Agile methodologies – a group of methodologies, which involve:

• A presumption that the project goals will be ill defined at the initial stages.
• A highly iterative process involving partial implementation of the goals, followed by redefinition of those goals based on feedback from this implementation.

Ambidexterity – expresses the ability to simultaneously pursue both incremental and discontinuous innovation.

Business case – expresses the financial balance between recovering cost of the value proposition development and value proposition delivery to the market against revenue streams from paying customers.

Business model – the rationale of how an organisation creates, delivers, and captures value.

Dynamic capability – dynamic capability is the ability to integrate, build and reconfigure resources and competencies to address rapidly changing environments emphasising the important role of strategic management through the process of sensing, seizing and transforming.

Innovation – the creation of a viable new offering.

• Incremental innovation – is focused on ‘doing what we do, but better’.
• Radical innovation – is focusing on ‘doing something demonstrably different’ and produces a substantial competitive advantage edge for a while. Radical innovation is sometimes also referred to as breakthrough or disruptive innovation.

Firm-project compatibility – expresses differences between what the project strategy envisions and what is required to execute it successfully versus the firm’s existing strategy, product categories, business models, capabilities, resources and competences.

Plan-driven methodologies – a group of methodologies, which broadly consist of:

• Identifying project goals and the necessary steps to achieve them.
• Organising the steps into an optimal sequence given resource and other constraints to form a project plan.
• Following the plan, with the objective of management being to administer the activities, to deal with deviations from the plan, and where deviations cannot be dealt with, to manage revision of the plan.

Problem-structuring methodologies – a group of methodologies which:

• Presume that the dominant issue to be dealt with in the project is the understanding of its objectives and environment.
• Attempt to elicit this information by modelling of cause-effect relationships.

Project capabilities – refers to distinctive knowledge, competencies, skills, experience and skills, which are located within a single organisation (in this case within projects) and are required to establish, coordinate and execute projects.

Project capability – is the sum of all capabilities within a project.

Project characteristics and contingencies – expresses the features of a project in its firm environment.

Project complexity – expresses the degree of differentiation and interdependence of project elements.

Project criticality – expresses how much ‘at stake’ in the project and the effects upon the firm, projects or individuals.

Project methodology – a system of practices, techniques, procedures and rules used by those who work in a project.

Project strategy – the output of a strategic project management process.

Project uncertainty – is about lack of certainty and clarity. It encompasses probabilistic or undefined outcomes and ambiguity and lack of clarity over situational parameters. Uncertainty is sometimes expressed as: ratio of unknowns/knowns or ration of assumptions/facts.

Project urgency – is the extent to which time constraints are a factor in project activities and decision-making.

Senior management – includes the immediate superior, line managers, project portfolio managers and senior executives.

Strategic alignment – strategically aligning internal capabilities, external environment and key stakeholder desires.

Strategic project management – the process involved in the formulation and implementation of project strategy.

Strategy style – a particular approach to the development of strategy.

Value delivery – a bundle of operational activities required to deliver a value proposition – expresses how the value proposition is being delivered.

Value proposition – a bundle of products and services that create value for a specific set of customers – expresses what is being offered.