♜Strategic Management: SWOT Analysis (Definitions)

"A scan of the business environment to identify the organization's strengths and weaknesses and the opportunities and threats it faces." (Teri Lund & Susan Barksdale, "10 Steps to Successful Strategic Planning", 2006)

"A general method used as an element of strategic planning. SWOT is an acronym for strengths, weaknesses, opportunities, and threats. Within the context of Product Management, SWOT is used to synthesize the many elements of the business environment for a product or product line (as opposed to a corporate or divisional entity). The generalized quadrant structure of the SWOT model is used." (Steven Haines, "The Product Manager's Desk Reference", 2008)

"A method of analyzing a situation or business to determine whether it’s viable." (Sue Johnson & Gwen Moran, "The Complete Idiot's Guide To Business Plans", 2010)

"A method that enables companies to view strengths, weaknesses, opportunities, and threats together." (Annetta Cortez & Bob Yehling, "The Complete Idiot's Guide® To Risk Management", 2010)

"A planning method used to evaluate the strengths, weaknesses, opportunities, and threats involved in a particular strategic direction for your business." (Gina Abudi & Brandon Toropov, "The Complete Idiot's Guide to Best Practices for Small Business", 2011)

 "A type of analysis that provides companies with both internal and external factors that could affect the long-term success of the company." (DAMA International, "The DAMA Dictionary of Data Management", 2011)

"An analysis used to determine strength and weak sides of the performance of an organization and to identify opportunities and dangers in the form of weaknesses and both internal and external threats. The four attributes of SWOT are: Strengths, Weaknesses, Opportunities, Threats." (International Qualifications Board for Business Analysis, "Standard glossary of terms used in Software Engineering", 2011)

"Involves the evaluation of strengths and weaknesses, which are internal factors, and opportunities and threats, which are external factors." (Linda Volonino & Efraim Turban, "Information Technology for Management" 8th Ed., 2011)

"Method of studying and identifying an organization's strengths, weaknesses, opportunities, and threats." (Leslie G Eldenburg & Susan K Wolcott, "Cost Management" 2nd Ed., 2011)

"This information gathering technique examines the project from the perspective of each project's strengths, weaknesses, opportunities, and threats to increase the breadth of the risks considered by risk management." (Cynthia Stackpole, "PMP Certification All-in-One For Dummies", 2011)

"A problem-solving or decision analysis technique in which strengths, weaknesses, opportunities, and threats to the project or organization are examined." (Bonnie Biafore & Teresa Stover, "Your Project Management Coach: Best Practices for Managing Projects in the Real World", 2012)

"A SWOT analysis is an approach to developing strategy that begins by identifying an organization’s strengths, weaknesses, opportunities, and threats (hence SWOT). From these categories, an organization can identify ways to build on its strengths, improve its weaknesses, take advantage of opportunities, and minimize the potential impact of threats." (Laura Sebastian-Coleman, "Measuring Data Quality for Ongoing Improvement ", 2012)

"An analysis process highlighting strengths, weaknesses, opportunities, and threats to an entity." (Joan C Dessinger, "Fundamentals of Performance Improvement" 3rd Ed., 2012)

"The analysis of strengths, weaknesses, opportunities, and threats of an organization, project, or option." (Project Management Institute, "Navigating Complexity: A Practice Guide", 2014)

"An analysis of the company’s strengths and weaknesses compared to the opportunities and threats in the market place." (Pamela Schure & Brian Lawley, "Product Management For Dummies", 2017)

"Analysis of strengths, weaknesses, opportunities, and threats of an organization, project, or option." (Project Management Institute, "A Guide to the Project Management Body of Knowledge (PMBOK Guide)", 2017)

"The main purpose of this analysis is to determine the extent to which an organisation 'fits' with the demands of its context." (Duncan Angwin & Stephen Cummings, "The Strategy Pathfinder 3rd Ed.", 2017)

"The SWOT framework classifies the factors relevant for a firm’s strategic decision making into four categories: strengths, weaknesses, opportunities, and threats." (Robert M Grant, "Contemporary Strategy Analysis" 10th Ed., 2018)

"Technique that reviews and analyses the internal strength and weakness of an organization, and the external opportunities and threats it faces" (ITIL)

♜Strategic Management: Management System (Definitions)

[strategic management system:] "A comprehensive system to lead, manage, and change our total organization in a conscious, well planned out, and integrated fashion, based on our core strategies (and using research that works) to develop and achieve our ideal future vision."

"A Business Management System is a set of tools for planning and implementing policies, practices, guidelines, processes and procedures that are used in the development, deployment and execution of business plans and strategies and all associated management activities."  (Black's Law Dictionary 2nd Ed.)

"Management Systems are systematic frameworks designed to manage an organization's policies, procedures and processes and promote continual improvement within." (BSI) [source]

"System to establish policy and objectives to achieve those objectives" (ISO 9000)

♜Strategic Management: Maturity (Definitions)

"The extent to which an organization has explicitly and consistently deployed processes that are documented, managed, measured, controlled, and continually improved. Organizational maturity may be measured via appraisals." (Sandy Shrum et al, "CMMI®: Guidelines for Process Integration and Product Improvement", 2003)

[process maturity:] "The extent to which an organization’s processes are defined, managed, measured, controlled, and continually improved. Process maturity implies continued improvement in the organization’s capability for performing its business activities, and indicates consistency in performing its processes throughout the organization." (Sally A Miller et al, "People CMM: A Framework for Human Capital Management 2nd Ed.", 2009)

[Organizational Project Management Maturity Model:] "A framework that defines knowledge, assessment, and improvement processes, based on Best Practices and Capabilities, to help organizations measure and mature their portfolio, program, and project management practices." (Project Management Institute, "Organizational Project Management Maturity Model (OPM3) 3rd Ed", 2013)

[Project Management Maturity:] "Project management processes measured by the ability of an organization to successfully initiate, plan, execute, and monitor and control individual projects. Project management maturity is limited to individual project execution and doesn't address key processes, Capabilities, or Best Practices at the organizational, portfolio, or program level. The focus of project management maturity is 'doing projects right'." (Project Management Institute, "Organizational Project Management Maturity Model (OPM3) 3rd Ed", 2013)

[Organizational Project Management Maturity:] "The level of an organization’s ability to deliver the desired strategic outcomes in a predictable, controllable, and reliable manner." (For Dummies, "PMP Certification All-in-One For Dummies" 2nd Ed., 2013)

"Within OPM3, maturity comprises not only the state of performance within portfolio, program, and project management, but also the organization's evolution toward that state as illustrated by SMCI." (Project Management Institute, "Organizational Project Management Maturity Model (OPM3) 3rd Ed., 2013)

"A measurement of the ability of an organization to undertake continuous improvement in a particular discipline." (Yassine Maleh et al, 'Strategic IT Governance and Performance Frameworks in Large Organizations", 2019)

"In relation to organizations or activities, the level of sophistication or development of a specific program or activity." (Sally-Anne Pitt, "Internal Audit Quality", 2014)

"(1) The capability of an organization with respect to the effectiveness and efficiency of its processes and work practices. (2) The capability of the software product to avoid failure as a result of defects in the software. [ISO 9126] See also reliability." (SQA)

"Measure of the reliability, efficiency and effectiveness of a process, function, etc." (ITIL)

♜Strategic Management: Benchmarking (Definitions)

"The process of comparison in which one set of metrics comes from the entity being measured and the other set of metrics comes from averages for an industry, specific configuration, or other common attributes." (Janice M Roehl-Anderson, IT Best Practices for Financial Managers, 2010) 

Benchmarks: "Objective measures of performance, often available from industry trade associations." (Linda Volonino & Efraim Turban, "Information Technology for Management" 8th Ed., 2011)

"A systematic process of comparing an organization to other organizations for the purposes of identifying better work methods and determining best practices." (Joan C Dessinger, "Fundamentals of Performance Improvement" 3rd Ed., 2012)

"Benchmarking uses external and internal comparisons to plan for future improvements." (John R Schermerhorn Jr, "Management" 12th Ed., 2012)

"A point of reference for measurement." (Information Management)

"A technique in which an organization measures its performance against that of best-in-class organizations, determines how those organizations achieved their performance levels and uses the information to improve its own performance. Subjects that can be benchmarked include strategies, operations and processes." (American Society for Quality)

♜Strategic Management: Risk Threshold (Definitions)

"Risk limits to be approached, but not exceeded." (Annetta Cortez & Bob Yehling, "The Complete Idiot's Guide® To Risk Management", 2010)

"Measure of the level of uncertainty or the level of impact at which a stakeholder may have a specific interest. Below that risk threshold, the organization will accept the risk. Above that risk threshold, the organization will not tolerate the risk." (For Dummies, "PMP Certification All-in-One For Dummies" 2nd Ed., 2013)

"The level of risk exposure above which risks are addressed and below which risks may be accepted." (Project Management Institute, "A Guide to the Project Management Body of Knowledge (PMBOK® Guide )", 2017)

"The level of risk beyond which an adversary is unwilling to go when considering an attack on a target." (O Sami Saydjari, "Engineering Trustworthy Systems: Get Cybersecurity Design Right the First Time", 2018)

♜Strategic Management: Business Impact Analysis (Definitions)

"The process of delineating the functions most critical to the survival of a business." (Yvette Ghormley, "Business Continuity and Disaster Recovery Plans", 2009)

"A management-level analysis which identifies the impacts of losing company resources. The BIA measures the effect of resource loss and escalating losses over time, in order to provide senior management with reliable data on which to base decisions concerning risk mitigation and continuity planning." (Mark S Merkow & Lakshmikanth Raghavan, "Secure and Resilient Software Development", 2010)

"A method or exercise to determine the impact of losing the support or availability of a resource." (Linda Volonino & Efraim Turban, "Information Technology for Management" 8th Ed., 2011)

"Aims to (a) identify critical business processes, stakeholders, assets, resources and internal/external dependencies and (b) assesses and evaluates potential damages or losses at business level that may be caused by a threat to IT landscape." (Ulrich Winkler & Wasif Gilani, "Business Continuity Management of Business Driven IT Landscapes", 2012)

"A process used to analyze the business and identify critical functions and services. The BIA also helps the organization determine the cost impact of losing these functions and services. Organizations use the results as part of an overall business continuity plan." (Darril Gibson, "Effective Help Desk Specialist Skills", 2014)

"The identification of services and products that are critical to the organization." (Manish Agrawal, "Information Security and IT Risk Management", 2014)

"The process of analysing activities and the effect that a business disruption might have upon them." (David Sutton, "Information Risk Management: A practitioner’s guide", 2014)

"An exercise that determines the impact of losing the support of any resource to an organization, establishes the escalation of that loss over time, identifies the minimum resources needed to recover, and prioritizes the recovery of processes and supporting systems." (Adam Gordon, "Official (ISC)2 Guide to the CISSP CBK" 4th Ed., 2015)

"A functional analysis in which a team collects data, documents business functions, develops a hierarchy of business functions, and applies a classification scheme to indicate each individual function’s criticality level." (Shon Harris & Fernando Maymi, "CISSP All-in-One Exam Guide" 8th Ed., 2018)

"The analysis of an information system’s requirements, functions, and interdependencies used to characterize system contingency requirements and priorities in the event of a significant disruption." (William Stallings, "Effective Cybersecurity: A Guide to Using Best Practices and Standards", 2018)

"A business continuity management activity which is mainly intended for defining the core business functions, the recovery priorities regarding these functions and the corresponding time required for the resumption of each function." (Athanasios Podaras et al, "Regression-Based Recovery Time Predictions in Business Continuity Management: A Public College Case Study", 2021)

"Activity that identifies the VMF and their dependencies" (ITIL)

"An analysis of an information system’s requirements, functions, and interdependencies used to characterize system contingency requirements and priorities in the event of a significant disruption." (CNSSI 4009-2015)

♜Strategic Management: Corporate Governance (Definitions)

"Corporate governance is concerned with holding the balance between economic and social goals and between individual and communal goals. The governance framework is there to encourage the efficient use of resources and equally to require accountability for the stewardship of those resources. The aim is to align as nearly as possible the interests of individuals, corporations and society." (Dominic Cadbury, UK, "Commission Report: Corporate Governance", 1992)

"The system by which business corporations are directed and controlled. The corporate governance structure specifies the distribution of rights and responsibilities among different participants in the corporation, such as the board of directors, managers, employees, shareholders, and other stakeholders, and spells out the rules and procedures for making decisions about corporate affairs." (Tilak Mitra et al, "SOA Governance", 2008)

"Rules and processses ensuring that the enterprise adheres to accepted ethical standards, best practices, and laws." (Linda Volonino & Efraim Turban, "Information Technology for Management" 8th Ed., 2011)

"This focuses on who the firm should serve, the distribution of power and relationships among different stakeholders, and the selection and conduct of senior management." (Duncan Angwin et al, "The Strategy Pathfinder: Core Concepts and Live Cases" 2nd Ed., 2011)

"Essentially, decision making and communications. The need for good governance stems from the need of organizations to make good decisions and to communicate them effectively. Often, when faced with poor outcomes, the organization needs to review how the decisions were made and then put into place structures that support better future decisions. It can be considered to encompass relationships among a company’s management, its board (or management team), its shareholders, and other stakeholders and to provide the structure through which the objectives of the company are set, as well as the means of attaining those objectives and monitoring performance." (Paul C Dinsmore et al, "Enterprise Project Governance", 2012)

"Corporate governance is a set of relationships framed by corporate bylaws, articles of association, charters, and applicable statutory or other legal rules and principles, between the board of directors, shareholders, and other stakeholders of a organization that outlines the relationship among these groups, sets rules how the organization should be managed, and sets its operational framework." (Christopher Donohue et al, "Foundations of Financial Risk: An Overview of Financial Risk and Risk-based Financial Regulation" 2nd Ed, 2015)

"This focuses on who the firm should serve, the distribution of power and relationships among different stakeholders, and the selection and conduct of senior management." (Duncan Angwin & Stephen Cummings, "The Strategy Pathfinder" 3rd Ed., 2017)

"The framework of rules, norms, and accepted practice established as an organizational infrastructure to enable strategic outcomes, accountability, transparency, oversight, and the management of data, risk, and relationships." (Kevin J Sweeney, "Re-Imagining Data Governance", 2018)

"The system by which companies are directed and controlled." (Robert M Grant, "Contemporary Strategy Analysis" 10th Ed., 2018)

"The systems and controls in place to protect the rights of corporate stakeholders." (Donald DePamphilis, "Mergers, Acquisitions, and Other Restructuring Activities" 10th Ed., 2019)

"The tangible and intangible way firms behave and relate with stakeholders. Many nations have codified the behavior and accountability expected of directors to provide equitable treatment all stakeholders." (Sue Milton, "Data Privacy vs. Data Security", 2021)

"The system by which enterprises are directed and controlled. The board of directors is responsible for the governance of their enterprise. It consists of the leadership and organizational structures and processes that ensure the enterprise sustains and extends strategies and objectives." (ISACA)

Strategic Management: Recovery Time Objective (RTO)

"Following a disaster, the amount of time that a system may be offline before it must be up and running." (Tom Petrocelli, "Data Protection and Information Lifecycle Management", 2005)

"The period of time within which systems, applications, or functions must be recovered after an outage (e.g., one business day). RTOs are often used as the basis for the development of recovery strategies, and as a determinant as to whether or not to implement the recovery strategies during a disaster situation." (Disaster Recovery Journal & DRI, 2007)

"This is a measure indicating how quickly after an outage IT infrastructure needs to be recovered to continue operations. The smaller the number, the quicker the solution must be able to be recovered." (Martin Oberhofer et al, "The Art of Enterprise Information Architecture", 2010)

"The intent to recover lost applications, within specific time limitations, to assure a certain level of operational continuity. Expresses the amount of time a business will tolerate the computing system (hardware, software, services) to be offline." (DAMA International, "The DAMA Dictionary of Data Management", 2011)

"An expression of the amount of time a business will tolerate the computing system (hardware, software, DBMS, services) to be offline." (Craig S Mullins, "Database Administration", 2012)

"in disaster recovery planning, the expected amount of time between the disaster, and when services are restored." (Bill Holtsnider & Brian D Jaffe, "IT Manager's Handbook" 3rd Ed., 2012)

"In disaster recovery planning, the total time one can allow for their systems to be offline." (IBM, "Informix Servers 12.1", 2014)

"The earliest time period and a service level within which a business process must be restored after a disaster to avoid unacceptable consequences." (Adam Gordon, "Official (ISC)2 Guide to the CISSP CBK" 4th Ed., 2015)

"The target time set for resumption of product, service, or activity delivery after an incident. It is the maximum allowable downtime that can occur without severely impacting the recovery of operations or the time in which systems, applications, or business functions must be recovered after an outage (for example, the point in time at which a process can no longer be inoperable)." (William Stallings, "Effective Cybersecurity: A Guide to Using Best Practices and Standards", 2018)

♜Strategic Management: Critical Success Factor [CSF] (Definitions)

"A brief listing of what should be monitored closely on an ongoing basis to ensure that the project is proceeding adequately. Also known as the project vital signs or metrics." (Timothy J  Kloppenborg et al, "Project Leadership", 2003)

"Those things which must go right for the organization to achieve its mission." (Tilak Mitra et al, "SOA Governance", 2008)

[success criteria:] "According to cybernetic theory, in a feedback loop the set point that determines the extent to which a system process meets its process objective. This must be expressed in terms of either a 'Minimum value' or a 'Maximum value' of an attribute." (David C Hay, "Data Model Patterns: A Metadata Map", 2010)

"An element that is necessary for an organization or project to achieve its mission." (Janice M Roehl-Anderson, "IT Best Practices for Financial Managers", 2010)

[success criteria:] "A measurable result the project has to deliver in order for the customer to say the project is a success." (Bonnie Biafore, "Successful Project Management: Applying Best Practices and Real-World Techniques with Microsoft® Project", 2011)

"Activities that your business undertakes with the aim of meeting strategic long-term goals. CSFs are measured with performance indicators." (Gina Abudi & Brandon Toropov, "The Complete Idiot's Guide to Best Practices for Small Business", 2011)

"One of the few most important prerequisite conditions necessary for an enterprise to reach its goals." (DAMA International, "The DAMA Dictionary of Data Management", 2011)

"The most essential factors that must go right or be closely tracked in order to ensure an organization's survival and success." (Linda Volonino & Efraim Turban, "Information Technology for Management" 8th Ed., 2011)

[success criteria:] "Specific and unequivocal statements that indicate how the project manager or project sponsor will know that a project achieved its goal, often reflecting strategic business goals." (Bonnie Biafore & Teresa Stover, "Your Project Management Coach: Best Practices for Managing Projects in the Real World", 2012)

"The requirements for strategic success in a particular industry at a particular point in time." (Duncan Angwin & Stephen Cummings, "The Strategy Pathfinder" 3rd Ed., 2017)

"Sources of competitive advantage within an industry." (Robert M Grant, "Contemporary Strategy Analysis"10th Ed., 2018)

"The key things that the organization must do extremely well to overcome today’s problems and the roadblocks to meeting the Mission and Vision Statements." (H James Harrington & William S Ruggles, "Project Management for Performance Improvement Teams", 2018)

"An element necessary for an organization or project to achieve its mission. Critical success factors are the critical factors or activities required for ensuring the success." (ISTQB)

"something that must happen if a process, project, plan or service is to succeed" (ITIL)

🔬Data Science: Uncertainty (Definitions)

"The name for a lack of knowledge that can be addressed by obtaining more information, such as by researching an answer, looking it up in reference materials, or collecting data." (M Cameron Jones, "Patchwork Prototyping with Open Source Software", 2007)

"refers to the difference between the amount of information required to perform a given task, and the amount of information already possessed by the organization" (Humbert Lesca & Nicolas Lesca, "Weak Signals for Strategic Intelligence: Anticipation Tool for Managers", 2011)

"A situation where the set of possible outcomes is stochastic in nature. Not to be confused with the concept of Risk defined elsewhere in this glossary." (Kenneth A Shaw, "Integrated Management of Processes and Information", 2013)

"A lack of awareness and understanding of issues, events, path to follow, or solutions to pursue. Uncertainty may increase and amplify issues, risks, behaviors, or situations, which are internal and external to a program or project." (Project Management Institute, "Navigating Complexity: A Practice Guide", 2014)

"this is the state, even partial, of deficiency of information related to, understanding or knowledge of, an event, its consequence, or likelihood" (ISO Guide 73:2009)

♜Strategic Management: Culture (Definitions)

"(a) A perception of the critical success factors shared by a unit of the firm. (b) Norms and values applied to selection of strategic projects." (H Igor Ansoff et al, "Implanting Strategic Management" 3rd Ed., 1990)

"(1) The shared methods in which people of an organization think and behave. (2) The 'personality' of an organization." (Margaret Y Chu, "Blissful Data ", 2004)

"In the Framework for Information Quality, a company’s attitudes, values, customs, practices, and social behavior, including both official policies and unofficial 'ways of doing things', 'how things get done', and 'how decisions get made'." (Danette McGilvray, "Executing Data Quality Projects", 2008)

"The collective set of attitudes, activities, and behaviors that, collectively, tend to give an organization its personality." (Steven Haines, "The Product Manager's Desk Reference", 2008)

[adaptive culture:] "Adaptive cultures engage in at least five practices. They (1) name the elephants in the room, (2) share responsibility for the organization’s future, (3) exercise independent judgment, (4) develop leadership capacity, and (5) institutionalize reflection and continuous learning." (Alexander Grashow et al, "The Practice of Adaptive Leadership", 2009)

[participatory culture:] "An environment in which information is made available to support individuals in making appropriate decisions, and where decisions are shifted to the most appropriate location in the organization so that those affected by a decision participate in, or are represented in, the process of making it." (Sally A Miller et al, "People CMM: A Framework for Human Capital Management" 2nd Ed., 2009)

"This is the name given to the collection of basic assumptions, values, norms and artefacts that are shared by and influence the behaviour of an organisation’s members." (Bernard Burnes, "Managing change : a strategic approach to organisational dynamics" 5th Ed., 2009)

"Includes the customary beliefs, forms of expression, and material traits of a particular racial group situated within certain geographical location and within certain time." (Irina Kondratova & Ilia Goldfarb, "Culturally Appropriate Web User Interface Design Study: Research Methodology and Results", 2011)

[corporate culture:] "A collection of beliefs, expectations, and values learned and shared by a corporation’s members and transmitted from one generation of employees to another." (Thomas L Wheelen & J David Hunger., "Strategic management and business policy: toward global sustainability" 13th Ed., 2012)

"A shared system of values, beliefs, and behaviors that characterize a group of organization." (Joan C Dessinger, "Fundamentals of Performance Improvement" 3rd Ed., 2012)

"Distinctive heritage shared by a group of people. It passes on beliefs, norms, and customs." (Barry Berman & Joel R Evans, "Retail Management: A Strategic Approach" 12th Ed., 2013)

"The set of shared attitudes, values, goals, and practices that characterize a company or an organization." (Jim Davis & Aiman Zeid, "Business Transformation: A Roadmap for Maximizing Organizational Insights", 2014)

"The beliefs, customs, practices, and social behavior of a particular nation or people; a group of people whose shared beliefs and practices identify a particular place, class, or time to which they belong; a particular set of attitudes that characterizes a group of people." (Ken Sylvester, "Negotiating in the Leadership Zone", 2015)

"defined as a set of shared attitudes, values, goals and practices that characterize an institution, organization or group." (Thomas C Wilson, "Value and Capital Management", 2015)

"An organization’s values, traditions, behavioral norms, symbols, and social characteristics." (Robert M Grant, "Contemporary Strategy Analysis" 10th Ed., 2018)

"Is the set of assumptions, beliefs, values, and norms shared by an organization's members." (Justína Mikulášková et al, "Spiral Management: New Concept of the Social Systems Management", 2020)

"A set of shared values and beliefs that drive behavior." (Forrester)

"set of values shared by a group of people, including expectation about how people should behave, their ideas, beliefs and practices" (ITIL)

♜Strategic Management: Stakeholder (Definitions)

"In the CMMI Product Suite, a group or individual that is affected by or is in some way accountable for the outcome of an undertaking. Stakeholders may include project members, suppliers, customers, end users, and others." (Sandy Shrum et al, "CMMI®: Guidelines for Process Integration and Product Improvement", 2003)

"Individuals and organizations that are involved in or possibly affected by the data warehouse project activities." (Margaret Y Chu, "Blissful Data ", 2004)

"Someone with an interest in the outcome of a project, either because he or she has funded it, will use it, or will be affected by it." (Ken Schwaber, "Agile Project Management with Scrum", 2004)

"A group or individual affected by, or in some way accountable for, the outcome of an activity or process. Stakeholders may include the project team, suppliers, customers, purchasers, end users, and others." (Richard D Stutzke, "Estimating Software-Intensive Systems: Projects, Products, and Processes", 2005)

"a role that is concerned with the quality and content of a work product." (Bruce P Douglass, "Real-Time Agility: The Harmony/ESW Method for Real-Time and Embedded Systems Development", 2009)

"Anyone who has a stake in technical training, is affected by technical training or the problem it will address, or can assist with technical training." (Bettina M Davis & Wendy L Combsand, "Demystifying Technical Training: Partnership, Strategy, and Execution", 2009)

"Person or organization (e.g., customer, sponsor, performing organization, or the public) that is actively involved in the project, or whose interests may be positively or negatively affected by execution or completion of the project. A stakeholder may also exert influence over the project and its deliverables." (Project Management Institute, "Practice Standard for Project Estimating", 2010)

"An organization, person, process, or system that can be affected by a change to a system or process." (DAMA International, "The DAMA Dictionary of Data Management", 2011)

"An individual participant or member of a business function, department, or group charged with, and responsible for, performing tasks or activities as part of a business process." (Carl F Lehmann, "Strategy and Business Process Management", 2012)

"An individual, group, or organization who may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project, program, or portfolio." (Project Management Institute, "The Standard for Portfolio Management" 3rd Ed., 2012)

"Any individual, group, or organization that can affect, be affected by, or perceive itself to be affected by an initiative (program, project, activity, risk)." (Paul C Dinsmore et al, "Enterprise Project Governance", 2012)

"Any person with a vested interest in the project. Project stakeholders include the project sponsor, project manager, team members, and end users of the project result." (Bonnie Biafore & Teresa Stover, "Your Project Management Coach: Best Practices for Managing Projects in the Real World", 2012)

"Anyone with an interest in your project – whether affected by its outcome or process, or with an ability to affect its outcome or process." (Mike Clayton, "Brilliant Project Leader", 2012)

"Individuals who have varying levels of commitment to a project or program for a given community or setting." (Carol A Brown, "Using Logic Models for Program Planning in K20 Education", 2013)

"Any individual or entity that has an influence on or is being impacted upon (directly or indirectly) by the project." (Chartered Institute of Building, "Code of Practice for Project Management for Construction and Development, 5th Ed.", 2014)

"Any party who affects, or is affected by, a project or activity (within and external to an organization). For an internal audit function, stakeholders include the board and audit committee, chief executive office, senior management, audit clients, and the external auditors." (Sally-Anne Pitt, "Internal Audit Quality", 2014)

"Individual, team, or organization that has an interest in or is affected by the result of architectural change." (Gilbert Raymond & Philippe Desfray, "Modeling Enterprise Architecture with TOGAF", 2014)

"Someone that has a vested interest in a project. Stakeholders are often high-level managers or executives with authority to resolve problems within a project." (Darril Gibson, "Effective Help Desk Specialist Skills", 2014)

"A stakeholder is someone with an interest in the future of a business, enterprise, or organization, and usually includes individual customers, borrowers, depositors, investors, employees, shareholders, regulators, and the public." (Christopher Donohue et al, "Foundations of Financial Risk: An Overview of Financial Risk and Risk-based Financial Regulation, 2nd Ed", 2015)

"Someone who has a stake in the outcome of the project. Typically, this includes users, customers (if those are different from users), sponsors, managers, and development team members." (Rod Stephens, "Beginning Software Engineering", 2015)

"Any person or organization who is affected by the opportunity and who can affect the shape of the opportunity itself." (Paul H Barshop, "Capital Projects", 2016)

"A person in the organization who has a vested interest in a project or activity and the outcomes." (Jonathan Ferrar et al, "The Power of People: Learn How Successful Organizations Use Workforce Analytics To Improve Business Performance", 2017)

"A person, a group, or an organization that has interest or concern in an organization. Stakeholders can affect or be affected by an organization’s actions, objectives, and policies. Some examples of key stakeholders are creditors, directors, employees, government (and its agencies), owners (shareholders), suppliers, unions, and the community from which the business draws its resources." (William Stallings, "Effective Cybersecurity: A Guide to Using Best Practices and Standards", 2018)

"An individual, group, or organization that may affect or be affected by project work, including decisions, activities, and outcome or deliverables. This applies to a project, program, and portfolio." (Cate McCoy & James L Haner, "CAPM Certified Associate in Project Management Practice Exams", 2018)

"In software development, a stakeholder is a person who has a vested interest in the software being developed. For example customers and users are stakeholders." (Alex Thomas, "Natural Language Processing with Spark NLP", 2020)

"a person or organisation that can affect, be affected by, or perceive themselves to be affected by a decision or activity" (ISO Guide 73:2009)

"all people who have interest in an organization, project, service, etc." (ITIL)

"Any person who has an interest in an IT project. Project stakeholders are individuals and organizations that are actively involved in the project, or whose interests may be affected as a result of project execution or project completion. Stakeholders can exercise control over both the immediate system operational characteristics, as well as over long-term system lifecycle considerations (such as portability, lifecycle costs, environmental considerations, and decommissioning of the system)." (IQBBA)

♜Strategic Management: Corporate Strategy (Definitions)

"Corporate strategy is the pattern of decisions in a company that determines and reveals its objectives, purposes, or goals, produces the principal policies and plans for achieving those goals, and defines the range of businesses the company is to pursue, the kind of economic and human organization it is or intends to be, and the nature of the economic and noneconomic contribution it intends to make to its shareholders, employees, customers, and communities. […] Corporate strategy defines the businesses in which a company will compete, preferably in a way that focuses resources to convert distinctive competence into competitive advantage." (Kenneth R Andrews, The Concept of Corporate Strategy, 1980)

"Concerns the scope of the product markets, industries and geographies addressed by the firm as a whole, the boundaries of the firm, and how to manage that scope in a way that adds value." (Duncan Angwin & Stephen Cummings, "The Strategy Pathfinder" 3rd Ed., 2017)

"A firm’s decisions and intentions with regard to the scope of its activities (its choices in relation to the industries, national markets, and vertical activities within which it participates) and the resource allocation among these." (Robert M Grant, "Contemporary Strategy Analysis, 10th Ed.", 2018)

"A plan that guides the activities and resource allocation required to deliver intended experiences that meet or exceed customer expectations in accordance with the goals of the organization." (Forrester,)

♜Strategic Management: Risk (Definitions)

"The probability of uncertain events occurring, causing positive or negative effects on the objectives of an endeavor." (Margaret Y Chu, "Blissful Data ", 2004)

"An adverse impact on the developer’s business organization due to the occurrence of a product or project risk. The business risk can arise directly from contract terms and conditions (e.g., warranties or consequential damages) or indirectly from loss of future business or reputation. Buyers use terms and conditions to protect their organizations in the event that the developer fails to deliver acceptable products and services on time. Thus, terms and conditions place the developer at risk." (Richard D Stutzke, "Estimating Software-Intensive Systems: Projects, Products, and Processes", 2005)

"Potential loss that can be estimated by an analysis of threat and vulnerability; the casualty contemplated in a contract of insurance. Pure risk occurs from cost without benefit, such as from crime or natural disaster. Dynamic risk reflects calculated exposure that an enterprise may take that can lead to advancement or loss." (Robert McCrie, "Security Operations Management" 2nd Ed., 2006)

"A risk is an undesired event or potential problem which may occur with a certain probability sometime in the future. Risk occurrence is associated with damage; i.e., it has a negative effect on project goals. It may cause cost increases, schedule shifts, quality problems, or other damages." (Lars Dittmann et al, "Automotive SPICE in Practice", 2008)

"The consideration of a situation that might arise that would tend to prevent a strategy or objective from being successfully achieved." (Steven Haines, "The Product Manager's Desk Reference", 2008)

"Possibility of suffering losses on an investment; the sources of risk include inflation, default, politics, etc." (Stefano Caselli, "Private Equity and Venture Capital in Europe", 2009)

"A predictable or unpredictable event that has an uncertain outcome." (Annetta Cortez & Bob Yehling, "The Complete Idiot's Guide® To Risk Management", 2010)

"In general, risk is the probability that a threat agent will be able to exploit a defined vulnerability that would adversely impact the business." (Alex Berson & Lawrence Dubov, "Master Data Management and Data Governance", 2010)

"The possibility of incurring a liability or exposure to asset losses." (Sue Johnson & Gwen Moran, "The Complete Idiot's Guide To Business Plans", 2010)

"Refers to the possibility of occurrence of an event, whether uncertain or of undetermined term, which is not entirely under the control of the people involved and is contrary to their expectations or interest. Risk can be voluntary, when a person acts despite being aware of that possibility." (Humbert Lesca & Nicolas Lesca, "Weak Signals for Strategic Intelligence: Anticipation Tool for Managers", 2011)

"The possibility that an event could occur and interfere with an organization's ability to meet strategic goals or operating plans. Varies across organizations, industries, geographic regions, and time periods." (Leslie G Eldenburg & Susan K Wolcott, "Cost Management 2nd Ed", 2011)

"Risk is the possibility that something unpleasant or unwelcome will happen (NOAD). Risk to data is the possibility that something will negatively affect its quality and make it less fit for use." (Laura Sebastian-Coleman, "Measuring Data Quality for Ongoing Improvement ", 2012)

"The degree of uncertainty of realizing expected future returns of the business resulting from factors other than financial leverage." (Mark L Zyla, "Fair Value Measurement", 2012)

"In the context of business decisions, the cost of a particular outcome. When a set of outcomes are possible, this cost is often weighted by the probability, if known, of that particular outcome occurring. Not to be confused with uncertainty, a term often used incorrectly to communicate the level of risk." (Kenneth A Shaw, "Integrated Management of Processes and Information", 2013)

"Probability, usually of an unwanted event." (Geoff Cumming, "Understanding The New Statistics", 2013)

"The consequences of a realized threat." (Mark Rhodes-Ousley, "Information Security: The Complete Reference, Second Edition, 2nd Ed.", 2013)

"A factor that could result in future negative consequences; usually expressed as impact and likelihood." (Tilo Linz et al, "Software Testing Foundations, 4th Ed", 2014)

"A quantitative measure of the potential damage caused by a specified threat." (Manish Agrawal, "Information Security and IT Risk Management", 2014)

"The effect of uncertainty on objectives" (David Sutton, "Information Risk Management: A practitioner’s guide", 2014)

"The likelihood that a threat will exploit a vulnerability resulting in a loss. Organizations use risk mitigation techniques to reduce risk." (Darril Gibson, "Effective Help Desk Specialist Skills", 2014)

"In investment terms, risk is the uncertainty associated with an investment or asset. A high-risk investment, for example, may yield a high return; but if unsuccessful, it could cause the investor to lose everything. Operational risk is the risk of failure due to shortcomings in procedures, people, or systems." (DK, "The Business Book", 2014)

"A factor that could result in future negative consequences; usually expressed as impact and likelihood." (Tilo Linz et al, "Software Testing Foundations" 4th Ed", 2014)

"Risk is defined as the mathematical product of the loss or damage due to failure and the probability (or frequency) of failure resulting in such damage. Damage comprises any consequences or loss due to failure. The probability of occurrence of a product failure depends on the way the software product is used. The software’s operational profile must be considered here. Therefore, detailed estimation of risks is difficult. Risk factors to be considered may arise from the project (project risks) as well as from the product to be delivered (product risks)." (Andreas Spillner et al, "Software Testing Foundations: A Study Guide for the Certified Tester Exam" 4th Ed., 2014)

"Risk is the product of consequence or impact and likelihood or probability, and is not the same as a threat or hazard. In the context of information risk management, risk is usually taken to have negative connotations. In the wider context of risk, however, it can also bee seen in a positive light and referred to as ‘opportunity’." (David Sutton, "Information Risk Management: A practitioner’s guide", 2014)

"The possibility of an event occurring that will have an impact on the achievement of objectives. Risk is measured in terms of impact and likelihood." (Sally-Anne Pitt, "Internal Audit Quality", 2014)

"The likelihood that a threat will exploit a vulnerability resulting in a loss. Organizations use risk mitigation techniques to reduce risk." (Darril Gibson, "Effective Help Desk Specialist Skills", 2014)

"An uncertainty that might lead to a loss. Losses occur when a threat exploits vulnerability." (Weiss, "Auditing IT Infrastructures for Compliance, 2nd Ed", 2015)

"Business risk is the potential loss due to a weakening in the compet­itive position." (Christopher Donohue et al, "Foundations of Financial Risk" 2nd Ed, 2015)

"Defined as the possible failure to meet your desired and expected objectives due to future, uncertain events." (Thomas C Wilson, "Value and Capital Management", 2015)

"The possibility of suffering harm or loss; Usually, risk involves the statistical chance that an action would pose a threat, resulting in a failure of some kind." (Ken Sylvester, "Negotiating in the Leadership Zone", 2015)

"The probability of a threat agent exploiting a vulnerability and the associated impact." (Adam Gordon, "Official (ISC)2 Guide to the CISSP CBK" 4th Ed., 2015)

"The possible failure to meet your desired and expected objectives due to future, uncertain events." (Thomas C Wilson, "Value and Capital Management", 2015)

"The likelihood of a negative impact event occurring over a period of time, not to be confused with exposure. Example: there is a 30% risk of tornadoes occurring tonight." (Gregory Lampshire, "The Data and Analytics Playbook", 2016)

"The chance of a negative thing happening." (Pamela Schure & Brian Lawley, "Product Management For Dummies", 2017)

"A characterization of harmful events and their associated probabilities with respect to a given system or mission." (O Sami Saydjari, "Engineering Trustworthy Systems: Get Cybersecurity Design Right the First Time", 2018)

"A measure of the extent to which an entity is threatened by a potential circumstance or event, and typically a function of the adverse impacts that would arise if the circumstance or event occurs and the likelihood of occurrence." (William Stallings, "Effective Cybersecurity: A Guide to Using Best Practices and Standards", 2018)

"A factor that could result in future negative consequences; usually expressed as impact and likelihood." (ISTQB)

"A possible event that could cause harm or loss, or affect the ability to achieve objectives" (ITIL)

"The effect of uncertainty on objectives." (ISO Guide 73:2009)

"The effect of uncertainty on objectives, whether positive or negative." (ISO 31000) 

♜Strategic Management: Methodology (Definitions)

"A process for the production of software using a collection of predefined techniques and notational conventions." (Atul Apte, "Java Connector Architecture: Building Custom Connectors and Adapters", 2002)

"A disciplined set of processes/procedures whose intent is to increase the success factor of analysis, design, implementation, and maintenance of a business solution." (Sharon Allen & Evan Terry, "Beginning Relational Data Modeling" 2nd Ed., 2005)

"A body of rules followed in a science of discipline." (Jennifer George-Palilonis, "A Practical Guide to Graphics Reporting", 2006)

"A defined, repeatable approach to address a particular type of problem. A methodology typically centers on a defined process but may also include definition of content. May be used interchangeably with the term method." (David Lyle & John G Schmidt, "Lean Integration", 2010)

"A logical sequence of tasks and activities that have deliverables as an end result. Implementation projects typically follow a predefined methodology." (Janice M Roehl-Anderson, "IT Best Practices for Financial Managers", 2010)

"A mature set of processes applied to various stages of an application’s life cycle to help reduce the likelihood of the presence or exploitation of security vulnerabilities." (Mark S Merkow & Lakshmikanth Raghavan, "Secure and Resilient Software Development", 2010)

"A system of practices, techniques, procedures, and rules used by those who work in a discipline." (Cynthia Stackpole, "PMP® Certification All-in-One For Dummies", 2011)

"A system of practices, techniques, procedures, and rules used by those who work in portfolios, programs, and projects. Project management methodology is a subset of OPM methodology." (PMI, "Implementing Organizational Project Management: A Practice Guide", 2014)

"A collection of specific procedures for creating a software system to meet a user’s needs" (Nell Dale et al, "Object-Oriented Data Structures Using Java 4th Ed.", 2016)