparing and supporting people through a change, distinct from (but coordinated with) the technical project plan.
SOX ComplianceSarbanes-Oxley — U.S. federal financial-reporting regulation; relevant here because insurance/claims systems often touch financially-reportable data, requiring an internal audit sign-off role on the project.
Financial
Cost-Benefit Analysis CBAA structured comparison of a project's expected costs against its expected benefits, used to justify the investment before Charter approval.
Total Cost of Ownership TCOThe full cost of a system over its lifetime — acquisition, implementation, and ongoing operating/maintenance costs — not just the upfront project cost.
Contingency ReserveBudget set aside (commonly a percentage of the base budget) to absorb approved changes or realized risks without requiring a full re-baseline.
Blended RateA single hourly rate representing an averaged cost across a role or team, used for budget estimation rather than tracking every individual's actual rate.
Closeout
Project Closeout ReportThe formal document confirming all deliverables were accepted, contracts closed, and the project is administratively complete.
Lessons Learned RegisterA structured record of what worked, what didn't, and recommendations for future projects — captured at closeout while the experience is fresh.
Deliverable AcceptanceFormal sign-off from the accountable stakeholder confirming a deliverable meets its defined acceptance criteria.