Project management glossaryThe technical storage or access is necessary for the legitimate purpose of storing preferences that are not requested by the subscriber or user.

Acceptance test

A test run by end users to determine if a product meets their needs.Save preferences

Accountability

The obligation to answer for results and take ownership of work.View preferences

Acquisition process{title}

The process of obtaining personnel and resources necessary for project work.{title}

Action item{title}

A task or activity that must be completed.Manage Consent

Action item status

Tracks an action item’s progress from creation to closure.To provide the best experiences, we use technologies like cookies to store and/or access device information. Consenting to these technologies will allow us to process data such as browsing behavior or unique IDs on this site. Not consenting or withdrawing consent, may adversely affect certain features and functions.

Activity

The smallest unit of work in a project, requiring time, resources, and finances to complete.

Activity code

An alphanumeric value used to group and filter activities.

Activity durationFunctional

The length of time it takes to complete an activity.

Activity identifier

A unique alphanumeric value assigned to each activity.

Activity label

A short descriptor for an activity.Functional

Activity list

A document listing all activities necessary to complete a project. Always active

Activity network

A diagram showing the sequence and dependencies of project activities.

Activity-on-arrow (AOA)

Apportioned effort

Project work associated with components of a work breakdown structure and performed in proportion with discrete effort.Marketing

Approach analysis

An analysis used to examine various methods by which project goals may be achieved.

Arrow diagramming method (ADM)

A method of constructing a network diagram using arrows to represent activities and nodes to represent events or milestones.Marketing

Artifact

Items that support software development, including project plans and items used in actual development.

As late as possible (ALAP)

An activity for which the early start date is set as late as possible without delaying successor activities.

As soon as possible (ASAP)

An activity for which the early start date is set to be as soon as possible.The technical storage or access is required to create user profiles to send advertising, or to track the user on a website or across several websites for similar marketing purposes.

Assignment contouring

The process of assigning people to project work for changing numbers of hours per day as the project progresses.Manage options

AssumptionManage services

Factors deemed to be true during Manage {vendor_count} vendorsproject planningRead more about these purposes, though proof of their validity is not available.

AuthorizationAccept

The power to make decisions granted by management.

Authorized workDeny

Work approved by management or others in authority.

AvoidView preferences

A response to a negative risk that seeks to ensure the risk does not occur or to protect project objectives from its impact.

BSave preferences

Backward pass

A technique to calculate late-start and finish dates for project activities by working backwards from the project end date.View preferences

Balance{title}

A phase in the portfolio life cycle involving balancing portfolio components based on risk, costs, and resource use.{title}

Balanced matrix{title}

An organizational structure where functions and Manage consentprojectsManage consent have the same priority.

Balanced scorecard

A tool used to assess whether an organisation’s activities align with its vision and objectives.

Bar chart

A diagrammed calendar schedule of project activities’ start and end dates in logical order.

Base date

A reference date used as the start of a project calendar.

Baseline

The approved costs and schedules at the start of the project, used as a basis for monitoring and evaluating performance.

Baseline cost

The amount of money a project or activity was intended to cost when the project plan was baselined.

Baseline date

The original planned start and finish dates for a project or activity when the schedule was baselined.

Baseline plan

The fixed project plan used as the standard for measuring performance.

Baseline schedule

The fixed project schedule used as the standard for measuring performance.

Benchmarking

A review of what other organisations are doing in the same area.

Benefit

A positive and measurable impact of change.

Benefits framework

An outline of expected project benefits, affected business operations, and performance measures.

Benefits management

The identification, definition, planning, tracking, and realisation of benefits.

Benefits management plan

A plan specifying responsibility for achieving benefits and how they will be measured and managed.

Benefits profile

A representation of when benefits are planned to be realised.

Benefits realisation

The practice of ensuring benefits are derived from outputs and outcomes.

Benefits realisation review

A review undertaken after project deliverables have been in operation to establish if benefits have been realised.

Bid

A tender, quotation, or offer to enter into a contract.

Bid analysis

An analysis of bids or tenders.

Bid list

A list of contractors or suppliers invited to submit bids for goods or services.

Bidding

The process of preparing and submitting a bid or tender.

Blueprint

A document defining what a programme is designed to achieve in terms of business and operational vision.

Board

A body providing sponsorship to a project, programme, or portfolio, representing financial, provider, and user interests.

Bottom-up estimating

A technique that computes total project time and cost estimates by preparing estimates for each activity and adding them together.

Budget

The sum of money allocated for a project or a comprehensive list of revenues and expenses.

Budget at completion (BAC)

The sum total of the time-phased budgets.

Budget cost

The cost anticipated at the start of a project.

Budget element

Resources needed to do the work, typically assigned to a work package.

Budget estimate

An approximate estimate prepared in early project stages to establish financial viability or secure resources.

Budgeted cost of work performed (BCWP)

The planned cost of work completed to date, also known as ‘earned value’.

Budgeted cost of work scheduled (BCWS)

The planned cost of work scheduled to be performed in a period of time.

Budgeting

Time-phased financial requirements.

Budgeting and cost control

The estimation of costs, setting of an agreed budget, and management of actual and forecast costs against that budget.

Buffer

A term used in critical chain for the centralised management of schedule contingencies.

Build (stage)

A stage within the implementation phase where project deliverables are built or constructed.

Build, own, operate, transfer (BOOT)

A situation where a private operator builds, owns, operates, and then transfers a facility to another party after a specific period.

Burn down chart

A graph showing the relationship between tasks to be completed and the remaining time.

Business analysis

The practice of identifying and solving business problems.

Business case

Documentation of potential outcomes of a new project, including benefits, costs, and effects.

Business change manager

The role responsible for benefits management from identification through to realisation.

Business imperative

An issue, situation, or circumstance with potential to affect a business.

Business model

The system by which an organization’s profitable activities are planned, structured, and executed.

Business operations

The ensemble of activities or processes through which a company uses its assets to create value for customers.

Business process

A system of activities by which a business creates a specific result for its customers.

Business Process Modelling (BPM)

The representation, analysis, and evaluation of business processes to improve them.

Business readiness

A continuous concern through a project or programme that seeks to understand attitudes to change and barriers.

Business requirements

The conditions a product must satisfy to effectively serve its purpose within a business.

Business risk assessment

The assessment of risk to business objectives rather than risk to achieving project objectives.

Business value

The sum of positive effects a project has on the business.

Business-as-usual

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

C

Calendar unit

The smallest unit of time by which project activity durations are measured.

Capability

A project outcome that enables a benefit to be achieved, or having necessary attributes to perform or accomplish.

Capability Maturity Model (CMM)

A model used to assess the maturity of business process capabilities.

CAPEX

Capital expenditure, the money a company spends to acquire or upgrade fixed physical assets.

Case study

Extensive and in-depth formal research into an area of a company, situation, or event.

Certified Associate in Project Management (CAPM)

An entry-level certification for project managers offered by the Project Management Institute.

Champion

An informal role where a person makes project success a personal responsibility.

Change control

The process of identifying, evaluating, approving, and implementing changes to a project.

Change control board

An appointed group of stakeholders who evaluate proposed changes and decide when and whether to make them.

Change control system/process

The process by which changes to the project are evaluated, implemented, and documented.

Change freeze

The point at which scope changes to a project are no longer permissible.

Change management plan

A plan detailing the change control process.

Change request

A formal document submitted to request changes to the finalised project management plan.

Client/Customer

The people who will directly benefit from a project.

Closing phase

The final phase of the project life cycle where all aspects are officially completed and closed.

Code of accounts

An alphanumeric system used to assign unique identifiers to all work breakdown structure components.

Collaborative negotiation

Negotiations where all parties obtain at least some of what they want.

Communications log

A document used to track all project-related communications.

Communications management plan

A plan stating who will send and receive project information, what details are communicated, and when.

Communities of practice

Groups of people who share an area of interest within project management and meet regularly to share knowledge.

Competence

The ability and knowledge required to perform tasks associated with a specific role.

Competence framework

The set of competence expectations used to assess a person’s suitability for a specific role.

Concept

The beginning phase of the project life cycle where the team presents opportunities or problems and examines project feasibility.

Conceptual project planning

Developing documentation from which a project’s organization and control system will originate.

Concurrent engineering

A product development approach where design and development are carried out simultaneously.

Configuration

Shaping a product’s functions and characteristics to make it suitable for customer use.

Configuration management

Ensuring that the product of a project meets all necessary specifications and stipulations.

Consensus

A decision agreed upon by all members of a group.

Constraint

A limitation on a project, such as financial, time, or resource availability constraints.

Constructability

A concept used in complex projects to assess the entire construction process before beginning construction.

Construction

The process of building infrastructure, typically supervised by engineers and architects and managed by a project manager.

Consumable resource

A non-renewable resource that cannot be used once consumed.

Contingency plan

An alternative course of action planned in anticipation of specific risks.

Contingency reserve

An allocation of time or money set aside for known possibilities that could delay a project or make it more expensive.

Contract administration

The process of managing a relationship with a contracting party.

Contract closeout

The process of determining whether contract terms were completed successfully and settling any remaining terms.

Control account

A work breakdown structure tool that allows aggregation of costs for work packages as part of earned value management calculations.

Control chart

A chart that compares process results with historical averages and control limits to show whether a process meets expectations.

Core process

A process that follows an established order and is central to the performance of the system or project of which it is part.

Corrective action

A step taken to bring work back into alignment with performance expectations after it has failed to meet them.

Cost baseline

The sum of work package estimates, contingency reserve, and other associated costs by which project performance is assessed.

Cost benefit analysis

An analysis used to weigh project costs against anticipated tangible benefits.

Cost engineering

The application of scientific and engineering principles to aspects of cost management.

Cost management plan

A plan detailing how project costs will be planned, funded, and controlled.

Cost of quality

The cost associated with ensuring project quality.

Cost overrun

When unexpected costs cause a project’s actual cost to exceed the budget.

Cost performance index

A measure of cost efficiency calculated as the ratio of earned value to actual cost.

Cost Plus Fixed Fee Contract (CPFC)

A contract where the seller is reimbursed for costs and paid a predetermined fixed fee.

Cost Plus Incentive Fee Contract (CPIF)

A contract where the seller is reimbursed for costs and paid an additional fee if they meet specified performance criteria.

Cost Plus Percentage Of Cost Contract (CPPC)

A contract where the seller is reimbursed for costs and paid an additional amount equal to a percentage of costs incurred.

Cost reimbursable contract

A contract where a seller is reimbursed for costs and paid an additional sum as profit.

Cost variance

The difference between earned value and actual cost.

Cost/schedule impact analysis

An analysis determining the effects of a change on a project’s cost or schedule.

Crashing

A schedule compression technique used to speed up project work by increasing resources on critical path activities.

Critical Chain Project Management (CCPM)

An approach emphasizing resources needed to complete project activities over activity order and durations set in a schedule.

Critical Incident Stress Debriefing (CISD)

A psycho-educational exercise for small groups who have experienced a traumatic event.

Critical path

The sequence of activities through a project network from start to finish, the sum of whose durations determines the overall project duration.

Critical path activity

A scheduled activity that is part of a project’s critical path.

Critical path method

A technique used to estimate the shortest project duration and determine float for non-critical path activities.

Critical success factor

An aspect of a project crucial to its success.

Criticality index

A percentage representing how frequently an activity is on the critical path in project simulations.

Current finish date

The most up-to-date estimate of when an activity will finish.

Current start date

The most up-to-date estimate of when an activity will start.

Cut-off date

The end date of a reporting period.

D

Data date

A point at which a project’s status is measured and documented.

Decision bias

Psychological biases affecting individuals and groups when making risk-based decisions.

Decision gate

A point between phases used to review and confirm work viability in line with the business case.

Decision tree analysis

A diagrammatic technique used to illustrate a chain of decisions and examine implications of multiple outcomes.

Decomposition

The hierarchical breaking down of project deliverables into smaller, more manageable components.

Defect repair

An action taken to remedy a nonfunctional product or one that doesn’t match expectations.

Define

The phase of a portfolio life cycle where projects, programmes, and changes required to meet strategic objectives are identified and evaluated.

Defined

The third level of a typical maturity model where processes are documented and standardised.

Definition

The second phase of a project life cycle where requirements are refined and ways of achieving them are identified.

Deliverable

A final product or product component that must be provided to a client or stakeholder according to contractual stipulations.

Delphi technique

An estimation method based on expert consensus through rounds of individual estimates and group reviews.

Dependency

A logical relationship between project activities in a network diagram that determines when a dependent activity may begin.

Design (stage)

A stage within the implementation phase where the design of project deliverables is finalised.

Design authority

The person or organisation with overall design responsibility for project products.

Detailed design

The in-depth design of the chosen solution, ready for full implementation.

Deterministic estimate

A predetermined estimate with no possibility of an alternative outcome.

Development

The working up of a preferred solution to an optimised solution during project phases.

Deviations

Departure from the established plan or requirements.

Direct labour

Labour specifically identified with a particular activity, incurred for the exclusive benefit of the project.

Disbenefit

A consequence of change perceived as negative by one or more stakeholders.

Do nothing option

The result or consequence of not proceeding with the project or programme.

Drawdown

The removal of funds from an agreed source resulting in a reduction of available funds.

Dummy activity

In activity-on-arrow diagrams, a logical link that may require time but no other resource.

Duration

The length of time needed to complete the project or an activity.

Duration compression

The shortening of a project schedule without reducing scope, often resulting in increased cost.

Dynamic Systems Development Method (DSDM)

An agile development method for developing business solutions within tight timeframes.

E

Earliest finish date

The earliest possible date by which an activity can finish within logical and imposed constraints.

Earliest start date

The earliest possible date when an activity can start within logical and imposed constraints.

Earned hours

The time credited as a result of completing a given activity or group of activities.

Earned value

A measure of progress expressing costs committed and work achieved in the same units.

Earned value analysis

An analysis of project progress comparing actual money and hours spent to the value of work achieved.

Earned value management

A project control process based on a structured approach to planning, cost collection, and performance measurement.

Effort

The number of labour units necessary to complete work, usually expressed in labour hours, days, or weeks.

Effort-driven activity

An activity whose duration is governed by resource usage and availability.

Effort estimate

A calculated approximation of the effort needed to complete an activity.

Effort management

The most efficient allocation of time and resources to project activities.

EFQM Excellence Model

A model for diagnosing organisational excellence.

Elapsed time

The total number of calendar days needed to complete an activity.

Emergent change

Unplanned change managed by an organisation through incremental, iterative, or evolutionary approaches.

End activity

An activity with no logical successors.

End user

The person or organisation that will use the facility produced by the project.

Enhance

A response to an opportunity that increases its probability, impact, or both.

Enterprise project management office

An organisation responsible for the governance infrastructure of project, programme, and portfolio management.

Environment

The societal and/or organisational setting of a project, programme, or portfolio.

Escalate

The process by which issues are drawn to the attention of a higher level of management.

Estimate

A forecast of the probable time or cost of completing work.

Estimate At Completion (EAC)

A value expressed in money and/or hours representing the projected final costs of work when completed.

Estimated Cost to Complete (ECC)

The value expressed in money or hours representing the cost of work required to complete an activity.

Estimating

The use of tools and techniques to produce forecasts of the probable time or cost of completing work.

Estimating funnel

A representation of increasing levels of estimating accuracy achieved through project phases.

Ethical procurement

Procurement in accordance with established ethics or moral values.

Ethics frameworks

Recognised standards of conduct and behaviour within the project, programme, and portfolio profession.

Event-driven

Describing an action prompted by the occurrence of an event.

Event chain diagram

A visual representation of a schedule network based on event chain methodology.

Event chain methodology

A schedule network analysis method that enables uncertainty modelling.

Exception management

An approach focusing on instances where planned and actual results are significantly different.

Exceptions

Occurrences causing deviation from a plan, such as issues, change requests, and risks.

Expected monetary value

The product of an event’s probability of occurrence and the financial gain or loss that will result.

Expediting

The facilitation and acceleration of progress by removing obstacles.

Expended hours

The hours spent to achieve an activity or group of activities.

Expenditure

A charge against available funds, evidenced by a voucher, claim, or another document.

Exploit

A response to an opportunity that maximises both its probability and impact.

Extended life cycle

A life cycle approach adding an adoption phase to facilitate cooperation between change and business-as-usual teams.

External constraint

A constraint from outside the project.

External environment

The environment external to the organisation carrying out the project.

External suppliers

Suppliers external to the organisation carrying out the project.

F

Facilitation

An approach to working with groups collaboratively to create energy and solve problems.

Facility

The final result, outcome, or deliverable of the project.

Factors

Situations that affect or influence outcomes.

Fast tracking

A schedule compression technique where critical path activities are performed concurrently instead of consecutively.

Feasibility study

An evaluation of how likely a project is to be completed effectively.

Final account

The account that finally closes a purchase order or contract.

Financial management

The process of estimating and justifying costs to secure funds, control expenditure, and evaluate outcomes.

Financing and funding

The means by which capital for a project is secured and made available.

Finish-to-finish

A dependency indicating that one activity cannot finish until another activity has finished.

Finish-to-finish lag

The minimum time that must pass between the finish of one activity and the finish of its successor(s).

Finish-to-start

A dependency indicating that one activity cannot start until another activity has finished.

Finish-to-start lag

The minimum time that must pass between the finish of one activity and the start of its successor(s).

Fitness for purpose

The degree to which project management processes and deliverables satisfy stakeholder needs.

Fixed date

A calendar date associated with a schedule that cannot be moved or changed.

Fixed or non-recurring cost

A cost not influenced by volume of business or quantity.

Fixed price contract

A contract based on firm legal commitments to complete required work.

Float

The flexibility with which an activity may be rescheduled.

Flow diagram

A graphic representation of workflow and logical sequence of work elements.

Force-field analysis

A technique to identify pressures promoting or resisting change.

Forecast

A prediction of a defined future state, typically related to project duration and cost.

Forecast costs

A projection of future costs that the project will incur.

Forecast final cost

A projection of total costs at project completion.

Forecast outturn cost

The cost of actual expenditure, accruals, and estimated costs to complete the work.

Form of contract

The type of contract to be used, often a standard form relevant to the business or industry sector.

Forward pass

A technique to calculate earliest start and finish dates for activities.

Free float

Spare time at the end of an activity that can be used without delaying its successor.

Function

A specialist department providing dedicated services.

Functional analysis

Identification and analysis of functional attributes of different solutions.

Functional Analysis and System Technique (FAST)

An evolution of the value analysis process linking simply expressed functions to describe complex systems.

Functional departments

Specialist departments providing dedicated services.

Functional manager

The person responsible for business and technical management of a functional group.

Functional organisation

A management structure where specific functions are grouped into specialist departments.

Functional requirements

The working characteristics of a product based on end-user needs.

Functional specification

A document specifying required functions of a system and applicable constraints.

Funding

The means by which money for a project is secured and made available.

Funding profile

An estimate of funding requirements over time.

G

Gantt chart

A graphical representation of project activities against time.

Gate

A point between phases where a go/no go decision is made about remaining work.

Gate review

A formal point where a project’s worth, progress, cost, and execution plan are reviewed.

Go/No go

A form of control where a decision is made whether to continue work.

Goal

A one-sentence definition of what will be accomplished, incorporating an event signifying completion.

Governance

The framework of authority and accountability that defines and controls project outputs, outcomes, and benefits.

Governance board

A body providing sponsorship to a project, representing financial, provider, and user interests.

Guarantees

Legally enforceable assurance of performance of a contract.

H

Hammock

A summary task linked to a group of activities, with duration determined by the total elapsed duration of linked activities.

Handover

The point where deliverables are commissioned and given to the permanent organisation.

Health and safety management

The process of identifying and minimising threats to workers throughout the project life cycle.

Health and safety plan

A plan identifying health and safety strategies and procedures for a project.

Health and safety risk assessment

A legislative requirement for all employers and self-employed individuals.

Health, safety and environmental management

The process of applying standards to minimise accidents, injuries, or environmental damage.

Hierarchical coding structure

A multi-level tree structure coding system where every code except those at the top has a parent code.

High-level requirements

A high-level statement of project needs.

Host organisation

The organisation providing strategic direction and primary investment for a project.

Hybrid life cycle

An approach combining linear and iterative life cycles for different phases or activities.

Hypercritical activities

Activities on the critical path with negative float.

I

Idea development

Developing evaluated opportunities to understand benefits and costs.

Idea evaluation

Ranking identified opportunities according to their appropriateness.

Impact

The assessment of a risk’s effect on an objective if it occurs.

Impact analysis

An assessment of the merits of a course of action or potential impact of a requested change.

Implementation

The third phase of the project life cycle where the project management plan is executed, monitored, and controlled.

Imposed finish

A finish date imposed on an activity by external circumstances or constraints.

Imposed start

A start date imposed on an activity by external circumstances or constraints.

In progress activity

An activity that has been started but not yet completed.

Influence diagram

A pictorial representation of how variables affect one another.

Influencing

The act of affecting the behaviours and actions of others.

Information management

The collection, storage, curation, dissemination, archiving, and destruction of information.

Infrastructure

Support for projects, programmes, and portfolios, focal point for their development and maintenance.

Initial

The first level of a typical maturity model where processes are typically ad hoc and occasionally chaotic.

Initiation

The process of committing to begin a project, establishing clear reference terms and management structure.

Integrated assurance

The coordination of assurance activities where there are multiple assurance providers.

Integrated baseline review

A review held following the establishment of the initial baseline.

Integrated planning

The application of management processes bringing together planning of benefits, success criteria, scope, quality, time, resources, cost, risk, communications, etc.

Integration

The process of bringing people, activities, and other things together to perform effectively.

Integrative management

Management processes that bring together planning of various project aspects.

Interdependencies

The management of dependencies between projects and business-as-usual activities.

Interface management

The management of relationships between different departments or organisations on a project.

Interface management plan

A plan identifying and showing how to manage internal and external project interfaces.

Internal environment

The environment internal to the organisation carrying out the project.

Internal Rate of Return (IRR)

The discount rate that makes the net present value of all cash flows equal to zero.

Interrelationship

The relationship between activities managed by a team or individual.

Investment

The outlay of money or time for income, profit, or other benefit.

Investment appraisal

Analysis considering investment profitability over an asset’s life alongside affordability and strategic fit.

Investment decision

The decision justifying investment in a project, based on robust investment appraisal.

Invitation To Tender (ITT)

An invitation to a supplier to bid for the supply of goods or services.

Island of stability

A review point at the end of a programme tranche when progress is reviewed and the next tranche planned.

Issue

A problem breaching or about to breach delegated tolerances, requiring sponsor support to resolve.

Issue log

A log of all issues raised during a project, showing details, evaluation, decisions, and current status.

Issue management

The process of identifying and addressing issues to remove threats they pose.

Issue register

A log of all issues raised during a project.

J

Joint Venture (JV)

A joint ownership of a firm by two or more parties engaged in a particular venture.

Just In Time (JIT)

A philosophy where goods, services, or actions are provided on demand without waiting or storage.

K

Key events

Major events critical to project execution.

Key events schedule

A schedule of major events critical to project execution.

Key milestone

A milestone critical to project success.

Key Performance Indicators (KPI)

Measures of success used throughout the project to ensure progress towards success.

Knowledge management

The discipline concerned with how organisations create and use knowledge to improve outcomes.

L

Lag

The minimum necessary lapse of time between the finish of one activity and the start of another.

Latest finish date

The latest possible date by which an activity must finish without affecting total project duration.

Latest start date

The latest possible date by which an activity must start without affecting total project duration.

Lead

A negative lag, by definition an illogical condition.

Leadership

The ability to establish vision and direction, influence and align others towards a common purpose, and empower and inspire people.

Lean

An approach concerned with identifying principles by which environments can become more responsive, flexible, productive, reliable, and cost-effective.

Lessons learned

Documented experiences used to improve future management of projects, programmes, and portfolios.

Letter of intent

A letter indicating intent to sign a contract, usually to allow work to commence prior to signing.

Level one plan

The master plan for the project, with level two and three plans providing successively more detail.

Levelling

The process of resolving resource conflicts by delaying tasks.

Life cycle

A framework comprising distinct high-level stages required to transform an idea into reality.

Life cycle cost

The cumulative cost of a project over its whole life cycle.

Line-of-balance

A scheduling technique for repetitive products showing how resource teams move from product to product.

Linear life cycle

A life cycle aiming to complete a project within a single pass through distinct, sequential phases.

Liquidated damages

The liability in a contract to pay a specified sum for a breach of contract.

Logic

The sequence and interdependencies of activities in a project schedule.

Logic diagram

A graphical representation of the sequential relationship between project activities.

Logical dependency

A dependency based on the relationship between two activities or between an activity and a milestone.

M

Make or buy decision

The decision to make a deliverable internally or buy a finished deliverable from a supplier.

Managed

The fourth level of a typical capability maturity model where metrics are gathered on process performance.

Management by exception

Management focused on problem or critical areas only.

Management development

All aspects of staff planning, recruitment, development, training, and assessment.

Management plan

A plan setting out how an aspect of a project, programme, or portfolio will be delivered.

Management reserve

A sum of money to cover the cost impact of unidentified risks and some very low-probability, high-impact risks.

Marketing

Anticipating user demands and identifying and satisfying their needs.

Master schedule

A high-level summary project schedule identifying major activities and milestones.

Material

Property incorporated into, attached to, or consumed in the performance of a contract.

Material take-off

A list of materials required to build an item, derived from a drawing.

Matrix organisation

An organisational structure where project managers and functional managers share responsibility for assigning priorities and directing work.

Maturity

The sophistication and experience of an organisation in managing projects.

Maturity model

An approach to understand current capabilities and identify a structured path to increase success predictability.

Mechanical completion

The point at which a facility is fully installed and components have been inspected and tested.

Mediation

An attempt to settle a legal dispute through active participation of a third party.

Method

A consistent framework within which project management is performed.

Method statement

A plan detailing how a piece of work is to be carried out.

Methods and procedures

Standard practices used for managing projects throughout a life cycle.

Milestone

A key event selected for its importance in the schedule, often associated with tangible acceptance of deliverables.

Milestone plan

A plan containing milestones that highlight key points of the project.

Milestone schedule

A schedule that identifies the major milestones.

Minimum viable product

A product with just enough features to satisfy early users and provide feedback for future development.

Mission statement

A brief summary that sums up the background, purpose, and benefits of the project.

Mobilisation

Ensures that the project has appropriate organisational and technical infrastructures and mechanisms for putting resources in place.

Model

A way of looking at reality to abstract and simplify it for understanding in a particular context.

Modelling

The process of creating and using a device that duplicates physical or operational aspects of a deliverable.

Monitoring

Recording, analysing, and reporting project performance compared to the plan to identify and report deviations.

Monte Carlo simulation

A technique used to estimate overall risk by predicting the combined effect of estimating uncertainty and specific risk events.

N

Near-critical activity

An activity with low total float that may become critical under adverse conditions.

Need, problem or opportunity

The underlying reason for undertaking a project.

Negotiated contract cost

The estimated cost negotiated in a cost-plus fixed fee contract or the negotiated contract target cost.

Negotiation

A discussion between two or more parties aimed at reaching agreement.

Net Present Value (NPV)

The difference between the present value of cash inflows and outflows over a period of time.

Network analysis

Collective term for different ways of analysing a network diagram.

Network diagram

A model of activities and their dependencies used in scheduling.

Network logic

The collection of activity dependencies that show logical relationships between activities.

Non-recurring costs

Expenditures against specific activities expected to occur only once on a given project.

Not earlier than

A restriction indicating an activity may not start or end earlier than a specified date.

Not later than

A restriction indicating an activity may not start or end later than a specified date.

O

Objectives

Predetermined results towards which effort is directed.

Operational life

Part of an extended life cycle when deliverables are operated and maintained.

Operations management

The management of activities that create core services or products provided by an organisation.

Operations phase

The period during which the completed deliverable is used and maintained for its intended purpose.

Opportunity

A positive risk event that, if it occurs, will have a beneficial effect on objectives.

Optimising

The fifth level of a typical maturity model where continuous process improvement is enabled by quantitative feedback.

Optioneering

An approach to exploring multiple options to optimally satisfy stakeholders’ needs.

Order of magnitude estimate

An estimate to give a very approximate indication of likely outturn costs.

Organisation

The management structure applicable to the project and the organisational environment in which it operates.

Organisation design

The design of the most appropriate organisation for a project.

Organisation structure

The organisational environment defining reporting and decision-making hierarchy.

Organisational Breakdown Structure (OBS)

A hierarchical way to divide the organisation into management levels and groups for planning and control purposes.

Organisational culture

The unwritten rules influencing individual and group behaviour and attitudes.

Organisational roles

Roles performed by individuals or groups in a project.

Original budget

The initial budget established at or near the time a contract was signed or a project authorised.

Original duration

The duration of activities or groups of activities as recorded in the baseline schedule.

Other Direct Costs (ODC)

Accounting elements that can be isolated to specific activities, other than labour and material.

Outcome

The changed circumstances or behaviour resulting from the use of an output.

Output

The tangible or intangible product typically delivered by a project.

Outturn cost

The expected final cost of a project.

Overhead

Costs incurred in business operation that cannot be directly related to individual products or services.

Overrun

Costs incurred in excess of the contract target costs or estimated costs.

Owner

The person or organisation for which the project is ultimately undertaken and who will benefit from the facility in the long term.

P

P3 assurance

The process of providing confidence to stakeholders that projects, programmes, and portfolios will achieve their objectives.

P3 management team

A collective term for those involved in the sponsorship and day-to-day management of a project, programme, or portfolio.

P3 management

The collective term for project, programme, and portfolio management.

Parallel activities

Two or more activities that can be done at the same time.

Parallel life cycle

A life cycle where phases are conducted in parallel.

Parametric estimating

An estimating technique using statistical relationships between historic data and other variables.

Pareto diagram

A histogram ordered by frequency of occurrence showing how many results were generated by each identified cause.

Partnering

An arrangement between organisations to manage a contract cooperatively.

Payback

An investment appraisal technique.

Percent complete

A measure of the completion status of a partially completed activity.

Performance

The term used to describe the quality of delivery and deliverables of the project.

Performance management

Techniques used in managing individual and team performance.

Performance measurement techniques

Methods used to estimate earned value.

PESTLE

A technique for analysing project context by considering political, economic, sociological, technical, legal, and environmental factors.

Phase

The major subdivision of a life cycle.

Phase reviews

A review that takes place at the end of a life cycle phase.

Physical models

A representation of the three-dimensional, solid aspects of a deliverable.

Physical percent complete

The percentage of work content of an activity achieved.

Physical performance

Actual performance of work that can be measured.

Pilot

A form of testing a new development and its implementation prior to committing to full release.

Plan

An intended future course of action.

Planned activity

An activity not yet started.

Planned cost

The authorised budget assigned to scheduled work to be completed.

Planned value

The cost profile of a resource-optimised schedule used as the baseline to monitor actual spend and earned value.

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.

Portfolio

A collection of projects and/or programmes used to structure and manage investments at an organisational or functional level.

Portfolio management

The selection, prioritisation, and control of an organisation’s projects and programmes in line with strategic objectives and capacity to deliver.

Portfolio prioritisation process

The evaluation and prioritisation of projects within a portfolio.

Post-project review

A review undertaken after project deliverables have been handed over to produce lessons learned.

PRAM

An abbreviation of the APM Risk Management SIG’s publication Project Risk Analysis and Management Guide.

Precedence diagram method

A method of representing projects as networks, with activities represented by nodes and relationships by arrows.

Precedence network

A model of activities and their dependencies used in scheduling.

Pre-commissioning

Work carried out prior to commissioning to demonstrate it may be safely undertaken.

Predecessor

An activity that must be completed before a specified activity can begin.

Predecessor activity

An activity that logically precedes the current activity.

Prime or lead contractor

A main supplier responsible for much or all of the work on a contract.

PRINCE2™

A project management methodology (PRojects IN Controlled Environments).

Prioritise

The phase of a portfolio life cycle where priorities are set by strategic objective, return on investment, or another chosen metric.

Probabilistic network

A network containing alternative paths with associated probabilities.

Probability

The likelihood of a risk occurring.

Problem

Concerns that the project manager deals with on a day-to-day basis.

Procedures

Individual aspects of project management practice forming an integral part of a method.

Procedures manual

A book of reference describing standard project procedures.

Procurement

The process of acquiring products and services from an external provider.

Procurement strategy

The high-level approach for securing goods and services from external suppliers.

Product

A tangible or intangible component of a project’s output.

Product Breakdown Structure (PBS)

A hierarchy of deliverables required to be produced on the project.

Product description

The description of the purpose, form, and components of a product.

Product flow diagram

A diagram representing how products are produced by identifying their derivation and dependencies.

Product life cycle

A life cycle approach adding operation and termination phases to reflect the whole life of an asset.

Productivity factor

The ratio of earned hours against expended hours.

Professionalism

The application of expert knowledge within a specific field and acceptance of related standards.

Profile of expenditure

A project’s budget phased over time to allow cash flow forecasting.

Program evaluation and review technique

A network analysis technique calculating standard deviations for the schedule based on three-point estimates of activity durations.

Programme

A unique, transient strategic endeavour undertaken to achieve beneficial change incorporating related projects and business-as-usual activities.

Programme benefits review

A review to assess if targets have been reached and measure performance levels in resulting business operations.

Programme brief

A description of the capability that the organisation seeks from changes to its business and/or operations.

Programme director

The senior manager responsible for the overall success of the programme.

Programme directorate

A committee that directs the programme when there is no individual to direct it.

Programme management

The coordinated management of projects and business-as-usual activities to achieve beneficial change.

Programme manager

The individual responsible for managing a programme.

Programme mandate

What the programme is intended to deliver in terms of new services and/or operational capability.

Programme support office

A group giving administrative support to the programme manager and executive.

Progress

The partial completion of a project, or a measure of the same.

Progress payments

Payments made to a contractor during the life of a fixed price contract based on an agreed formula.

Progress report

A regular report summarising project progress including key events, milestones, costs, and other issues.

Project

A unique, transient endeavour undertaken to bring about change and achieve planned objectives.

Project appraisal

The discipline of calculating the viability of a project.

Project assurance

Independent monitoring and reporting of the project’s performance and deliverables.

Project-based working

A collective term for project, programme, and portfolio management.

Project board

A group providing high-level direction to the project.

Project brief

The document produced during a project’s concept phase outlining requirements.

Project budget

The sum of money allocated for a project.

Project calendar

A calendar listing time intervals in which activities or resources can or cannot be scheduled.

Project charter

A document setting out working relationships and agreed behaviours within a project team.

Project closure

The formal end point of a project.

Project context

The environment within which a project is undertaken.

Project director

The manager of a very large project or person at board level responsible for project management.

Project environment

The societal and/or organisational setting of a project.

Project evaluation review

A documented review of project performance produced at predefined points.

Project file

A file containing overall project plans and important documents.

Project financing and funding

The means by which capital for a project is secured and made available.

Project initiation

The process of committing to begin a project.

Project Initiation Document (PID)

A document approved by the project board defining the project’s terms of reference.

Project life cycle cost

The cumulative cost of a project over its whole life cycle.

Project management

The application of processes, methods, knowledge, skills, and experience to achieve specific objectives for change.

Project Management Information System (PMIS)

The systems, activities, and data allowing information flow in a project.

Project management maturity

A model describing evolutionary levels of an organisation’s project management processes.

Project Management Office (PMO)

An organisational structure providing support for projects, programmes, and/or portfolios.

Project Management Plan (PMP)

The output of integrated planning for a project or programme.

Project management processes

The generic processes applied to each phase of the project life cycle.

Project management software

Computer application software designed to help with planning and controlling projects.

Project management team

Members of the project team directly involved in its management.

Project manager

The individual responsible for the successful delivery of the project.

Project mandate

The initial terms of reference for the project.

Project master schedule

A high-level summary project schedule.

Project objectives

Things to be achieved by the project, usually including technical, time, cost, and quality objectives.

Project office

An entity serving the organisation’s project management needs.

Project organisation

Provides maximum authority to the project manager and integration of functional capabilities within projects.

Project plan

See Project management plan.

Project planning

The development and maintenance of a project plan.

Project portfolio

See Portfolio.

Project procedures manual

See Procedures manual.

Project professional

A term describing people in roles associated with managing projects, programmes, or portfolios.

Project progress report

See Progress report.

Project quality management

See Quality management.

Project risk

The exposure of stakeholders to the consequences of variation in outcome.

Project risk management

A structured process allowing individual risk events and overall project risk to be understood and managed proactively.

Project roles and responsibilities

The roles and responsibilities of those involved in the project.

Project schedule

The tool communicating what work needs to be performed, which resources will perform it, and the timeframes for performance.

Project scope management

See Scope management.

Project sponsor

The individual ultimately responsible for the project.

Project start-up

The creation of the project team and making it effective.

Project status report

A report on the status of accomplishments and variances to spending and schedule plans.

Project steering group

See Steering group.

Project strategy

A comprehensive definition of how a project will be developed and managed.

Project success

The satisfaction of stakeholder needs measured by success criteria identified and agreed at project start.

Project success criteria

See Success criteria.

Project support experts

Individuals with expertise in particular aspects of project support.

Project support office

See Project office.

Project team

A set of individuals, groups, and/or organisations responsible to the project manager for working towards a common purpose.

Project variance

Changes to cost or schedule within the current work plan or scope.

Provider

A person or company providing goods or services.

Provider selection and management

The processes of identifying and selecting management providers through the project life cycle.

Punch list

A list of outstanding activities to be completed prior to final acceptance of deliverables.

Q

Qualitative risk analysis

A generic term for subjective methods of assessing risks that cannot be identified accurately.

Quality

The fitness for purpose or degree of conformance of outputs or processes to requirements.

Quality Assurance (QA)

The process of evaluating overall project performance regularly to provide confidence that quality standards will be satisfied.

Quality assurance plan

A plan guaranteeing a quality approach and conformance to all customer requirements for all project activities.

Quality audit

An official examination to determine whether practices conform to specified standards.

Quality control

Inspection, measurement, and testing to verify that project outputs meet acceptance criteria.

Quality criteria

The characteristics of a product determining whether it meets requirements.

Quality guide

Describes quality and configuration management procedures for people involved with quality reviews and technical exceptions.

Quality management

A discipline for ensuring outputs, benefits, and processes meet stakeholder requirements and are fit for purpose.

Quality management system

The complete set of quality standards, procedures, and responsibilities for a site or organisation.

Quality planning

Takes the defined scope and specifies acceptance criteria used to validate that outputs are fit for purpose.

Quality review

A review of a product against an established set of quality criteria.

Quantitative risk analysis

The estimation of numerical values of risk probability and impact on a project.

R

Rapid Application Development (RAD)

A method of minimising time necessary to complete development projects.

Reactive risk response

An action taken after a risk event has occurred.

Recurring costs

Expenditures against specific activities occurring on a repetitive basis.

Reduce

A response to a threat that reduces its probability, impact, or both.

Regulatory

A restriction due to the need to conform to a regulation or rule.

Reimbursement

Method by which a contractor will be paid for work undertaken.

Reject

A response to an opportunity where no action is taken.

Relationship

A logical connection between two activities.

Remaining duration

The time needed to complete the remainder of an activity or project.

Repeatable

The second level of a typical maturity model where basic processes are established.

Replanning

Actions performed for remaining effort within project scope.

Replenishable resource

A resource that can be restocked when depleted, such as raw materials or money.

Reporting

The formal communication of project information to stakeholders.

Request For Change (RFC)

A proposal for a change to the project.

Request For Proposal (RFP)

A bid document used to request proposals from prospective sellers of products or services.

Request For Quotation (RFQ)

Equivalent to a request for proposal but with more specific application areas.

Requirements

The stakeholders’ wants and needs clearly defined with acceptance criteria.

Requirements definition

A process ensuring the project includes all required work and then defines that work.

Requirements management

The process of capturing, assessing, and justifying stakeholders’ wants and needs.

Reserve

A planned allotment of time, cost, or other resources for unforeseeable elements within a project.

Residual value

The written-down value of a capital item at the end of the period.

Resource allocation

The process of attributing labour and non-labour resources to activities.

Resource availability

The level of availability of a resource, which may vary over time.

Resource calendar

A calendar defining working and non-working patterns for specific resources.

Resource-driven activity durations

Activity durations driven by the need for scarce resources.

Resource histogram

A view of project data showing resource requirements, usage, and availability using vertical bars against a horizontal timescale.

Resource level

A specified level of resource units required by an activity per time unit.

Resource levelling

An approach used during resource optimisation that delays activities to keep resource usage below specified limits.

Resource loading

The number of resources devoted to a specific activity in a particular time period.

Resource management

The acquisition and deployment of internal and external resources required for project delivery.

Resource optimisation

Methods for ensuring labour and non-labour resources are matched to the schedule.

Resource plan

A part of the project management plan stating how the project will be resource loaded and what supporting services are required.

Resource planning

A process evaluating what resources are needed to complete a project and determining the quantity needed.

Resource pool

The available resources to a project or a group of people who can generally do the same work.

Resource requirement

The requirement for a particular resource by a particular activity.

Resource scheduling

A process ensuring resources are available when needed and not underutilised where possible.

Resource smoothing

An approach used to utilise float or adjust resource requirements to smooth out peaks and troughs of resource usage.

Resources

All labour and non-labour items required to undertake the scope of work to the required quality.

Responsibility assignment matrix

A diagram or chart showing assigned responsibilities for elements of work.

Responsible organisation

A defined unit within the organisation structure assigned responsibility for accomplishing specific activities or cost accounts.

Retention

A part of payment withheld until the project is completed to ensure satisfactory performance.

Return on investment (ROI)

An expression of the value of an investment in change based on the gain in benefit relative to the cost.

Re-usable resource

A resource that becomes available for other uses when no longer needed.

Reviews

Project reviews take place throughout the project life cycle to check likely or actual achievement of specified objectives.

Re-work

Repeating work already completed to remove defects and meet acceptance criteria.

Right first time

Completing a deliverable which, on first testing, meets agreed acceptance criteria with no defects and no re-work required.

Risk

The potential of a situation or event to impact on the achievement of specific objectives.

Risk analysis

An assessment and synthesis of estimating uncertainty and/or specific risk events to understand their significance.

Risk analysis and management

A process allowing individual risk events and overall risk to be understood and managed proactively.

Risk appetite

How much risk investors are willing to tolerate in achieving their objectives.

Risk assessment

The process of quantifying the likelihood of risks occurring and assessing their likely impact on the project.

Risk attitude

The perception-driven choice of a person or group about an individual risk or overall project riskiness.

Risk avoidance

See Avoid (a threat).

Risk Breakdown Structure (RBS)

A hierarchical breakdown of the risks on a project.

Risk budget

A sum of money that is part of overall cost contingency to cover the cost impact of identified risks.

Risk context

The institutional and individual environment affecting how risk arises and should be managed.

Risk efficiency

The principle of risk-taking to achieve the minimum level of exposure for a given level of expected return.

Risk event

An uncertain event or set of circumstances that would, if it occurred, have an effect on the achievement of objectives.

Risk exposure

The degree to which a risk taker could be affected by an adverse outcome.

Risk identification

The capture of threats and opportunities to the project objectives.

Risk log

A document providing identification, estimation, impact evaluation, and countermeasures for all project risks.

Risk management maturity

A measure of the extent to which a project or organisation formally applies effective risk management.

Risk management plan

A document defining how risk management is to be implemented in the context of a particular project.

Risk manager

The person in charge of matters connected with risk on a project.

Risk monitoring

The process of observing the state of identified risks (also referred to as risk tracking).

Risk owner

The individual or group best placed to assess and manage a risk.

Risk prioritising

Ordering of risks according to their risk value and which need to be considered for reduction, avoidance, and transfer.

Risk ranking

The allocation of a classification to the probability and impact of a risk.

Risk reduction

Action taken to reduce the likelihood and impact of a risk.

Risk register

A document listing identified risk events and corresponding planned responses.

Risk response

An action or set of actions to reduce the probability or impact of a threat, or increase the probability or impact of an opportunity.

Risk response planning

The planning of responses to risks.

Risk techniques

Used to identify, assess, and plan responses to individual risks and overall risk.

Roll out

The process of delivering nearly identical products to multiple users, usually after testing.

Rolling wave planning

The process of planning short-term work in detail and longer-term work in outline only.

S

S-curve

A graphic display of cumulative costs, labour hours, or other quantities, plotted against time.

Safety plan

The standards and methods that minimise to an acceptable level the likelihood of accident or damage.

Sales

A marketing technique used to promote a project.

Sanction

Authorisation for the project or part of a project to proceed.

Scenario planning

A method used to anticipate potential future scenarios, useful in preparing to deal with emergent change.

Schedule

A timetable showing forecast start and finish dates for activities or events within a project.

Schedule dates

Start and finish dates calculated with regard to resource or external constraints as well as project logic.

Schedule Performance Index (SPI)

The ratio of work accomplished versus work planned, for a specified time period.

Schedule variance

The difference between the earned value and the planned value at any point in time.

Scheduled finish

The earliest date on which an activity can finish, considering resource or external constraints and project logic.

Scheduled start

The earliest date on which an activity can start, considering resource or external constraints and project logic.

Scheduling

The process used to determine overall project duration, including identification of activities, logical dependencies, and estimating durations.

Scope

The totality of outputs, outcomes, and benefits and the work required to produce them.

Scope change

Any change in project scope requiring a change in cost or schedule.

Scope creep

The continual extension of the scope of some projects.

Scope management

The process whereby outputs, outcomes, and benefits are identified, defined, and controlled.

Scope of work

A description of the work to be accomplished or resources to be supplied.

Scope statement

A documented description of the project identifying boundaries, output, approach, and content.

Scope verification

A process ensuring all identified project deliverables have been completed satisfactorily.

Secondary risk

The risk that may occur as a result of invoking a risk response or fallback plan.

Sensitivity analysis

An investigation of the effect on the outcome of changing parameters or data in procedures or models.

Sequence

The order in which activities will occur with respect to one another.

Setting

The relationship of the project, programme, or portfolio with its host organisation.

Share

A risk management response to an opportunity that increases its probability, impact, or both by sharing with a third party.

Simulation

A process whereby some dynamic aspect of a system is replicated without using the real system.

Six sigma

A quality management programme to achieve ‘six sigma‘ levels of quality.

Slack

An alternative term for float. See Free float and Total float.

Slip chart

A pictorial representation of predicted completion dates of milestones (also referred to as a trend chart).

Slippage

The amount of float time used up by the current activity due to a delayed start or increased duration.

Snagging

The process of identifying minor small deficiencies that have to be rectified before acceptance of work.

Social capital

The pattern and intensity of networks among people and shared values arising from those networks.

Social system

The network of relationships between people involved in the project and how influences between actors work as a whole.

Sole source

The only source known to be able to supply particular equipment or services, or undertake a particular contract.

Solicitation

The process by which bids or tenders are obtained for the provision of goods or services.

Source selection

Choosing from potential contractors.

Spiral model

A management model used particularly for development projects.

Sponsor

A critical role as part of the governance board, accountable for ensuring work is governed effectively and delivers objectives meeting identified needs.

Sprint

A regular repeatable work cycle in agile development, typically a few weeks long.

Stage

A subdivision of the development phase created to facilitate approval gates at suitable points in the life cycle.

Stage payment

A payment made part-way through a project on completion of a pre-determined milestone.

Stakeholder

Individuals or groups who have an interest or role in the project or are impacted by it.

Stakeholder analysis

The identification of stakeholder groups, their interest levels, and ability to influence the project.

Stakeholder engagement

The systematic identification, analysis, planning, and implementation of actions designed to influence stakeholders.

Stakeholder grid

A matrix used to identify the relative importance of stakeholders to a project.

Stakeholder identification

The process of identifying stakeholders in a project.

Stakeholder management

See Stakeholder engagement.

Starting activity

An activity with no predecessors that does not have to wait for any other activity to start.

Start-to-finish

A dependency indicating that one activity cannot finish until another activity has started.

Start-to-start

A dependency indicating that one activity cannot start until another activity has started.

Start-to-start lag

The minimum time that must pass between the start of one activity and the start of its successor(s).

Start-up

The formal process of making a new project team effective or commissioning a completed facility.

Start-up meeting

The initial meeting with the project team at the start of a project or phase.

Statement of scope

See Scope statement.

Statement of work

An annex to the main body of a contract defining the detail of deliverables, timescales, and management procedures.

Status report

A description of where the project currently stands, usually in the form of a written report.

Steering group

A group comprising the sponsor, senior managers, and sometimes key stakeholders, setting strategic direction for a project.

Story point

A method of estimating completion/forecasting work yet to complete on a user story in iterative life cycles.

Strategic intent

The aspirational plans, overarching purpose, or intended direction needed to reach an organisational vision.

Strategic management

The identification, selection, and implementation of an organisation’s long-term goals and objectives.

Strategic sourcing

An analysis of buying strengths and weaknesses enabling procurement strategies to maximise advantages and respond to supply disruption risks.

Strategy

The high-level plan enabling the project to reach a successful conclusion, describing how it is to be executed.

Subcontract

A contractual document legally transferring responsibility for providing goods, services, data, or hardware from one firm to another.

Subcontractor

An organisation that supplies goods or services to a supplier.

Subject matter experts

Users with subject matter knowledge and expertise who may contribute to defining requirements and acceptance criteria.

Subproject

A group of activities represented as a single activity in a higher level of the same project.

Success criteria

The satisfaction of stakeholder needs for the deployment of a project.

Success factors and maturity

Management practices that, when implemented, increase the likelihood of project success. The degree of establishment indicates organisational maturity.

Successor

An activity whose start or finish depends on the start or finish of a predecessor activity.

Sunk costs

Costs that are unavoidable, even if the remaining work is terminated.

Super-critical activity

An activity behind schedule with negative float.

Supplier

A contractor, consultant, or organisation that supplies resources to the project.

Supply chain management

The management of the chain of organisations through which goods pass from raw materials to the ultimate purchaser.

Surety

An individual or organisation agreeing to be legally liable for the debt, default, or failure of a principal to satisfy a contractual obligation.

Sustainability

An approach balancing environmental, social, economic, and administrative aspects to meet current stakeholder needs without compromising future generations.

SWOT (analysis)

A technique used to identify strengths, weaknesses, opportunities, and threats inherent in a project.

System

The complete technical output of the project including technical products.

Systems analysis

The analysis of a complex process or operation to improve its efficiency.

Systems engineering

A systematic approach to realising a project that takes account of all related systems and subsystems.

Systems management

Management including prime activities of systems analysis, design, engineering, and development.

T

Talent management

The ability to attract, motivate, and retain high-quality people to deliver strategic goals and objectives.

Target completion date

The date planned to complete an activity or project.

Target start date

The date planned to start work on an activity or the project.

Task

The smallest indivisible part of an activity when broken down to a level best understood and performed by a specific person or organisation.

Team

A group of people working in collaboration or cooperation towards a common goal.

Team building

The ability to gather the right people to join a project team and get them working together for project benefit.

Team development

The process of developing skills, as a group and individually, that enhance project performance.

Team leader

The person responsible for leading a team.

Team member

A person accountable to and with work assigned by the project manager.

Teamwork

A group of people working in collaboration or cooperation towards a common goal.

Technology management

The management of the relationship between available and emerging technologies, the organisation, and the project.

Temporary organisation

A specific project, programme, or portfolio team brought together to implement project-based work.

Tender

A document proposing to meet a specification in a certain way and at a stated price.

Tender document

The document issued to prospective suppliers when inviting bids or quotations.

Tender list

A list of approved suppliers to whom a specific enquiry may be sent.

Tendering

The process of preparing and submitting a tender, quotation, or bid.

Termination

The decommissioning and disposal of a deliverable at the end of its useful life.

Terms and conditions

All the clauses in a contract.

Terms of reference

A specification of a team member’s responsibilities and authorities within the project.

Testing

The process of determining how aspects of a deliverable perform when subjected to specified conditions.

Theory of constraints

A theory expounded by Goldratt, leading to the critical chain schedule management technique.

Threat

A negative risk event that, if it occurs, will have a detrimental effect on objectives.

Three-point estimate

An estimate giving optimistic best case, pessimistic worst case, and most likely values.

Time analysis

The process of calculating early and late dates for each activity based on duration and logical relations.

Time recording

The recording of effort expended on each activity to update a project plan.

Time scheduling

Techniques used to develop and present schedules showing when work will be performed.

Time sheet

A means of recording actual effort expended against project and non-project activities.

Time variance

The scheduled time for work to be completed less the actual time.

Timebox

A fixed unit of time during which work is performed, typically used in iterative approaches.

Time-driven

Control actions or reports triggered by the passage of a defined interval.

Tolerance

A level of delegated permission to vary performance from specified parameters.

Top down cost estimating

Estimating total project cost based on historical costs and other variables, then subdividing to individual activities.

Total float

Time by which an activity may be delayed or extended without affecting overall duration or violating a target finish date.

Total Quality Management (TQM)

A strategic, integrated management system for customer satisfaction guiding all employees in every aspect of their work.

Traffic light reports

A type of progress report explaining current status using traffic light colours.

Tranche

A subdivision of the deployment phase of a programme designed to enable an incremental approach to development.

Transfer

A response to a threat that reduces its probability, impact, or both by transferring to a third party.

Transition

The fourth phase in a linear cycle where results are handed over, commissioned, and accepted by the sponsor.

Trend chart

See Slip chart.

Trends

A general tendency observed on a project.

Triple constraint

A way of describing the fundamental trade-off between time, cost, and quality in delivering project scope.

Turnaround report

A report created for managers to enter progress status against activities scheduled to be in progress during a particular time window.

Turnkey contract

A comprehensive contract where the contractor is responsible for complete supply of a facility.