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PRINCE2 Glossary of Terminology
Notes on Glossary
This is a copy of the PRINCE2 Glossary provided freely for use in the
PRINCE2 user community by the Office for Government Commerce (OGC).
The PRINCE2 Glossary is © Crown Copyright Office of Government Commerce. Reproduced with the permission of the Controller of HMSO and the Office of Government Commerce.
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Acceptance Criteria
A prioritised list of criteria
that
the final
product(s) must meet before the customer will accept them; a measurable
definition of what must be done for the final product to be acceptable
to the customer. They should be defined as part of the Project Brief
and agreed between customer and supplier no later than the project
initiation stage. They should be documented in the Project Initiation
Document.
Activity network
A flow diagram showing the
activities
of a plan
and their interdependencies. The network shows each
activity’s
duration, earliest start and finish times, latest start and finish
times and float. Also known as ‘planning network’.
See also Critical
path.
Baseline
A snapshot; a position or
situation
that is
recorded. Although the position may be updated later, the baseline
remains unchanged and available as a reminder of the original state and
as a comparison against the current position. Products that have passed
their quality checks and are approved are baselined products. Anything
‘baselined’ should be under version control in
configuration management
and ‘frozen’, i.e. no changes to that version are
allowed.
Benefits
The positive outcomes,
quantified or
unquantified,
that a project is being undertaken to deliver and that justify the
investment.
Benefits realisation
The practice of ensuring that
the
outcome of a
project produces the projected benefits claimed in the Business Case.
Business Case
Information that describes the
justification for
setting up and continuing a PRINCE2 project. It provides the reasons
(and answers the question: ‘Why?’) for the project.
An outline Business
Case should be in the Project Mandate. Its existence is checked as part
of the Project Brief, and a revised, fuller version appears in the
Project Initiation Document. It is updated at key points, such as end
stage assessments, throughout the project.
Change authority
A group to which the Project
Board
may delegate
responsibility for the consideration of Requests for Change. The change
authority is given a budget and can approve changes within that budget.
Change budget
The money allocated to the
change
authority to be
spent on authorised Requests for Change.
Change control
The procedure to ensure that
the
processing of all
Project Issues is controlled, including submission, analysis and
decision making.
Checkpoint
A team-level, time-driven
review of
progress,
usually involving a meeting.
Checkpoint Report
A progress report of the
information
gathered at a
checkpoint meeting which is given by a team to the Project Manager and
provides reporting data as defined in the Work Package.
Communication Plan
Part of the Project Initiation
Document describing
how the project’s stakeholders and interested parties will be
kept
informed during the project.
Concession
An Off-Specification that is
accepted
by the
Project Board without corrective action.
Configuration audit
A comparison of the latest
version
number and
status of all products shown in the configuration library records
against the information held by the product authors.
Configuration control
Configuration control is
concerned
with physically
controlling receipt and issue of products, keeping track of product
status, protecting finished products and controlling any changes to
them.
Configuration management
A discipline, normally
supported by
software
tools, that gives management precise control over its assets (for
example, the products of a project), covering planning, identification,
control, status accounting and verification of the products.
Contingency budget
The amount of money required to
implement a
contingency plan. If the Project Board approves a contingency plan, it
would normally set aside a contingency budget, which would only be
called upon if the contingency plan had to be implemented when the
associated risk occurs. See also Contingency plan.
Contingency plan
A plan that provides details of
the
measures to be
taken if a defined risk should occur. The plan is only implemented if
the risk occurs. A contingency plan is prepared where other actions
(risk prevention, reduction or transfer) are not possible, too
expensive or the current view is that the cost of the risk occurring
does not sufficiently outweigh the cost of taking avoiding action
– but
the risk cannot be simply accepted. The Project Board can see that,
should the risk occur, there is a plan of action to counter it. If the
Project Board agrees that this is the best form of action, it would put
aside a contingency budget, the cost of the contingency plan, only to
be used if the risk occurs.
Critical path
This is the line connecting the
start
of an
activity network with the final activity in that network through those
activities with zero float, i.e. those activities where any delay will
delay the time of the entire end date of the plan. There may be more
than one such path. The sum of the activity durations on the critical
path will determine the end date of the plan.
Customer
The person or group who
commissioned
the work and
will benefit from the end results.
Customer’s quality expectations
A statement from the customer
about
the quality
expected from the final product. This should be obtained during the
start-up of a project in Preparing a Project Brief
(SU4)
as
an important feed into Planning Quality (IP1),
where it is matched against the Project Approach and the standards that
will need to be applied in order to achieve that quality.
Daily Log
A record of jobs to do or to
check
that others
have done, commitments from the author or others, important events,
decisions or discussions. A Daily Log should be kept by the Project
Manager and any Team Managers.
Deliverable
An item that the project has to
create as part of
the requirements. It may be part of the final outcome or an
intermediate element on which one or more subsequent deliverables are
dependent. According to the type of project, another name for a
deliverable is ‘product’.
Earned value analysis
Earned value analysis is a
method for
measuring
project performance. It indicates how much of the work done so far and
the task, assignment or resources.
End Project Report
A report given by the Project
Manager
to the
Project Board that confirms the handover of all products and provides
an updated Business Case and an assessment of how well the project has
done against its Project Initiation Document.
End stage assessment
The review by the Project Board
and
Project
Manager of the End Stage Report to decide whether to approve the next
Stage Plan (unless the last stage has now been completed). According to
the size and criticality of the project, the review may be formal or
informal. The approval to proceed should be documented as an important
management product.
End Stage Report
A report given by the Project
Manager
to the
Project Board at the end of each management stage of the project. This
provides information about the project performance during the stage and
the project status at stage end.
Exception
A situation where it can be
forecast
that there
will be a deviation beyond the tolerance levels agreed between the
Project Manager and the Project Board (or between the Project Board and
corporate or programme management, or between a Team Manager and the
Project Manager).
Exception assessment
This is a meeting of the
Project
Board to approve
(or reject) an Exception Plan.
Exception Plan
This is a plan that often
follows an
Exception
Report. For a Team Plan exception, it covers the period from the
present to the end of the Work Package; for a Stage Plan exception, it
covers the period from the present to the end of the current stage. If
the exception were at a project level, the Project
Plan
would be replaced.
Exception Report
Description of the exception
situation, its
impact, options, recommendation and impact of the recommendation to the
Project Board. This report is prepared by the relevant manager to
inform the next higher level of management of the situation.
Executive
The single individual with
overall
responsibility
for ensuring that a project meets its objectives and delivers the
projected benefits. This individual should ensure that the project or
programme maintains its business focus, that it has clear authority and
that the work, including risks, is actively managed. The Executive is
the chairperson of the Project Board, representing the customer, and is
the owner of the Business Case.
Feasibility study
A feasibility study is an early
study
of a problem
to assess if a solution is feasible. The study will normally scope the
problem, identify and explore a number of solutions, and make a
recommendation on what action to take. Part of the work in developing
options is to calculate an outline Business Case for each as one aspect
of comparison.
Follow-on Action Recommendations
A report that can be used as
input to
the process
of creating a Business Case/Project Mandate for any follow-on PRINCE2
project and for recording any follow-on instructions covering
incomplete products or outstanding Project Issues.
Gantt chart
This is a diagram of a
plan’s activities against a
time background, showing start and end times and resources required.
Gate review
A generic term, rather than a
PRINCE2
term,
meaning a point at the end of a stage or phase where a decision is made
whether to continue with the project. In PRINCE2 this would equate to
an end stage assessment.
Highlight Report
Time-driven report from the
Project
Manager to the
Project Board on stage progress.
Issue Log
Contains all Project Issues
including
Requests for
Change raised during the project. Project Issues are each allocated a
unique number and are filed in the Issue Log under the appropriate
status. See also Project Issue.
Lessons Learned Log
An informal collection of good
and
bad lessons
learned about the management and specialist processes and products as
the project progresses. At the end of the project, it is formalised and
structured into a Lessons Learned Report. See also Lessons Learned
Report.
Lessons Learned Report
A report that describes the
lessons
learned in
undertaking the project and includes statistics from the quality
control of the project’s management products. It is approved
by the
Project Board and then held centrally for the benefit of future
projects.
Off-Specification
Something that should be
provided by
the project,
but currently is not (or is forecast not to be) provided. This might be
a missing product or a product not meeting its specifications. It is
one type of Project Issue.
Operational and maintenance acceptance
Acceptance by the person/group
who
will support
the product during its useful life that it is accepted into the
operational environment. The format of the acceptance will depend on
the product itself – it could be in the form of an acceptance
letter
signed by the appropriate authority, or a more complex report detailing
the operational and maintenance arrangements that have been put in
place.
Outcome
The term used to describe the
totality of what the
project is set up to deliver, consisting of all the specialist
products. For example, this could be an installed computer system with
trained staff to use it, backed up by new working practices and
documentation, a refurbished and equipped building with all the staff
moved in and working, or it could be a new product launched with a
recruited and trained sales and support team in place.
Peer review
Specific reviews of a project
or any
of its
products where personnel from within the organisation and/or from other
organisations carry out an independent assessment of the project. Peer
reviews can be done at any point within a project but are often used at
stage-end points.
Phase
A part, section or segment of a
project, similar
in meaning to a PRINCE2 stage. The key meaning of stage in PRINCE2
terms is the use of management stages, i.e. sections of the project to
which the Project Board commits one at a time. A phase might be more
connected to a time slice, change of skills required or change of
emphasis.
Post-implementation review
See Post-project review.
Post-project review
One or more reviews held after
project closure to
determine if the expected benefits have been obtained. Also known as
post-implementation review.
PRINCE2
A method that supports some
selected
aspects of
project management. The acronym stands for PRojects
IN
Controlled Environments.
PRINCE2 project
A project whose product(s) can
be
defined at its
start sufficiently precisely so as to be measurable against predefined
metrics and that is managed according to the PRINCE2 method.
Process
That which must be done to
bring
about a
particular result in terms of information to be gathered, decisions to
be made and results to be achieved.
Producer
This role represents the
creator(s)
of a product
that is the subject of a quality review. Typically, it will be filled
by the person who has produced the product or who has led the team
responsible.
Product
Any input to or output from a
project. PRINCE2
distinguishes between management products (which are produced as part
of the management or quality processes of the project) and specialist
products (which are those products that make up the final deliverable).
A product may itself be a collection of other products.
Product-based planning
A four-step technique leading
to a
comprehensive
plan based on creation and delivery of required outputs. The technique
considers prerequisite products, quality requirements and the
dependencies between products.
Product Breakdown Structure
A hierarchy of all the products
to be
produced
during a plan.
Product Checklist
A list of the major products of
a
plan, plus key
dates in their delivery.
Product Description
A description of a
product’s purpose, composition,
derivation and quality criteria. It is produced at planning time, as
soon as possible after the need for the product is identified.
Product Flow Diagram
A diagram showing the sequence
of
production and
interdependencies of the products listed in a Product Breakdown
Structure.
Product life span
This term is used in this
manual to
define the
total life of a product from the time of the initial idea for the
product until it is removed from service. It is likely that there will
be many projects affecting the product during its life, such as a
feasibility study and development, enhancement or correction projects.
Product Status Account
A report on the status of
products.
The required
products can be specified by identifier or the part of the project in
which they were developed.
Programme
A portfolio of projects
selected,
planned and
managed in a co-ordinated way.
Project
A temporary organisation that
is
created for the
purpose of delivering one or more business products according to a
specified Business Case.
Project Approach
A description of the way in
which the
work of the
project is to be approached. For example: Are we building a product
from scratch or buying in a product that already exists? Are the
technology and products that we can use constrained by decisions taken
at programme level?
Project Assurance
The Project Board’s
responsibilities to assure
itself that the project is being conducted correctly.
Project Brief
A description of what the
project is
to do; a
refined and extended version of the Project Mandate, which the Project
Board approves and which is input to project initiation.
Project closure notification
Advice from the Project Board
to
inform all
stakeholders and the host location that the project resources can be
disbanded and support services, such as space, equipment and access,
demobilised. It should indicate a closure date for costs to be charged
to the project.
Project closure recommendation
A recommendation prepared by
the
Project Manager
for the Project Board to send as a project closure notification when
the board is satisfied that the project can be closed.
Project Initiation Document (PID)
A logical document that brings
together the key
information needed to start the project on a sound basis and to convey
that information to all concerned with the project.
Project Issue
A term used to cover any
concern,
query, Request
for Change, suggestion or Off-Specification raised during the project.
They can be about anything to do with the project.
Project life cycle
This term is used in this
manual to
define the
period from the start-up of a project to the handover of the finished
product to those who will operate and maintain it.
Project management
The planning, monitoring and
control
of all
aspects of a project and the motivation of all those involved in it to
achieve the project objectives on time and to the specified cost,
quality and performance.
Project management team
Covers the entire management
structure of Project
Board, Project Manager, plus any Team Manager, Project Assurance and
Project Support roles.
Project Manager
The person given the authority
and
responsibility
to manage the project on a day-to-day basis to deliver the required
products within the constraints agreed with the Project Board.
Project Mandate
Information created externally
to the
project that
forms the terms of reference and is used to start up the PRINCE2
project.
Project Plan
A high-level plan showing the
major
products of
the project, when they will be delivered and at what cost. An initial
Project Plan is presented as part of the Project Initiation Document.
This is revised as information on actual progress appears. It is a
major control document for the Project Board to measure actual progress
against expectations.
Project Quality Plan
A plan defining the key quality
criteria, quality
control and audit processes to be applied to project management and
specialist work in the PRINCE2 project. It will be part of the text in
the Project Initiation Document.
Project records
A collection of all approved
management and
specialist products and other material, which is necessary to provide
an auditable record of the project.
Note: This does not include working files.
Project start-up notification
Advice to the host location
that the
project is
about to start and requesting any required Project Support services.
Project Support
An administrative role in the
project
management
team. Project Support can be in the form of advice and help with
project management tools, guidance, administrative services such as
filing, and the collection of actual data. The provision of any Project
Support on a formal basis is optional. Tasks either need to be done by
the Project Manager or delegated to a separate body and this will be
driven by the needs of the individual project and Project Manager. A
full description of the role can be found in Project
management
team roles,
Appendix
B.
One support function that must be considered is that of configuration management. Depending on the project size and environment, there may be a need to formalise this and it quickly becomes a task with which the Project Manager cannot cope without support. Details of the Configuration Librarian role can be found in Project management team roles, Appendix B.
Project Support Office
A group set up to provide
certain
administrative
services to the Project Manager. Often the group provides its services
to many projects in parallel.
Proximity (of risk)
Reflects the timing of the
risk, i.e.
is the
threat (or opportunity) stronger at a particular time, does it
disappear some time in the future, or does the probability or impact
change over time?
Quality
The totality of features and
characteristics of a
product or service that bear on its ability to satisfy stated needs.
Also defined as ‘fitness for purpose’ or
‘conforms to requirements’.
Quality Log
Contains all planned and
completed
quality
activities. The Quality Log is used by the Project Manager and Project
Assurance as part of reviewing progress.
Quality management system
The complete set of quality
standards, procedures
and responsibilities for a site or organisation.
Quality review
A quality review is a quality
checking technique
with a specific structure, defined roles and procedure designed to
ensure a product’s completeness and adherence to standards.
The
participants are drawn from those with an interest in the product and
those with the necessary skills to review its correctness. An example
of the checks made by a quality review is: ‘Does the document
match the
quality criteria in the Product Description?’
Quality system
See Quality management system.
Requirements
A description of the user’s
needs. See also
Specification.
Request for Change
A means of proposing a
modification
to the current
specification of a product. It is one type of Project Issue.
Reviewer
A person asked to review a
product
that is the
subject of a quality review.
Risk
Risk can be defined as
uncertainty of
outcome,
whether positive opportunity or negative threat. Every project has
risks associated with it. Project management has the task of
identifying risks that apply and taking appropriate steps to take
advantage of opportunities that may arise and avoid, reduce or react to
threats.
Risk Log
Contains all information about
the
risks, their
analysis, countermeasures and status. Also known as Risk Register.
Risk profile
A graphical representation of
information normally
found in the Risk Log.
Risk register
See Risk Log.
Risk tolerance line
The risk tolerance line is one
drawn
between risks
that can be accepted or for which suitable actions have been planned,
and risks that that are considered sufficiently serious to require
referral to the next higher level of project authority.
Senior responsible owner
This is not a PRINCE2 term, but
is
used in many
organisations. Its equivalent in PRINCE2 terms would be the
‘Executive’
role. See also Executive.
Senior Supplier
The Project Board role that
provides
knowledge and
experience of the main discipline(s) involved in the production of the
project’s deliverable(s). Represents the supplier interests
within the
project and provides supplier resources.
Senior User
The Project Board role
accountable
for ensuring
that user needs are specified correctly and that the solution meets
those needs.
Specification
A detailed statement of what
the user
wants in
terms of products, what these should look like, what they should do and
with what they should interface.
Sponsor
Not a specific PRINCE2 role but
often
used to mean
the major driving force of a project. May be the equivalent of
Executive or corporate/programme management.
Stage
A stage is the section of the
project
that the
Project Manager is managing on behalf of the Project Board at any one
time, at the end of which the Project Board wishes to review progress
to date, the state of the Project Plan, Business Case and risks, and
the next Stage Plan in order to decide whether to continue with the
project.
Stakeholders
Parties with an interest in the
execution and
outcome of a project. They would include business streams affected by
or dependent on the outcome.
Supplier
The group or groups responsible
for
the supply of
the project’s specialist products.
Team Manager
A role that may be employed by
the
Project Manager
or Senior Supplier to manage the work of project team members.
Tolerance
The permissible deviation above
and
below a plan’s
estimate of time and cost without escalating the deviation to the next
level of management. Separate tolerance figures should be given for
time and cost. There may also be tolerance levels for quality, scope,
benefit and risk. Tolerance is applied at project, stage and team
levels.
User(s)
The person or group who will
use the
final
deliverable(s) of the project.
Work Package
The set of information relevant
to
the creation of
one or more products. It will contain a description of the work, the
Product Description(s), details of any constraints on production such
as time and cost, interfaces, and confirmation of the agreement between
the Project Manager and the person or Team Manager who is to implement
the Work Package that the work can be done within the constraints.
Crown Copyright
2005.
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