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APMP all terms
| Term | Definition |
|---|---|
| Health and safety management | The process of identifying and minimising threats to workers and those affected by the work throughout the project, programme or portfolio life cycle. |
| Safety plan | The standards and methods that minimise to an acceptable level the likelihood of accident or damage to people or equipment. |
| Business-as-usual | An organisation's normal day-to-day operations. |
| PRINCE2 | A project management method created for government projects. It is an acronym standing for PRojects IN Controlled Environments (second version). It is intended to be generic. |
| Project | A unique, transient endeavour undertaken to achieve a desired outcome. |
| Project management | The application of processes, methods, knowledge, skills and experience to achieve the project objectives. |
| Setting | The relationship of the project, programme or portfolio with its host organisation. |
| Programme | A group of related projects and change management activities that together achieve beneficial change for an organisation. |
| Programme management | The coordinated management of projects and change management activities to achieve beneficial change. |
| Tranche | A sub-division of the delivery phase of a programme created to facilitate approval gates at suitable points in the life cycle. |
| Portfolio | A grouping of an organisation's projects, programmes and related business-as-usual activities taking into account resource constraints. Portfolios can be managed at an organisational, programme or functional level. |
| Portfolio management | The selection, prioritisation and control of an organisation’s projects and programmes in line with its strategic objectives and capacity to deliver. |
| Context | A collective term for the governance and setting of a project, programme or portfolio. |
| Environment | The circumstances and conditions within which the project, programme or portfolio must operate. |
| Agile | A family of development methodologies where requirements and solutions are developed iteratively throughout the life cycle. |
| Extended life cycle | A life cycle model that includes the operation of outputs and realisation of benefits. |
| Life cycle | The inter-related phases of a project, programme or portfolio and provides a structure for governing the progression of work. |
| Phase | The major subdivision of a life cycle. |
| Rolling wave planning | The process whereby short term work is planned in detail and longer term work is planned in outline only. |
| Stage | A sub-division of the development phase of a project created to facilitate approval gates at suitable points in the life cycle. |
| Knowledge management | The systematic management of information and learning. It turns personal information and experience into collective knowledge that can be widely shared throughout an organisation and a profession. |
| Lessons learned | Documented experiences that can be used to improve the future management of projects, programmes and portfolios. |
| Reviews | A review is a critical evaluation of a deliverable, business case or P3 management process. |
| Enterprise project management office | An organisation that is responsible for the governance infrastructure of P3 management. |
| Infrastructure | Provides support for projects, programmes and portfolios, and is the focal point for the development and maintenance of P3 management within an organisation. |
| Sponsorship | An important senior management role. The sponsor is accountable for ensuring that the work is governed effectively and delivers the objectives that meet identified needs. |
| Board | A body that provides sponsorship to a project, programme or portfolio. The board will represent financial, provider and user interests. |
| Responsibility assignment matrix (RAM) | A diagram or chart showing assigned responsibilities for elements of work. It is created by combining the work breakdown structure with the organisational breakdown structure. |
| Governance | The set of policies, regulations, functions, processes, procedures and responsibilities that define the establishment, management and control of projects, programmes or portfolios. |
| P3 management | The collective term for project, programme and portfolio management. |
| 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 | The business case 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 busieness 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. |
| Breakdown structure | A hierarchical structure by which project elements are broken down, or decomposed. Examples include: cost breakdown structure (CBS), organisational breakdown structure (OBS), product breakdown structure (PBS), and work breakdown structure (WBS). |
| Scope management | The process whereby outputs, outcomes and benefits are identified, defined and controlled. |
| Requirements management | The process of capturing, assessing and justifying stakeholders’ wants and needs. |
| Change control | The process through which all requests to change the baseline scope of a project, programme or portfolio are captured, evaluated and then approved, rejected or deferred. |
| Change freeze | A point after which no further changes to scope will be considered. |
| Configuration management | Configuration management encompasses the administrative activities concerned with the creation, maintenance, controlled change and quality control of the scope of work. |
| Scope | The totality of the outputs, outcomes and benefits and the work required to produce them. |
| Configuration | Functional and physical characteristics of a product as defined in its specification. |
| Avoid | A response to a threat that eliminates its probability or impact on the project. |
| Issue | A formal issue occurs when the tolerances of delegated work are predicted to be exceeded or have been exceeded. This triggers the escalation of the issue from one level of management to the next in order to seek a solution. |
| Accept | A response to a threat where no course of action is taken. |
| Risk appetitie | The tendency of an individual or group to take risk in a given situation. |
| Risk attitude | The response of an individual or group to a given uncertain situation. |
| Risk context | Describes the institutional and individual environment, attitudes and behaviours that affect the way risk arises and the way it should be managed. |
| Enhance | A response to an opportunity that increases its probability, impact or both on the project. |
| Exploit | A response to an opportunity that maximises both its probability and impact. |
| Opportunity | A positive risk event that, if it occurs, will have a beneficial effect on achievement of objectives. |
| Reduce | A response to a threat that reduces its probability , impact or both on the project. |
| Risk | The potential of an action or event to impact on the achievement of objectives. |
| Risk management | A process that allows individual risk events and overall risk to be understood and managed proactively, optimising success by minimising threats and maximising opportunities. |
| Share | A response to an opportunity that increases its probability, impact or both on the project by sharing the risk with a third party. |
| Threat | A negative risk; a risk that if it occurs will have a detrimental effect on the objectives. |
| Transfer | A response to a threat that reduces its probability, impact or both on the project by transferring the risk to a third party. |
| Escalation | The process by which issues are drawn to the attention of a higher level of management. |
| Critical chain | A networking technique that identifies paths through a project based on resource dependencies, as well as technical dependencies. |
| Critical path | A sequence of activities through a network diagram from start to finish, the sum of whose durations determines the overall duration. There may be more than one such path. |
| Finish-to-finish | A dependency in an activity-on-node network. It indicates that one activity cannot finish until another activity has finished. |
| Finish-to-start | A dependency in an activity-on-node network. It indicates that one activity cannot start until another activity has finished. |
| Schedule management | The process of developing, maintaining and communicating schedules for time and resource. |
| Start-to-finish | A dependency in an activity-on-node network. It indicates that one activity cannot finish until another activity has started. |
| Activity | 1. A task, job, operation or process consuming time and possibly other resources. 2.The smallest self-contained unit of work used to define the logic of a project. |
| Consumable resource | A type of resource that only remains available until consumed (for example a material). |
| Resource allocation | The process by which resources are attributed to activities. |
| Resource availability | The level of availability of a resource, which may vary over time. |
| Resource levelling | A scheduling calculation that delays activities such that resource usage is kept below specified limits. It is also known as resource limited scheduling. |
| Resource management | The acquisition and deployment of the internal and external resources required to deliver the project, programme or portfolio. |
| Resource scheduling | A collection of techniques used to calculate the resources required to deliver the work and when they will be required. |
| Resource smoothing | A scheduling calculation that involves utilising float or increasing or decreasing the resources required for specific activities, such that any peaks and troughs of resource usage are smoothed out. This does not affect the overall duration. |
| Resources | All those items required to undertake work including people, finance and materials. |
| Re-usable resource | A resource that when no longer needed becomes available for other uses. Accommodation, machines, test equipment and people are re-usable. |
| Schedule | A timetable showing the forecast start and finish dates for activities or events within a project, programme or portfolio. |
| Start-to-start | A dependency in an activity-on-node network. It indicates that one activity cannot start until another activity has started. |
| Three-point estimate | An estimate in which the most likely mid-range value, an optimistic value and a pessimistic, worst case value are given. |
| Time boxing | The production of project deliverables in circumstances where time and resources including funding are fixed and the requirements are prioritised and vary depending on what can be achieved in the time box. |
| Time chainage | A form of graphical schedule that shows activity in relation to physical location as well as time. |
| Time driven | Control actions or reports that are triggered by the passage of a defined interval (e.g. monthly) are referred to as ‘time-driven’. |
| Time scheduling | A collection of techniques used to develop and present schedules that show when work will be performed. |
| Total float | Time by which an activity may be delayed or extended without affecting the overall duration or violating a target finish date. |
| Budgeting and cost control | The estimation of costs, the setting of an agreed budget, and management of actual and forecast costs against that budget |
| Committed expenditure | Costs that have not yet been paid but cannot be cancelled. |
| Drawdown | The removal of funds from an agreed source resulting in a reduction of available funds. |
| Funding | The means by which the capital required to undertake a project, programme or portfolio is secured and then made available as required. |
| Management reserve | A sum of money held as an overall contingency to cover the cost impact of some unexpected event. |
| Quality management | A discipline for ensuring the outputs, benefits and the processes by which they are delivered, meet stakeholder requirements and are fit for purpose. |
| Gate | The point between phases, gates and/or tranches where a go/no go decision can be made about the remainder of the work. |
| Integrated assurance | The coordination of assurance activities where there are a number of assurance providers. |
| Lessons learned | Documented experiences that can be used to improve the future management of projects, programmes and portfolios. |
| P3 assurance | The process of providing confidence to stakeholders that projects, programmes and portfolios will achieve their scope, time, cost and quality objectives, and realise their benefits. |
| Quality | The fitness for purpose or the degree of conformance of the outputs of a process or the process itself. |
| Communication | The means by which information or instructions are exchanged. Successful communication occurs when the received meaning is the same as the transmitted meaning. |
| Conflict management | The process of identifying and addressing differences that, if left unresolved, could affect objectives. |
| Collaborative negotiation | Negotiation that seeks to create a ‘winwin’ scenario where all parties involved get part or all of what they were looking for from the negotiation. |
| Negotiation | A discussion between two or more parties aimed at reaching agreement. |
| Action centred leadership | Action Centred Leadership is a leadership model created by John Adair which focuses management on the team, task and indiividual. |
| Belbin Team Inventory | A personality test, also called the Belbin Self-Perception Inventory, Belbin Team Role Inventory, SPI or BTRSPI. It was devised by Meredith Belbin to measure preference for nine Team Roles. |
| Delegation | The practice of giving a person or group the authority to perform the responsibilities of, or act on behalf of, another. |
| Leadership | The ability to establish vision and direction, to influence and align others towards a common purpose, and to empower and inspire people to achieve success. |
| Delegation | The practice of giving a person or group the authority to perform the responsibilities of, or act on behalf of, another. |
| Motivation-hygiene theory | Developed by Frederick Herzberg's the theory suggests that certain characteristics of a job are consistently related to job satisfaction, while different factors are associated with job dissatisfaction. |
| Margerison-McCann team profile | The Team Management Profile is a psychometric tool (measuring things like aptitude and personality) that has been used in personal and team development |
| Maslow's Hierarchy of Needs | A therory or motivation proposed by Abraham Maslow in 1943. |
| Myers Briggs type indicator | The Myers-Briggs Type Indicator (MBTI) assessment is a psychometric questionnaire designed to measure psychological preferences in how people perceive the world and make decisions. |
| Situational leadership | Developed by Paul Hersey and Ken Blanchard. The premise is that there is no single "best" style of leadership. Effective leadership is task-relevant, and the most successful leaders are those that adapt their leadership styles appropriately. |
| Human resource management (HRM) | Managing people-related activities within an organisation to meet its strategic goals. |
| Teamwork | A team is made up of two or more people working interdependently towards a common goal and a shared reward. |
| Tuckman's stages of group development | The Forming – Storming – Norming – Performing model of group development was first proposed by Bruce Tuckman in 1965, who maintained that these phases are all necessary and inevitable in order for the team to grow. |
| Contract | An agreement made between two or more parties that creates legally binding obligations between them. The contract sets out those obligations and the actions that can be taken if they are not met. |
| Law | The relevant legal duties, rights and processes that should be applied to projects, programmes and portfolios. |
| Procurement | Procurement is the process by which products and services are acquired from an external provider for incorporation into the project, programme or portfolio. |
| Subcontract | A contractual document that legally transfers the responsibility and effort of providing goods, services, data or other hardware from one firm to another. |
| Provider selection and management | The processes of identifying and selecting management providers through the P3 life cycle. |
| Fixed price contracts | A generic category of contracts based on the establishment of firm legal commitments to complete the required work. A performing contractor is legally obligated to finish the job, no matter how much it costs to complete. |
| Cost plus fixed fee contract | A type of contract where the buyer reimburses the seller for the seller's allowable costs plus a fixed fee. |
| Cost plus incentive fee contract | A type of contract where the buyer reimburses the seller for the seller's allowable costs and the seller earns a profit if defined criteria are met. |
| Partnering | An arrangement between two or more organisations to manage a contract between them cooperatively, as distinct from a legally established partnership. |
| Alliancing | An arrangement whereby two or more organisations agree to manage a contract or range of contracts between them jointly. |
| Prime contractor | A main supplier who has a contract for much or all of the work on a contract. |
Created by:
lworsley
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