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APMIC:Section 1
| Term | Definition |
|---|---|
| Business-as-usual | An organisation's normal day-to-day operations. |
| PESTLE | Strategic analysis tool to identify the factors that could impact upon the project. Political, Economic, Social, Technological, Legal, Environmental |
| 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. |
| Programme management | The coordinated management of projects and change management activities to achieve beneficial change. |
| Portfolio management | The selection, prioritisation and control of an organisation’s projects and programmes in line with its strategic objectives and capacity to deliver. |
| Environment | The circumstances and conditions within which the project, programme or portfolio must operate. |
| 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. |
| Sponsor | 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. |
| Responsibility assignment matrix (RAM) | A diagram or chart showing assigned responsibilities for elements of work. |
| Organisational breakdown structure (OBS) | A hierarchical way in which the organisation may be divided into management levels and groups, for planning and control purposes. |
Created by:
lworsley
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