You can refer to the material here for your reading pleasures. 

It is important to understand the commonly used terms in Project management so that we can:

• Communicate efficiently: Understanding project management terms can help you communicate with your team more efficiently. Project management lingo will often use a single word or phrase to encompass an entire idea.

• Prevent delays: Not knowing what a term means can lead to confusion, which can lead to project delays. Understanding what your team leader is telling you and what your assignment is will help the project run smoothly and with agility.

• Demonstrate knowledge: Through the use of project management terms, you can demonstrate to your team and project manager that you’re knowledgeable. For project managers especially, being fluent in project management terminology can help to instill confidence in the team and the direction of your project.

• Pass Project Management Examination: In the exam, these terms could be use frequently in the questions. It will be helpful to understand what these terms are, so that we can answer the questions correctly.

• PMP Process

• PMP Requirements

• PMP Exam

• Types of PMP Questions

• Taking the PMP Exam

• Exam Content Outline

• Secret to passing your PMP Exam

• Maintaining the Certification

• PMP Application

• Study Strategy

• What is Project Management?

• The Value of Project

• What is Operation Management?

• What is Portfolio Management?

• Phases and Deliverables

• What is Program Management?

• Project Life Cycle

• Project Governance

• Stakeholders

• Project Roles

• PMO

• Organisation Structures

• Process Groups and Knowledge Areas

• Constraints

• Process

• Introduction to PM Principles

• PMI Code of Ethics and Professional Conduct

• The 12 Principles of project management

• Stewardship

• Team

• Stakeholders

• Value

• Systems Thinking

• Leadership

• Tailoring

• Quality

• Complexity

• Risk

• Adaptability and Resiliency

• Change

• Project Performance Domains Introduction

• Stakeholder Performance Domain

• Team Performance Domain

• Development Approach Life Cycle Performance Domain

• Planning performance domain

• Work performance domain

• Delivery Performance Domain

• Measurement Performance Domain

• Uncertainty Performance Domain

• PMBOK Introduction Section

• Introduction

• Enterprise Environmental Factors

• Organizational Process Assets

• Project Documents

• Project Management Plan

• Expert Judgement

• Data Gathering

• Data Analysis

• Data Representation and Decision Making

• Interpersonal and Team Skills and Meeting

• Project Management Information System

• Change Request

• Work Performance Data, Information and Reports

• Updates

• Conclusion

• Process Groups and Knowledge Areas

• Process Groups Define

• Process Group Flow

• Initiating

• Planning

• Executing

• Monitoring and Controlling

• Closing

• Role of PM Introduction

• PMI Talent Triangle

• Strategic and Business Management

• Leadership

• Leadership styles

• Integration

• Integration Management Introduction

• Integration Management Processes

• Develop Project Charter Introduction and ITTO

• Develop Project Charter Inputs

• Project Selection Methods

• Develop Project Charter Tools

• Develop Project Charter outputs

• Develop Project Management Plan ITTO and Inputs

• Develop Project Management Plan Tools

• Develop Project Management Plan Output

• Direct and Manage Project Work ITTO

• Direct and Manage Project Work Input and Tools

• Direct and Manage Project Work Output

• Manage Project Knowledge

• Manage Project Knowledge Inputs, Tools and Output

• Monitor and Control Project Work

• Monitor and Control Project Work Input, Tools and Outputs

• Perform Integrated Change Control

• Change Control Process

• Change Models

• Perform Integrated Change Control Inputs, Tools and Outputs

• Close Project or Phase

• Close Project or Phase Inputs, Tools and Outputs

• Project Scope Management Introduction

• Knowledge Areas and Process Groups tips

• Plan Scope Management

• Plan Scope Management Output

• Collect Requirements

• Collect Requirements Inputs

• Collect Requirements Tools

• Collect Requirements Outputs

• Define Scope

• Define Scope Inputs, Tools, and Output

• Create WBS

• Create WBS Inputs, Tools, and Outputs

• WBS

• Validate Scope

• Validate Scope Inputs, Tools, and Outputs

• Control Scope

• Control Scope Input, Tools, and Outputs

• Schedule Management Introduction

• Plan Schedule Management

• Define Activities

• Define Activities Inputs, Tools and Outputs

• Sequence Activities

• Sequence Activities Inputs, Tools and Outputs

• Estimate Activity Duration

• Estimate Activity Durations Inputs, Tools and Outputs

• Develop Schedule

• Develop Schedule Inputs and Tools

• Develop Schedule Outputs

• Control Schedule

• Control Schedule Inputs, Tools and Outputs

• Critical Path Method

• Calculate Critical Path

• Calculate float or slack

• Forward Pass

• Backward Pass

• Free Float

• CPM Practice 1

• CPM Practice 2

• CPM Practice 2 Answer

• 3-Point Estimate

• PERT Examples

• PERT Examples Answer

• Cost Management Introduction

• Plan Cost Management

• Estimate Costs

• Estimate Cost Inputs and Tools

• Estimate Cost Output

• Determine Budget

• Determine Budget Inputs and Tools

• Determine Budget Output

• Control Cost

• Control Cost Input, Tools and Outputs

• Earned Value Management

• Earned Value Management Formulas

• Earned Value Management Scenario 1

• Earned Value Management Scenario 2 Problem

• Earned Value Management Scenario 2 Answers

• EVM Formulas Tips

• Quality Management Introduction

• Quality Methodologies and Terms

• Effective Quality

• Plan Quality Management

• Plan Quality Management Inputs and Tools

• Other Plan Quality Management Tools

• Plan Quality Management Outputs

• Manage Quality

• Manage Quality Inputs and Tools

• Manage Quality Outputs

• Control Quality

• Control Quality Inputs

• Control Quality Tools

• Control Quality Outputs

• Resources Introduction

• Plan Resource Management

• Plan Resource Management Inputs and Tools

• Plan Resource Management Outputs

• Estimate Activity Resources

• Estimate Activity Resources Inputs, Tools and Outputs

• Acquire Resources

• Acquire Resources Inputs, Tools and Outputs

• Develop Team

• Develop Team Inputs and Tools

• Develop Team Theories

• Develop Team Outputs

• OSCAR Model

• Drexler Sibbet Team Model

• Manage Team

• Manage Team Inputs and Tools

• Manage Team Outputs

• Control Resources

• Control Resources Inputs, Tools and Outputs

• Communication Introduction

• Plan Communication Management

• Plan Communication Inputs

• Plan Communication Tools

• Plan Communication Management Other Tools

• Plan Communication Management Outputs

• Manage Communication

• Manage Communication Inputs

• Manage Communication Tools and Outputs

• Monitor Communications

• Monitor Communications Inputs, Tools and Outputs

• Risk Introduction

• Risk Management Terms

• Other Risk Terms

• Risk Management Processes

• Plan Risk Management

• Plan Risk Management Inputs, Tools and Outputs

• Identify Risk

• Identify Risk Inputs and Tools

• Identify Risks Outputs

• Perform Qualitative Risk Analysis

• Perform Qualitative Risk Analysis Inputs, Tools, and Outputs

• Perform Quantitative Risk Analysis

• Perform Quantitative Risk Analysis Input, Tools and Outputs

• Plan Risk Responses

• Plan Risk Response Inputs, Tools and Outputs

• Implement Risk Responses

• Monitor Risks

• Procurement Introduction

• Agreements

• Contract Types

• Plan Procurement Management

• Plan Procurement Management Inputs and Tools

• Plan Procurement Management Outputs

• Conduct Procurement

• Conduct Procurement Inputs, Tools and Outputs

• Control Procurement

• Stakeholders Introduction

• Identify Stakeholders

• Identify Stakeholders Inputs and Tools

• Stakeholders Mapping Representation

• Identify Stakeholders Outputs

• Plan Stakeholders Engagement

• Plan Stakeholders Engagement Inputs and Tools

• Plan Stakeholders Engagement Outputs

• Manage Stakeholders Engagement

• Manage Stakeholders Engagement Inputs, Tools, and Outputs

• Monitor Stakeholders Engagement

• Monitor Stakeholders Engagement Inputs, Tools, and Outputs

• What is Agile

• Agile vs. Traditional PM

• Agile Benefits

• Inverting the triangle

• Agile Manifesto

• Agile Manifesto Values

• Individuals and interactions over processes and tools

• Working software over comprehensive documentation

• Customer collaboration over contract negotiation

• Responding to change over following a plan

• Agile Guiding Principles

• Agile Methods

• Agile Process

• Scrum

• Scrum Activities

• Scrum Artifacts

• Extreme Programming

• XP Roles

• XP Practices

• Basic Terminology review

• Lean Development

• Kanban Development

• Other agile methods

• Agile declaration of Interdependence

• Agile Mindset

• Leading Effectively

• Value-Driven Delivery

• Early Value Delivery

• Reduce Waste

• Assessing Value - Financial metrics

• Accounting on agile projects

• Key Performance Indicators

• Regulatory Compliance

• Risk Management

• How Customers Conduct Value Prioritization

• Different Prioritization Techniques

• Kano Analysis

• Delivering Value Incrementally

• Minimal Viable Product

• Tools for Agile Projects

• Limit WIP

• Cumulative Flow Diagrams

• Agile Contracting

• Verifying and Validating

• Stakeholder Stewardship

• Educating People about agile

• Engaging Stakeholders

• Methods of Stakeholder Engagement

• Agile Chartering

• Definition of Done

• Set a shared vision

• Agile Modelling

• Personas

• Communicating with stakeholders

• Green Zone and Red Zone

• How to conduct a workshop

• Brainstorming

• Collaboration Games

• Using Critical Soft Skills

• Emotional Intelligence

• Negotiation

• Active Listening

• Facilitation

• Conflict Resolution

• Participatory Decision Models

• People Over Processes

• Development Team roles

• Building Agile teams

• Safe place

• Models of team development

• Tuckman Five stages of team development

• Training, coaching, and mentoring

• Team Spaces

• Burn and Velocity Charts

• What is adaptive planning

• Agile Plans

• Progressive Elaboration

• Value Decomposition and Design the product box

• Coarse Requirements

• Timeboxing

• Estimation

• Ideal Time

• User Stories

• User Story Backlog

• Assigning points to the stories using Fibonacci Sequence

• Story Points and T-Shirt Sizing

• Wideband Delphi

• Using Planning Poker to assign story points

• Story Maps and Product Roadmaps

• Iterations and Spikes

• Iteration and Release Planning

• Understand how problems happens

• Technical Debt

• Success and Failure Modes

• Lead time and Cycle time

• Defects

• Variances and Control Limits

• Risk Management

• Fixing Problems

• Kaizen

• Customize Processes

• Value Stream Maps

• Project Pre-Mortems

• Retrospective Intro

• Set the stage

• Gather Data

• 357. Generate insights

• Decide what to do

• Close the retrospective

• Team self-assessment

• Hybrid Introduction

• Definable vs. Uncertainty

• Four Life Cycles

• Hybrid Method 1

• Hybrid Method 2

• Hybrid Method 3

• Hybrid method 4

• Hybrid Fit for purpose

• PM Mindset

• Traditional Mindset

• Agile Mindset

• Professional Responsibilities and Ethics

• Truth

• Laws

• Gifts and Donations

• Permission

• PMI

• Exam Content Outline

• Domain 1 - Task 1 to Task 14

• Domain 2 - Task 1 to Task 17

• Domain 3 - Task 1 to Task 4