We have a new website go to gov.scot

Programme and Project Management Glossary

This glossary provides an explanation of some of the most commonly used Programme and Project Management terms. In the main these are Association for Project Management definitions.

A B C D E F G H I J K L M N O P Q R S T U V W X Y Z

A

Association for Project Management (APM)

The APM is the largest independent professional body of its kind in Europe. Its aim is to develop and promote project management across all sectors of industry and beyond. In 2008 it launched a campaign to achieve chartered status for the profession of project management. APM do not promote a methodology but its qualifications provide a mix of tools, techniques, processes and skills to embrace the challenges of the modern world.

back to top

B

Benefit

The quantifiable and measurable improvement resulting from completion of project 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.

Benefit Management

The identification of the benefits (of a programme or project) at an organisational level and the tracking and realisation of those benefits.

Business As Usual

An organisation's normal day-to-day operations.

Business Case

The business case provides justification for undertaking a project, in terms of evaluating the benefit, cost and risk of alternative options and rationale for the preferred solution, against which continuing viability is tested. Its purpose is to obtain management commitment and approval for investment in the project. The business case is owned by the Senior Responsible Owner.

back to top

C

Communication Plan

The document that identifies what information is to be communicated to whom, why, when, where, how, through which medium and the desired impact.

back to top

D

Deliverables

The end products of a project or the measurable results of intermediate activities within the project organisation. See Product.

back to top

E

F

G

H

I

J

K

 

L

Lessons Learned

Lessons Learned it the identification of activities associated with the project that went well and those that could have been better, to recommend improvements applied in the future and to future projects.

back to top

M

Management of Portfolios (MoP)

The MoP guidance provides advice and examples of how to apply principles, practices, and techniques that help optimise an organisation's investment in change alongside its Business As Usual (BAU) work.

Managing Successful Programmes (MSP)

MSP is a methodology which comprises a set of principles and processes for use when managing a programme. MSP defines programme management as "the coordinated organisation, direction and implementation of a dossier of projects and activities that together achieve outcomes and realise benefits that are of strategic importance".

back to top

N

O

 

P

Planning

The process of identifying the means, resources and actions necessary to accomplish an objective.

Portfolio

A Portfolio is the totality of an organisations' investment (or segment thereof) in the changes required to achieve its strategic objectives.

Portfolio Management

A coordinated collection of strategic processes and decisions that together enable the most effective balance of organisational change and 'business as usual'.

Portfolio/Programme/Project Office

A group that gives administrative support to the management of a portfolio. / A group that gives support to the programme manager and the programme executive. / A project office can range from simple support functions for the project manager to being responsible for linking corporate strategy to project execution.

Portfolio, Programme and Project Office (P30) Guidance

P3O guidance brings together a set of principles, processes and techniques to provide universally applicable guidance that will enable organisations to successfully establish, develop and maintain appropriate portfolio, programme and project management business support structures.

Post Project Review

One or more reviews held after project closure to determine if the expected benefits have been obtained. Other similar terms are Project Implementation Review (PPR) / Post Project Evaluation (PPE).

PRINCE 2 (Projects in Controlled Environments)

PRINCE2 is a project management method designed to provide a framework covering the wide variety of disciplines and activities required within a project. It's process-based approach provides an easily tailored methodology for the management of all types of projects. The method is the de-facto standard for project management in the UK and is practiced worldwide.

Product

See Deliverable.

(Note that in PRINCE2 'product' is used to mean the same as 'deliverable'.)

Programme

A group of related projects that together achieve a beneficial change of a strategic nature for an organisation.

Project

A unique, transient endeavour undertaken to achieve a desired outcome - an undertaking for a limited duration which is not part of routine operations.

Project Executive

A PRINCE2 term - See Senior Responsible Owner

Project Initiation Document (PID)

A document approved by the project board at project initiation that defines the terms of reference for the project. This document is similar and in some cases the same as the Project Management Plan (PMP - an APM term).

Project Manager

The individual responsible and accountable for the successful day to day delivery of the project.

Project Plan

Provides a statement of how and when a project's objectives are to be achieved, by showing the major products, milestones, activities and resources required on the project.

back to top

Q

 

R

Risk

An uncertain event or set of circumstances that should it or they occur would have an effect on the achievement of one or more of the project objectives.

Risk Management

A structured process of quantifying the likelihood of risks occurring and assessing their likely impact to so that they can be managed proactively, optimising success by minimising threats and maximising opportunities.

Risk Register

A document that provides identification, estimation, impact evaluation and countermeasures for all risks to the programme/project. It is normally maintained throughout the life of the programme/project.

back to top

S

Senior Responsible Owner (SRO)/ Sponsor

The SRO is the individual responsible for ensuring that a programme/project meets its objectives and delivers the intended benefits. They own the overall business change being supported or enabled by the programme/project and ensures that it maintains its business and vision focus. The SRO chairs the Programme/Project Board.

Stakeholder

The organisations or people who have an interest or role in the programme/project or are impacted by it.

back to top

 

T

U

V

W

X

Y

Z

back to top