| Term | Section | Definition |
| Accountability | 2C1 | Accountability is the commitment to achieve individual, team, and organizational outcomes while building organizational relationships. |
| Accountability portfolio | 2T1 | An accountability portfolio is a list of accountability commitments made by an individual. |
| Accountability Process | 2I1 | The MM 2.0 Accountability Process is the process used to negotiate and fulfill team and individual accountability. |
| Achieving Outcomes Subprocess | 2I2i | The Achieving Outcomes Subprocess is a four-stage process for delivering team and individual outcomes that begins with a request for an outcome and ends with lessons learned. |
| Activities | 4A5ia | Activities are the steps needed to produce an outcome. |
| Area Leader | 1I5i | An area leader is the head of a resource area, such as a function, department, etc., and is a member of the leadership team. |
| Authority relationship | 6B4i | An authority relationship is the direct relationships between a coach (who must be a leader) and the person who “reports to” the coach, his direct report. |
| Available capacity | 4F3ii | Available capacity is the amount of time that has not yet been committed to. (Total capacity minus time already committed.) |
| Boss | 1C3i | A boss in VM 1.0 is a person who has one or more direct reports reporting to her. |
| Bottlenecks | 4F5ia | Bottlenecks are limitations on a system. |
| Broad spectrum support process | 5I2iii | Broad spectrum support processes serve large segments of the organization so it can execute support and operating processes. |
| Building Relationships Subprocess | 2I2ii | The Building Relationships Subprocess is the creation and management of interpersonal relationships across the organization. |
| Business process | 5I1 | A business process is a set of steps that turns inputs into repeatable outputs for an internal or external customer. |
| Capability | 4E1 | Capability is the ability to do something—apply the knowledge, skill, and expertise to a task or activity. |
| Capacity | 4F1 | Capacity is a measure of the amount of work a resource (a person or a machine) can do. |
| Centralized function | 3B3i | A centralized function is an MM 1.0 term in which all the groups and people for a function report through a single vertical line. |
| Coach | 2R1i. | A coach is a person with an authority relationship with a direct report. In VM 1.0, this person is called a boss. |
| Contingency time | 4H1 | Contingency time is unallocated time that is held in reserve for unknowns. |
| Critical path | 4H6ia | The critical path is the path through a process for which there is no slack or waiting time; therefore, it determines the time the process will take to complete. |
| Cross-functional integration | 1C1i | Cross-functional integration is the pulling together of different segments of the organization into a cohesive team. |
| Customer/supplier relationship | 6F2i | A customer/supplier relationships is the relationship between two people or two groups in a process—between an internal or external customer and his internal or external supplier. |
| Decentralized function | 3B4 | A decentralized function is one in which some of the groups and people within a function report to another vertical area, like a business unit. |
| Deliverable | 1I7ii and 2B1ib | A deliverable is an output of a process—the product of doing work. |
| Deliverables team | 1I3ii | A deliverables team is a team that produces specific deliverables as defined by a governing Steering Council. |
| Effectiveness | 2G2i | Effectiveness is created by delivering value to the customer across the horizontal delivery chain. |
| Effectiveness | 4F3v | Effectiveness is about the value that is being produced by an individual or a process. |
| Efficiency | 2G2ii | Efficiency is created by removing gaps between people and groups and eliminating process waste. |
| Efficiency | 4F3iv | Efficiency from a time perspective is about how quickly a person can create a deliverable or how quickly a process can produce a deliverable. |
| Element | 1F4ii | An element is a subsystem or individual part within a system. |
| Elements | 1C1ib | The components of a segment are called its elements. |
| Executive steering | 5B6i | Executive steering is the highest level of governance. Decisions that affect the enterprise are made within the Executive Steering Council, which owns the strategic plan (its development and execution). |
| Formal matrix | 1C3v | A formal matrix is an MM 1.0 invention in which a vertical function is created in order to manage a cross-functional segment (for example, a product management group). |
| Formal staff relationship | 6F1 | A formal staff relationship is a structured, non-authority-based relationship between individuals. |
| Function | 3A1ia | A function is a vertical area composed of similar activities. |
| Goal | 1I7i and 2B1ia | A goal is a broad, measurable target of what must be accomplished. It can be an intangible outcome. |
| Horizontal dimension | 1E4 | The horizontal dimension is the dimension of customers, products, operations, and suppliers. |
| Individual accountability | 2E5 | Individual accountability is the commitment to achieve individual outcomes, effectively and efficiently, while building organizational relationships. |
| Informal matrix | 1C3vi | An informal matrix is one which operates like the formal matrix without having a permanent (part of organizational structure) vertical unit dedicated to the cross-functional integration of a segment. (An MM 1.0 concept.) |
| Initiative | 1I8i | An initiative is used to create an organization-wide change. |
| Initiatives | 5G2ia | Initiatives are internally focused large-scale projects. |
| Internal customer | 1I6iii | The internal customer is someone who receives a deliverable from an internal or external supplier. |
| Internal supplier | 1I6iv | The internal supplier is someone who supplies a deliverable to an internal or external customer. |
| Leader | 1I4iiia | A leader is someone whose primary role is to create strategic and customer alignment and optimization of the organization. |
| Leadership Lever | 1J2ii | The Leadership Lever refers to the changes that individual leaders must make in how they lead teams and vertical areas. |
| Liaison | 3I4iia | A liaison is a person assigned to ensure that a stakeholder is engaged in the team’s work. |
| Management technology | 1A3 | Management technology is the practical application of organizational and leadership knowledge to running an organization. |
| Matrix | 1E2 | A matrix is an organization that operates in two dimensions—the vertical and the horizontal. |
| Needs | 2Q2iiia | Needs are the features and functions that fall into the “must have” category. |
| Non-authority relationship | 6B6i | A non-authority relationship is any relationship that isn’t an authority relationship. |
| Operating business process | 5I2i | Operating business processes produce products and services for external customers. |
| Operating project | 3C3iii | An operating project is a project that is part of doing day-to-day business. |
| Operational steering | 5B6iii | Operational steering makes shorter-term decisions and translates segment goals into deliverables (or initiatives into projects). |
| Optimize | 1B2iia | To optimize the organization is to make it as effective and efficient as possible. |
| Organizational accountability | 2E3 | Organizational accountability is the commitment to act in the best interests of the organization. |
| Organizational Lever | 1J2i | The Organizational Lever refers to the changes needed at the enterprise/organizational level. |
| Organizational operating system | 1A8i | An organizational operating system (OS) is a system consisting of principles, and rules, organizational management systems, and leadership skills, tools, and techniques. |
| Outcome | 2B1i | An outcome is a goal to be achieved, the result of a service delivered, or a deliverable produced as a result of a process. |
| Paradigm | 1A2i | A paradigm is a system of belief. |
| Part | 1F4iii | A part is the same thing as an element. |
| Performance feedback | 2V3i | Performance feedback is the gathering of information about how an individual performed on a team or on a particular individual assignment. |
| Performance Management System | 2V1 | The Performance Management System is a feedback and measurement system used to identify areas for improvement and to evaluate how well accountability has been fulfilled. |
| Performance measurement | 2V3ii | Performance measurement is the evaluation of how well an individual fulfilled his or her accountability for the year. |
| Portfolio | 5C1 | A portfolio is any collection of similar types of items. |
| Position | 1I4i | A position is the functional home that an individual occupies in the vertical dimension of the organization. |
| Premises | 1A5ii | Premises are assumptions about what is believed to be true. |
| Principles | 1A5iii | Principles are broad-based guiding beliefs. |
| Proactive accountability | 2M2 | Proactive accountability is the commitment to achieve individual, team, and organizational success. |
| Productivity | 1B2ic | Productivity is the ability to produce goods and services. |
| Professional | 1I4iiib | A professional is someone whose primary role is to contribute specific expertise in the creation of the organization’s deliverables (products and services). Also known as an individual contributor. |
| Project | 1I8ii | A project is used to create a new or improved product, service, process, or plan. |
| Project | 5H1 | A project is a temporary endeavor that produces a unique deliverable. |
| Project leader | 5H4 | The project leader is the team leader for the project team. |
| Project sponsor | 5H3 | A project sponsor is a leader who oversees an individual project. |
| Project team member | 5H5 | Project team members are individuals with specific knowledge, skills, and expertise needed to produce the deliverables required for the project. |
| Requirements | 2Q2iiib | Requirements are the list of features and functions that are technically feasible, that can be resourced, and that the customer and supplier agree will be included in the deliverable to be produced by the individual who accepts accountability for the deliverable. |
| Resource area | 1I1iii | A resource area is a vertical function that houses the resources that are allocated to the horizontal dimension. |
| Resource area | 3C2i | A resource area is a vertical segment of the organization that contains a pool of similar resources. |
| Resource leader | 1I5ii and 4G2 | A resource leader is a leader who has direct reports. |
| Role | 1I4ii | A role is a temporary or permanent function that an individual plays in the horizontal dimension of the organization. |
| Rules | 1A5iv | The rules are the specifics about how to operate within a paradigm. |
| Sector | 1I1i | A sector is a strategic business segment of the organization, focused on external strategy. |
| Segment | 1C1ia | A segment is a group of parts that fit together, like the individual products within a portfolio of products. |
| Skills | 1A2iii | Skills are how the tools are used. |
| Span of accountability | 2U1 | Span of accountability is the percentage of the strategic goals that are included in an individual’s accountability portfolio. |
| Sponsor | 3H3i | A sponsor is a person who sits on a higher level team and who has individual accountability to produce certain outcomes. |
| Sponsor-to-team leader relationships | 6F2iii | Sponsor to team leader relationships are the relationship between a sponsor and a team leader. The team leader in the relationship is usually heading up an initiative, program, or project. |
| Stakeholders | 2Q3i | Stakeholders are anyone who is affected by the team or who can affect the team. |
| Steering Council | 1I3i | A Steering Council is a group that governs a sector, vector, or smaller segment of the organization. |
| Strategic steering | 5B6ii | Strategic steering makes high level, longer-term decisions related to sector goals. It translates goals into subgoals, or in the case of vectors, into initiatives. |
| Support business process | 5I2ii | Support business processes produce a product or service for an operating process or another support process. |
| System | 1F4 | A system is the interconnection of related parts or elements organized into a whole. |
| Team | 1I2i | A team is a group of interdependent people who share a common goal. |
| Team accountability | 2E4 | Team accountability is the commitment to achieve team outcomes, effectively and efficiently, while building organizational relationships. |
| Team leader | 1I6i | The team leader is the leader of a horizontal team, such as a project team, steering council, leadership team, etc., either on a temporary or permanent basis. |
| Team member | 1I6ii | The team member is a member of a permanent or temporary team. |
| Team relationships | 6F2ii | Team relationships are relationships between 1) a team leader and a team member, 2) two team members or 3) a team leader or a team member and a stakeholder who is not on the team. |
| Technology | 1A1 | A technology is the practical application of a field of knowledge within a particular area. |
| Tools | 1A2ii | Tools are the means by which the knowledge is applied. |
| Total capacity | 4F3i | Total capacity is the total amount of time that an individual works for the organization each week. |
| Unconditional accountability | 2O1 | Unconditional accountability means that once accountability is defined and committed to, it is locked in and binding. |
| Vector | 1I1ii | A vector is a major segment of internally focused strategy. |
| Vector project | 3C3iii | A vector project is used to improve, invent, or reinvent what currently exists. Vector projects are used to actualize internal strategy. |
| Vertical dimension | 1E3 | The vertical dimension is the dimension where resources are housed and managed. |
| Wants | 2Q2iiic | Wants include specific features and functions that the customer would like to have included in the deliverable. |
| Whole | 1F4i | A whole is the same thing as a system. |
