Glossary
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Project and Programme Management Glossary
Assumption
A statement that is taken as being true for the purposes of planning a Project, but which could change later. An assumption is made where facts are not yet known or decided.
Remember that assumptions are not facts and will need updating
Baseline
A point of reference to help you track project progress by comparing the original plan against actual progress and achievements. A baseline usually contains original scheduling, resource, cost estimates, objectives and goals. The first approved version of the Project Initiation Document (PID) provides the project baseline.
Benefit
A positive outcome or gain from the project that can be measured. Benefits are the reasons for carrying out the project.
Business Case
A document that sets out the evidence and reasons for the project and justifies the investment, based on the estimated costs, risks and expected benefits and savings. A Business Case template is available for download.
Change Control
The process that helps you manage changes - or requests for change - to the project so that the impact of the change is fully understood.
Change Request
The process that tracks a change from start to finish. A standard form is used to get approval for anything that will change some part of the project and helps you identify the impact on scope, time, cost and quality. The change should not be made until the project manager or the Board formally agrees the request.
Communication Plan
A document that sets out the overall approach to project communications and information sharing. It should build on your stakeholder analysis and will identify groups of people who have either a direct or indirect interest in the project. The plan should cover why, how and when you will communicate with them.
Constraints
Factors that you will need to consider during the life of the project that you are not able to change or influence. These may include deadlines, regulatory requirements and dependencies on other projects to deliver something.
Contingency
Putting something aside - usually time or resources - in case something unexpected happens.
Contingency Plan
A plan that provides alternative approaches or fallbacks to be used if something happens to affect the project, such as an already identified risk occurs, or something unexpected happens.
A contingency plan might include, for example a reserved amount identified in the budget, or an alternative order of tasks to reduce the impacts of the risk and achieve project success.
Countermeasures
The thing you need to do to reduce the likelihood or impact of a risk before it occurs. Sometimes referred to as a Mitigation Strategy and is a key part of your risk management strategy.
Critical Success Factor
Cross-cutting
Something that affects more than one area. It might be within a project or across several projects or programmes e.g. communication, accommodation etc.
Customer / Client
Usually, the customer is the person (or group) that requested the project and will use the product, or benefit from the outcomes of the product.
Deliverable
A specific, defined, measurable and tangible product or output from the project. Most projects have several deliverables.
Dependency
An output, task or event that is reliant on another task or event happening such that one cannot start or finish before another has started or finished.
Efficiency Gain
Providing more, quicker or better services for the same cost. Or, providing the same level of service for less cost.
Escalation
The process of raising the profile of something (usually a risk or issue) to a higher level in a Project or Programme hierarchy. Something is usually escalated because it is not possible to deal with it at the lower level. For example because of limits of delegated authority, or because it is a key risk that is likely to occur or has occurred.
Exception
The Project Board will set limits (or tolerances) for a project manager, for example on how much time and money should be spent on a subsection of the project. An exception is where something happens that falls outside those limits.
Exception Report
This is a report that provides details of the exception, your proposals to respond to it and the impact on the business case.
Feasibility Study
A study to examine the viability of taking on a project, or a particular option within it.
Gantt Chart
A diagram that show the timings of tasks or activities as they occur over time. It can also be used to indicate relationships between activities.
Gateway Review
An independent review of a project or programme, held at key points during the planning and start-up phases, to assess the health of the project arrangements.
Governance
Highlight Report
This is the document that is the main way in which the project manager updates the project sponsor and the Board about the project's progress at regular intervals. A Highlight Report template is available for download.
Impact (risk)
An estimate of the effect that a risk will have on the project, for example schedule, costs, quality, reputation, safety and performance.
Impact (business case)
An estimate of the effect that the project will have, for example on the wider organisation, service delivery, other projects, customer, employees etc.
Initiation
The phase in the project when the project planning begin, and comes after the start-up phase. Initiation is a term used in the PRINCE2 project management approach.
Issue
An unforeseen event that has happened and needs to be resolved.
Issue Log
A list of all issues identified during the life of the project with the essential information about how they will be addressed and who is responsible.
Lessons Learned Report
The project team's learning from throughout the life of the project. The capture of what went well and what could have been done better, for the purposes of improving future performance. Ideally, gathering lessons learned should be an ongoing process throughout the life of the project, so that lessons aren't forgotten.
Matrix Management
A style of management where an individual has two reporting superiors (bosses) - one functional and one operational.
This is commonly seen in project management where an accountant, for example, reports to the Head of Finance, but reports to the Project Manager on operational project issues.
Milestone
A specific event or the point in time marking the end of a process, task or phase of the project.
Objective
An objective is something to be achieved. Objectives can be both tangible (e.g. savings) and intangible (e.g. improved services). To be effective, objectives should always be written so that they are SMART (Specific, Measurable, Achievable, Relevant, Time-bound).
Outcome
The consequence of a pervious event or tasks. Projects are put in place to deliver outputs. Programmes deliver the outcomes.
Output
The final product or thing produced as a result of part or the whole project. Sometimes known as a 'product' or a 'deliverable'. Projects are put in place to deliver outputs. Programmes deliver the outcomes.
Peer Review
An assessment or health check of a project or programme carried out by someone internal to the organisation (sometimes with external support) who has an equivalent knowledge and background but is wholly independent of the project.
PRINCE2
(PRojects IN Conrolled Environemnts) is a process based method for managing projects. It was established by the OGC (Office of Government Commerce)
Process
A series of steps or actions to accomplish something
Product
A PRINCE term referring to the project's material output. It may be a service, an event or any tangible object (e.g. a building, a computer system etc.)
Product Description
A document that describes a product - what its purpose is, who will be responsible for delivering it, what are the quality criteria that it must be able to fulfil, does it depend on any other product within the project.
Programme
A group of related projects that are managed together but have different outputs. All the projects in a programme support the same outcomes.
Programme Board
As part of the Governance structure of the programme, it is a set of individuals that monitor and manage the progress of a Programme and are responsible for delivering the programme outcomes and benefits. It will also manage the cross cutting issues that affect the projects within the programme.
Programme Director
Programme Directors may either: carry out a similar role to Programme Managers, but are appointed in exceptional circumstances, for example where span of control is very broad, or: in a similar role to the Programme Sponsor when the Programme Sponsor does not have the time to devote to the delivery aspects of the programme. This role should be avoided wherever possible to ensure clarity of decision making and responsibility. If necessary, reconsider the programme structure first.
Programme Manager
The senior manager with responsibility for delivering the programme on a day to day basis.
Programme Sponsor
The person who is accountable for the successful delivery of a programme, who has control over the resources allocated to it, and to whom the Programme Manager reports progress and escalates issues for resolution. The Programme Sponsor usually chairs the Programme Board
Project
Temporary undertaking to create a unique product or service with
- a defined start and finish
- limited or controlled funding
- has specific objectives
- leads to change
Project Assessment Matrix (PAM)
The Sheffield City Council approach to assessing the level of risk facing a project and therefore, what sort of processes you need in place. A PAM is available for download.
Project Assurance
The way in which the health and state of a project is assessed
Project Board
The group responsible for providing the project sponsor with support, advice and technical input, monitors project progress and assists with problem solving.
Project Brief
Produced early in a project, it is at its simplest, a description of the project so far. Its main use is to inform other stakeholders about the project and project aims as far as they are known. This is particularly useful early on when you want to engage people with the project, for example to attend meetings or workshops. The Project Brief may also include some early thoughts on key risks or stakeholders, but this isn't essential. It is incorporated or evolves into the project initiation document.
Project Initiation Document (PID)
The PID as it is usually called, brings together key information about a project and sets out what the project will deliver. It acts as the focal point for agreement about the project by key stakeholders and is used as the project's baseline, and for guidance and information as the project progress. A PID template is available for download.
Project Management
The planning, control and co-ordination of all aspects of a project, and the motivation of all those involved in it, in order to achieve the project objectives.
Project Management Team
The people required by the Project Manager to assist in the delivery of the project. A project team may be made up of people working full time on the project or others, from different areas, who provide occasional support.
Project Manager
The person responsible for making the project happen on behalf of the Project Sponsor/Board. They lead and manage the project team and run the project on a day-to-day basis. The Project Manager must have the necessary skills and experience and except for very small projects, it is a full time job.
Project Mandate
Produced at the very beginning of a project, the mandate provides a description of the project - as far as anything is known - to allow the sponsor and other senior managers to approve initial project work. And, it clarifies who the project sponsor is. Without a project sponsor, th project shouldn't go any further
Project Plan
Formal approved document, in summarised or detailed form, showing tasks and milestones, with dates of when the tasks will start and finish and in what order they will be performed. It is used to guide both project execution and control.
Project Sponsor
The driving force behind the project. The sponsor owns the business case, and has authority over the project. He or she can allocate resources, approves scope changes and provides high-level direction. They are the 'champion' of the project and are recognised as the owner throughout the organisation.
Quality
Quality refers to the fitness for use or purpose and meeting agreed standards. It does not necessarily mean the best.
Quality Plan
Identifying the specific quality standards that are relevant to the project, how these can be measured and by whom
Quality Review
Making sure standards and procedures are effective and that they are complied with.
Resource
Anything tangible used to support the project such as people, money a facility, equipment etc.
Risk
Something that may happen in the future that will adversely effect the project
Risk Register
The document you use to record, manage and track risk. A Risk Register template is available for download.
Scope
The boundaries of the project - what is included and what isn't. Once the scope is agreed it should not be changed until it has gone through a formal 'Change Control'.
Scope Creep
Where the scope of the project changes, but the consequences of the change are not fully understood or managed. Scope creep is one of the most common reasons for project failure.
Senior Supplier
This is a role on the Project Board that provides knowledge and experience of the main areas involved in producing the project's deliverables. He / she will Represent the suppliers interests within the project and provides supplier resources.
Senior User
This is a role on the Project Board that represents the interests of users and other affected by the project.
Sign-off
The formal acceptance of something - usually a planned or proposed course of action.
Stage
A smaller portion of the project life cycle. Stages may be identifiable by milestone events that are sign-offs or approvals by authorities outside the project team.
Stakeholder
Anyone, internal or external to an organisation that has an interest in a project or will be affected by its deliverables or outputs
Success Criteria
The standards to be used for judging if the project is successful.
Tolerance
The Project Board will set limits on how much time and money should be spent on a particular aspect of the project. The tolerances are how much above or below that limit the Project Manager is allowed to go without having to get further approval. Tolerances usually cover time, budget and people.
User
Work Package
If a project stage is quite large, it can be broken down into work packages to make it more manageable.
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