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APMP Section 5

Planning

TermDefinition
Information management The collection, storage, dissemination, archiving and destruction of information. It enables teams and stakeholders to use their time, resource and expertise effectively to make decisions and to fulfil their roles.
Business case This document provides justification for undertaking a project, in terms of evaluating the benefit, cost and risk of alternative options and the rationale for the preferred solution.
Benefit The quantifiable and measurable improvement resulting from completion of deliverables that is perceived as positive by a stakeholder. It will normally have a tangible value, expressed in monetary terms, that will justify the investment.
Benefits management The identification, definition, planning, tracking and realisation of business benefits.
Benefits realisation The practice of ensuring that benefits are derived from outputs and outcomes.
Disbenefit A consequence of change perceived as negative by one or more stakeholders.
Investment appraisal A collection of techniques used to identify the attractiveness of an investment.
Stakeholder The organisations or people who have an interest or role in the project or are impacted by the project.
Stakeholder management The systematic identification, analysis, planning and implementation of actions designed to engage with stakeholders.
Baseline The reference levels against which a project, programme or portfolio is monitored and controlled.
Control Tracking performance against agreed plans and taking the corrective action required to meet defined objectives.
Cyberbetic control The form of control that deals with routine progress tracking and corrective action using a feedback loop.
Earned value The value of the useful work done at any given point in a project. The value of completed work expressed in terms of the budget assigned to that work. A measure of project progress. Note: the budget may be expressed in cost or labour hours.
Earned value management A project control process based on a structured approach to planning, cost collection and performance measurement.
Slip chart A pictorial representation of the predicted completion dates of milestones or activities compared to their planned completion dates.
Do nothing' option The result or consequence of not proceeding with the project or programme. Usually explained in the business case.
Objectives Predetermined results towards which effort is directed. Objectives may be defined in terms of outputs, outcomes and/or benefits.
Funding The means by which the capital required to undertake a project, programme or portfolio is secured and then made available as required.
Management plan A plan that sets out the policies and principles that will be applied to the management of some aspects of a project, programme or portfolio. Examples include a Risk Management Plan, a Communication Management Plan and a Quality Management Plan.
Planning Determines what is to be delivered, how much it will cost, when it will be delivered, how it will be delivered and who will carry it out.
Roll out The process of delivering a number of nearly identical products to a number of users, usually after the product has been tested and shown to meet requirements.
Subproject A group of activities represented as a single activity in a higher level of the same project.
Actual progress A measure of the work that has been completed for comparison with the baseline.
Milestone A key event selected for its importance in the schedule.
S-curve A graphic display of cumulative costs, labour hours or other quantities, plotted against time.
Created by: lworsley
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