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Project Management Terminology Glossary

The following glossary has been taken from the Tasmanian Government Project Management Framework Project Management Fact Sheet: Language Matters, Version: 1.1, June 2008. When referring to this glossary it is important to understand that may companies develop their own meanings for certain terminologies. Please check the meaning of terms as they are used in your organisation. Use the following definitions as a guide only.
Acceptance Testing Formal testing conducted to determine whether or not a system satisfies its pre-defined acceptance criteria, and to enable the customer to determine whether or not to accept the system. The recorded decision or formal sign-off by the customer that an output has satisfied the documented requirements and may be delivered to the customer or used in the next part of the process. Refer to Work Breakdown Structure Assumptions are factors that, for planning purposes, will be considered to be true, real or certain. Assumptions generally involve a degree of risk and also should be reflected in the Risk Management Plan. The recorded decision that a deliverable or output has been cleared for use or action after having satisfied the quality standards for the project. A set of indicators to set as measures against which to judge and report progress or performance. Refer to Outcomes A one-off, start-up document used by corporate management to assess the justification of a proposed project, or to assess the development options for a project that has already received funding. If approved, it confirms corporate management support and/or funding for a recommended course of action. The high-level champion of the project who has ultimate authority. Factors that will limit the project management team's options. For example, a predefined budget, deadlines, technology choices, scope or legislative processes. An agreement for provision of goods and/or services, between two or more parties, intended to create a legal obligation between them and to be legally enforceable. The goals or objectives identified by an organisation to support the core business of that organisation. The economic and social justification for a proposed project.

Accepted

Activity Decomposition Chart Assumptions

Authorised

Baseline Metrics Benefits Business Case

Client Constraints

Contract

Corporate Goals Cost Benefit Analysis

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Critical Path

The chain of activities that link the start to the finish of the project, and for which any delay will cause the project to be delayed by the same amount of time. A tangible, verifiable work output, such as a Feasibility Study, a detailed design, a working prototype, any report, manual, specification, programming or other output, developed as part of a project. Usually a component of a highlevel output descriptor. Dis-benefits arise from undesirable outcomes and must be taken into account when valuing the project from the perspective of those stakeholders who are adversely impacted (impactees). All documents, whether electronic or hard copy, need to be uniquely identifiable. In most cases, it is also necessary to track the changes that occur to the document and record its distribution throughout the document's development and subsequent revision(s). Document control includes: The use of version numbers on documents (version control) Maintaining a history of the development of versions (build status) The use of numbered copies of documents (controlled documents) Maintaining a list of recipients for distributed copies (distribution list)

Deliverable

Dis-benefit

Document Control

Environment Baseline

Provides details of the project's environment (e.g. office equipment, software, hardware, communications etc) so as to define a baseline that is then managed accordingly. A report that is developed as a result of a Feasibility Study, and is presented to senior management to determine whether a project has sufficient merit to continue into more detailed phases. A study to assess the viability of a potential project. It includes a cost/benefit analysis and results in the development of a Feasibility Report. The features by which the quality of an output is determined. In other words, what criteria will be used to test whether the outputs meet the needs of the project's Stakeholders and will in turn enable outcomes to be realised. Horizontal bar charts that can graphically depict the time relationship of tasks, activities and resources in a project. Named after Henry Gantt, an industrial engineer who introduced them in the early 1900's. Refer to Objectives A generic model that indicates the people most likely to be incorporated in a project governance structure. It is also an indication of some of the ways in which the people would be most likely to interact. This diagram indicates the specific people that will provide the management for a particular project and the interaction between the players (also known as a Responsibility Chart).

Feasibility Report

Feasibility Study

Fitness-for-purpose

Gantt Chart

Goals Governance Model

Governance Structure

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Implementation Plan

Describes how the outputs will be delivered to the Stakeholders, including any special requirements such as stage implementation or 'roll out', training and delivery requirements. The International Standards Organisation (ISO) has developed a set of international standards that can be used in any type of business, and are accepted around the world as proof that a business can provide assured quality. A concern raised by any stakeholder that needs to be addressed, either immediately or during the project. As issues are reviewed during the project, they may become a threat to the project and a mitigation strategy prepared. They are usually documented in an Issues Register. Refer to Risk Analysis and Issues Register

ISO Standards

Issue

Issues Register Key Stakeholder(s)

A list of all issues, details of how these issues are being managed and their current status. An individual or group whose interest in the project must be recognised if the project is to be successful. In particular, those who may be positively or negatively affected during the project or on successful completion the project. A detailed plan to support the ongoing maintenance of an output once it has been implemented, including the management of a future changes (both enhancements and fixes). Refer to Project Size A significant scheduled event that acts as a progress marker in the life of a project. A milestone is either passed or it is not, the achievement or nonachievement of which is monitored and reported. Stakeholders who do not need to be recognised in order for the project to be successful, but who will be identified as a result of the process of identifying all stakeholders. The goals that define the strategic direction of an organisation, and are delivered through the work of projects. These objectives may be found in a Corporate Business Plan or Strategic Plan. The benefits and other long-term changes that are sought from undertaking a project. Project outcomes are achieved from the utilisation of the outputs delivered by a project. The services or products delivered to the Stakeholders by the project. Not to be confused with Agency Budget Outputs. Criteria for measuring a project's success, whether the project is under control and the level of adherence to documented plans, methodologies and standards. A section or 'chunk' of work in a project for which there are no measurable outcomes at the end, although some outputs may be produced. Large and/or complex projects often scope the work in phases to enable each phase to be planned in more detail on completion of the previous phase. Also provides periodic points for review or Project Phase Reviews.

Maintenance Plan

Medium Project Milestone

Non-Key Stakeholder(s)

Objectives

Outcome(s)

Output(s) Performance Measures

Phase

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Post Implementation Review

A review of a completed project. It may be a review of one or more aspects of the project. For example, whether the outcomes (benefits) were realised, the fitness-for-purpose of the outputs produced or the project and quality management processes selected and applied. The consideration of ethical issues relating to procurement. Some general principles include: ensuring best value to the public in monetary terms, ensuring fairness and impartiality, dealing with conflicts of interest that could influence outcomes and ensuring accountability. A group of related projects that are managed in a coordinated way, usually with an activity that is ongoing, and has an overall Program/Project Business Plan.

Probity

Program

Project

A project brings about change and involves a group of inter-related activities that are planned and then executed in a certain sequence, to create a unique product or service (output) within a specific timeframe so that outcomes are achieved. Projects are often critical components of an organisation's business strategy.

Project Business Case Project Business Plan

Refer to Business Case The high-level management document for the project. It is owned, maintained and utilised by the Stakeholders or Steering Committee to ensure the delivery of project outputs and the realisation of defined project outcomes. The 'road map' used by the Project Team to deliver the agreed project outputs. It outlines the responsibilities of the Project Team and stakeholders. Project Management is a formalised and structured method of managing change in a rigorous manner. It focuses on achieving specifically defined outputs that are to be achieved by a certain time, to a defined quality and with a given level of resources so that planned outcomes are achieved. The formalised structure, processes and tools employed by an organisation or enterprise to the management of all projects. A pre-defined set of tasks that are designed to provide a guide or a checklist for developing and implementing projects. The Project Manager is contracted by the Steering Committee to deliver the defined project outputs. Measures used to indicate progress or achievement of a project. A review of a project, involving as many project participants as possible, to assess if the desired outcomes/benefits were attained. A review of a project, involving as many project participants as possible, to evaluate the fitness-for-purpose of the outputs, the amount of deviation that occurred from the original specifications requested by the customer and the final result, and how any changes to these specifications were managed and approved.

Project Execution Plan

Project Management

Project Management Framework Project Management Methodology Project Manager Project Metrics Project Outcomes Review

Project Output Review

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Project Plan Project Portfolio Management

A formalised document containing details of the project sufficient to enable execution, monitoring and control. The management of prioritised projects within the organisation, Business Unit, Agency or across government. It is a dynamic process requiring re-prioritisation, as necessary, to meet changing business requirements or emerging opportunities. The initial document that converts an idea or policy into the details of a potential project, including the outcomes/benefits, outputs, major risks, costs, stakeholders and an estimate of the resourcing and time required. A detailed plan of major project phases, milestones, activities, tasks and the resources allocated to each task. The most common representation of the project schedule is in a Gantt Chart. Refer to Gantt Chart Projects vary in size or complexity, for example they may: Involve changes to existing systems, policies, legislation and/or procedures Entail organisational change Involve a single person or many people Involve a single unit of one organisation or may cross organisational boundaries Involve engagement and management of external resources May cost anywhere from $10,000 to more than $1 million May require less than 100 hours or take several years

Project Proposal

Project Schedule

Project Size

Project Status Report

A regular report on the status of the project, with regard to project performance, milestones, budget, issues, risks and areas of concern, to the appropriate people. The Project Team is led by the Project Manager working for the successful delivery of the project outputs. Provides a detailed plan of the process for acquiring the proposed goods and services to support the delivery of the project's outputs. The application of planned, systematic activities, within a documented management framework, that provides confidence that the outputs from a process meet the Client's requirements. The process of monitoring the adherence to documented quality assurance procedures. Quality management is the policy and associated procedures, methods and standards required for the control of projects. The purpose of quality management is to increase certainty by reducing the risk of project failure. It also provides the opportunity for continuous improvement. Defined policies and procedures that provide a formal framework describing the way an organisation conducts its core business. The performance of each quality management procedure generates objective evidence by which to measure the performance of the project outputs.

Project Team Purchasing Plan Quality Assurance

Quality Control Quality Management

Quality Management System

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Quality Plan Rapid Application Development (RAD) Reference Group

Summarises the quality management approach and how it will support the delivery of the project outputs. The use of highly structured project planning sessions that entail the use of intensive team-based analysis, design and development sessions. Assists in shortening the IT system development process. A committee that provides forums to achieve consensus among groups of stakeholders. Often provides expert advice on the development of project outputs. There may be more than one Reference Group for large projects. The people, finances, physical and information resources required to perform the project activities. Any factor (or threat) that may adversely affect the successful completion of the project. Undertaking a process to assess identified threats to the success of the project, which results in working papers of the current assessment for each threat (both likelihood and seriousness), a risk grading and strategies for mitigating the risks. The results of this analysis are usually captured in the Risk Register. Describes the processes concerned with identifying, analysing and responding to project risk. It consists of risk identification, risk analysis, risk evaluation and risk treatment. The processes are iterative throughout the life of the project. Summarises the proposed risk management approach for the project. A document that records the results of a risk analysis process. It includes the identified threats to the success of the project, the current assessment for each threat (both likelihood and seriousness), a risk grading and strategies for mitigating the risks. A clear statement of the areas of impact and boundaries of the project. The scope of a project includes the Target Outcomes, other benefits, customers, outputs, work and resources (both financial and human). Any modification to the scope of a project that has not been authorised or approved by the appropriate individual or group. The extent to which the project is falling behind time in relation to the Project Development Schedule. Identifies and summarises stakeholder involvement, including identification of stakeholders for related projects. A person or organisation that has an interest in the project processes, outputs or outcomes. A Project Steering Committee is the key body within the governance structure that is responsible for the business issues associated with the project. It is essential to ensuring the delivery of the project outputs and the achievement of project outcomes/benefits. Its responsibilities include approving the budgetary strategy, defining and realising benefits, monitoring risks, quality and timelines, making policy and resourcing decisions, and assessing requests for changes to the scope of the project.

Resources Risk Risk Analysis

Risk Management

Risk Management Plan Risk Register

Scope

Scope creep Slippage Stakeholder Management Plan Stakeholder Steering Committee

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Steering Committee Charter

A charter developed for use by the Steering Committees. The Charter describes the basic role and functions of a Steering Committee, both as a collective group and as individual members.

Target Outcome(s)

The measurable benefits that are sought from undertaking a project. Target Outcomes are achieved from the utilisation of the outputs delivered by a project. Stated, identified targets and measures are developed for gauging progress towards their achievement. A detailed plan that addresses all aspects related to the test of an output or suboutput. It should include test scenarios, the test schedule and define any necessary support tools. Describes the test criteria and the methods to be used in a specific test to assure the performance and design specifications have been satisfied. The test specification identifies the capabilities or program functions to be tested and identifies the test environment. It may include test data to support identified test scenarios. The process of exercising or evaluating an output, such as an IT system or system component, by manual or automated means, to confirm that it satisfies specified requirements or to identify differences between expected and actual results. Refer to Risk A control or identification system for documents, outputs and sub-outputs, enabling stakeholders to identify readily each different release. It refers to the breaking down of the work in a project into related tasks, sometimes described as an Activity Decomposition Chart.

Test Plan

Test Specification

Testing

Threat Version Control

Work Breakdown Structure (WBS)

Source: Tasmanian Government Project Management Framework Project Management Fact Sheet: Language Matters, Version: 1.1, June 2008.

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