Help
Options
Didn't know it?
click below
click below
Knew it?
click below
click below
Don't Know
Remaining cards (0)
Know
retry
shuffle
restart
0:00
Embed Code - If you would like this activity on your web page, copy the script below and paste it into your web page.
Normal Size Small Size show me how
Normal Size Small Size show me how
APMP Sections 1-2
| Term | Definition |
|---|---|
| Health and safety management | The process of identifying and minimising threats to workers and those affected by the work throughout the project, programme or portfolio life cycle. |
| Safety plan | The standards and methods that minimise to an acceptable level the likelihood of accident or damage to people or equipment. |
| Business-as-usual | An organisation's normal day-to-day operations. |
| PRINCE2 | A project management method created for government projects. It is an acronym standing for Projects in Controlled Environments. |
| Project | A unique, transient endeavour undertaken to achieve planned objectives. |
| Project management | The application of processes, methods, knowledge, skills and experience to achieve the project objectives. |
| Setting | The relationship of the project, programme or portfolio with its host organisation. |
| Blueprint | A document defining and describing what a programme is designed to achieve in terms of the business and operational vision. |
| Programme | A group of related projects and change management activities that together achieve beneficial change for an organisation. |
| Programme management | The coordinated management of projects and change management activities to achieve beneficial change. |
| Tranche | A sub-division of the delivery phase of a programme created to facilitate approval gates at suitable points in the life cycle. |
| Balance | A phase in the portfolio life cycle optimise the portfolio mix. |
| Categorise | A phase in the portfolio life cycle where the component projects and programmes may be grouped according to shared characteristics. |
| Portfolio | A grouping of an organisation's projects, programmes and related business-as-usual activities taking into account resource constraints. |
| Portfolio management | The selection, prioritisation and control of an organisation’s projects and programmes in line with its strategic objectives and capacity to deliver. |
| Prioritise | The phase of a portfolio life cycle where priorities are set. |
| Context | A collective term for the governance and setting of a project, programme or portfolio. |
| Environment | The circumstances and conditions within which the project, programme or portfolio must operate. |
| Setting | The relationship of the project, programme or portfolio with its host organisation. |
| Agile | A family of development methodologies where requirements and solutions are developed iteratively throughout the life cycle. |
| Closure | The end point of a project or programme, either because it has been completed or terminated early. |
| Concept | The first phase in the project or programme life cycle. |
| Define | The phase of a portfolio life cycle where the projects and programmes are identified and evaluated. |
| Definition | The second phase of a project or programme life cycle. |
| Extended life cycle | A life cycle model that includes the operation of outputs and realisation of benefits. |
| Handover | The point in the life cycle where deliverables are handed over to the sponsor and users. |
| Life cycle | The inter-related phases of a project, programme or portfolio and provides a structure for governing the progression of work. |
| Phase | The major subdivision of a life cycle. |
| Rolling wave planning | The process whereby short term work is planned in detail and longer term work is planned in outline only. |
| Sprint | A regular repeatable work cycle in agile development. Also known as an ‘iteration’. |
| Stage | A sub-division of the development phase of a project created to facilitate approval gates at suitable points in the life cycle. |
| Termination | The decommissioning and disposal of a deliverable at the end of its useful life. |
| Waterfall model | A type of life cycle where phases are sequential. |
| Knowledge management | The systematic management of information and learning. |
| Lessons learned | Documented experiences that can be used to improve the future management of projects, programmes and portfolios. |
| Reviews | Critical evaluations of a deliverable, business case or P3 management process. |
| Enterprise project management office | An organisation that is responsible for the governance infrastructure of P3 management. |
| Infrastructure | Provides support for projects, programmes and portfolios -focal point for the development and maintenance of P3 management within an organisation. |
| Sponsorship | This role is accountable for ensuring that the work is governed effectively and delivers the objectives that meet identified needs. |
| Board | A body that provides sponsorship to a project, programme or portfolio. |
| Host organisation | The organisation that provides the strategic direction of the project, programme or portfolio and will be the primary recipient of the benefits. |
| Organisation | The management structure applicable to the project, programme or portfolio and the organisational environment in which it operates. |
| Responsibility assignment matrix (RAM) | A diagram or chart showing assigned responsibilities for elements of work. |
| Balanced matrix | An organisational structure where functions and projects have the same priority. |
| Organisational breakdown structure (OBS) | A hierarchical way in which the organisation may be divided into management levels and groups, for planning and control purposes. |
| Functional organisation | In this organisational structure maximum authority is provided to the functional / line managers. |
| Project organisation | In this organisational structure maximum authority is provided to the project manager. |
| Governance | The set of policies, regulations, functions, processes, procedures and responsibilities that define the establishment, management and control of P3. |
| P3 management | The collective term for project, programme and portfolio management. |
| P3 management team | A collective term for those involved in the sponsorship and day-to-day management of a project, programme or portfolio. |
| Unified decision making | From GoPM principles. There should be a single point of decision making for the project. |
| Sarbanes Oxley Act | A United States federal law that set new or enhanced standards for all U.S. public company boards. |
| UK Corporate Governance code | A set of principles of good corporate governance aimed at companies listed on the London Stock Exchange. |
Created by:
lworsley
Popular Management sets