10 Project Management Terms You Must Know in 2026

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That's why we want to share some coaching techniques that project managers can adopt for their own work, benefiting both their teams and projects.

Agile is a project management approach characterized by flexibility, speed, and transparency of work processes.

Typically, Agile teams work in small increments, also known as iterations, which usually last two to three weeks. Each iteration includes a set of tasks required to move the product forward, such as analysis, design, development, testing, and release.

At the end of each iteration, the team reviews the results and uses this feedback to improve the next cycle. This continuous improvement is one of the key principles of Agile.

Although Agile can be applied to different types of projects, it was originally developed for software development. However, over time, it has moved beyond IT. Today, Agile principles are widely used in various industries, including finance, marketing, and education.

Unlike the Waterfall methodology, which follows a strictly sequential process, Agile allows teams to work in parallel. Designers, developers, and other team members collaborate continuously instead of waiting for one phase to be fully completed before starting the next.

There are several methodologies used to implement Agile in practice. The most popular ones are Scrum and Kanban. Other approaches include Extreme Programming (XP) and Feature-Driven Development (FDD), which are also used in certain types of projects.

Agile offers a number of advantages including flexibility, reduced risks, better adaptability to changes, higher team engagement, and less routine work compared to more rigid approaches.

WBS stands for Work Breakdown Structure. According to PMI, a WBS is a hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables.

In simple terms, a WBS is a structured list of all the work the team needs to complete in order to achieve the project goal. It helps break a large and complex project into smaller, more manageable parts.

The WBS is built based on several key principles. Different sources may describe them in various ways, but the following rules are the most commonly used in practice:

1. The WBS should include 100% of the project scope. This is often referred to as the “100% rule,” meaning that all work required to complete the project must be included.
2. The structure should be hierarchical. Higher-level elements represent major deliverables, while lower levels break them down into more detailed tasks.
3. Each element at the same level should be relatively independent and clearly defined. This helps avoid overlap and confusion between tasks.
4. The work should be progressively decomposed into smaller components. Each level adds more detail, making tasks easier to estimate and manage.
5. Every work element should be clearly described. Typically, this includes details such as scope, deadlines, responsible person, and expected outcome. The description should be clear enough to avoid misunderstandings or the need for constant clarification.

The final WBS is usually visualized in a structured format that reflects the hierarchy of tasks. Common formats include hierarchical tables, tree diagrams, Gantt charts, and PERT diagrams.

A backlog is a prioritized list of all requirements, tasks, features, improvements, and other work items that may be needed for product development.

The backlog is dynamic and is regularly updated to reflect the current vision of the project and changing client requirements.

A well-maintained backlog helps the team understand which tasks should be done first and what can be planned for later. Additionally, the backlog gives stakeholders a clear view of what the development team is planning to deliver in the near future and which features are likely to be added next.

There are several common techniques used to build and refine a backlog. One of the most widely used is brainstorming, where the team comes together to generate ideas, discuss requirements, and identify potential tasks that should be included.

Another popular method is the MoSCoW technique, where tasks are divided into four categories: Must Have, Should Have, Could Have, and Won’t Have. This helps teams better understand priorities and focus on the most important work.

Backlog management is also closely connected to Scrum practices. During planning sessions, the team reviews and discusses tasks that may be added to the backlog and estimates the effort required. Tasks are often broken down into epics and user stories, which helps clarify requirements and better understand the scope of work.

A method that combines elements of predictive and adaptive methodologies. The goal is to use the strengths of both approaches within a single project. In actual projects, hybrid models can take different forms (like Scrum + Kanban = Scrumban or Waterfall + Scrum = Scrumfall) depending on many criteria.

Hybrid project management has become increasingly popular. Many teams have recognized that no single methodology works perfectly for every project. For this reason, the hybrid approach allows project managers to adapt their way of working to different project needs, including project size, complexity, and even industry specifics.

The balance in a hybrid approach is achieved by combining the strengths of both traditional and flexible methodologies. For instance, traditional methodologies, such as Waterfall, provide stability and predictability in project delivery through detailed planning and strong control over execution. Simultaneously, Agile methodologies are highly adaptive, but in some cases may be too unstructured if used on their own.

By implementing two methodologies in the hybrid approach, project managers can balance between methods and apply each of them where it brings the most value within the project.

Scope creep is the uncontrolled and undocumented expansion of project requirements beyond the original goals, often without adjustments to timelines, budget, or resources.

The occurrence of scope creep can lead to missed deadlines, budget overruns, and a decline in the overall quality of work.

Some of the most common causes of scope creep include unrealistic project expectations, too many stakeholders involved in decision-making, poor communication, weak planning, and a lack of understanding of the project’s complexity.

Project managers need to be able to identify early signs of scope creep and address them before they escalate. This requires constant monitoring of project requirements and clear communication with all parties involved.

Companies should also establish clear boundaries when working with clients and stakeholders. Expectations, scope, and deliverables need to be defined and documented from the beginning.

At the same time, some level of change is inevitable in most projects. Clients may introduce new requirements even at later stages. That is why it is important to have contingency plans in place. This allows teams to handle additional requests while minimizing deviations from the original project plan.

A contingency plan is a pre-prepared plan that is used if the original plan doesn’t work as expected. In project management, it helps teams stay on track even when something goes wrong.

Contingency plans are often associated with large and complex projects, where risks are higher and the impact of issues can be significant. However, they are not limited to that. Even in smaller projects, having a backup plan can save time and prevent delays when unexpected situations occur.

Like any project plan, a contingency plan requires careful preparation as well. The process usually starts with identifying key processes and critical resources that the project depends on. After that, potential risks are analyzed based on their likelihood and impact.

Once risks are identified, the next step is to define actions that will reduce their impact or help the team respond effectively. It is best to start with risks that have a higher probability and more serious consequences, since they can affect the project the most. Then, if needed, you can expand the plan to cover other risks as well.

A well-prepared contingency plan doesn’t eliminate risks, but it gives the project manager more control and confidence when dealing with uncertainty.

A kick-off meeting is the first meeting at the start of a project where the team and clients align on goals, scope, and the overall plan. It sets the direction for how the project will move forward and how the team will work together.

A well-run kick-off meeting can define the tone of the entire project. It helps everyone understand what they are working on, why it matters, and what is expected from them. It’s also the moment when the project manager introduces the structure of the project and ensures that everyone is on the same page from day one.

During a kick-off meeting, teams usually discuss key topics such as communication methods, meeting frequency, timelines, and potential risks that could slow down the project.

For a project manager, this meeting is a chance to set clear expectations from the start. Try to keep it structured and to the point, focus on what really matters for the launch phase, and make sure there is no confusion about roles, responsibilities, and next steps.

Stakeholders are people, groups, or organizations that can influence a project or are affected by it. In simple terms, these are all parties who have an interest in the project and its outcome.

Stakeholders can include the project team itself, external teams, clients, end users, and partners. In the IT field, stakeholders often include customers, internal teams, business owners, as well as external factors such as competitors, government bodies, and even society.

The term “stakeholder” became widely known after it was introduced by R. Edward Freeman in the context of stakeholder theory. The idea is that businesses and projects should consider the interests of all parties involved, not just focus on internal goals.

Managing stakeholder relationships is a key responsibility of a project manager. At the same time, in practice, communication with stakeholders involves the entire project team. That is why understanding how to work with stakeholders is important for anyone involved in a project.

Effective stakeholder management is built on active communication. This includes sharing clear information about the project, gathering feedback, and discussing potential risks or changes.

The way you interact with stakeholders depends on their level of interest and their ability to influence the project. Based on this, some stakeholders need regular updates, while others should be more actively involved in discussions and decision-making. Key stakeholders usually require the most attention and consistent communication throughout the project.

An issue log is a document (usually a simple file or table) used by project managers to record, monitor, and control issues that can affect timelines and performance.

In project management, an issue is any obstacle that has already occurred and is impacting the project. This is what makes it different from a risk. A risk is a potential problem that might happen in the future, while an issue is something that is already happening and requires immediate attention.

An issue log is a practical tool that helps keep all problems visible and under control. Typically, it includes key details such as a description of the problem, the date it was identified, its priority, the person responsible for resolving it, the current status, and the final resolution. It tracks each issue from the moment it appears until it’s fully resolved.

The log may include both active and resolved issues, which makes it easier to analyze recurring problems and improve processes in future projects.

CAPM is a well-known certification in the project management field. It stands for Certified Associate in Project Management and is offered by the Project Management Institute (PMI).

This is an entry-level certification designed for those who are just starting their careers in project management or do not yet have extensive hands-on experience. It confirms that you understand the basic terminology, core concepts, and standard processes used in project management.

To earn the CAPM certification, candidates need to meet specific requirements and pass an exam. The exam includes 150 questions and focuses on fundamental knowledge such as project management processes, frameworks, and key terms.

CAPM is often seen as a strong starting point if you want to build a solid project management foundation and grow further in the field.

At the same time, both beginners and more experienced project managers can benefit from structured learning and practical guidance. For instance, our IT Project Management Training program is designed to cover project management in a clear and structured way. The course includes 12 chapters that guide you through all necessary project management knowledge.

Students can join live sessions, receive detailed feedback after each chapter, and continue learning even after completing the course. You get six months of access to recorded sessions and all learning materials.