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APMIC: Sections1-4

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® It is an acronym standing for PRojects IN Controlled Environments (second version). It is intended to be generic. (®Alexos Ltd)
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.
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.
Portfolio A grouping of an organisation's projects, programmes and related business-as-usual activities taking into account resource constraints. Portfolios can be managed at an organisational, programme or functional level.
Portfolio management The selection, prioritisation and control of an organisation’s projects and programmes in line with its strategic objectives and capacity to deliver.
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.
Agile A family of development methodologies where requirements and solutions are developed iteratively throughout the life cycle.
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.
Stage A sub-division of the development phase of a project created to facilitate approval gates at suitable points in the life cycle.
Lessons learned Documented experiences that can be used to improve the future management of projects, programmes and portfolios.
Reviews A review is a critical evaluation of a deliverable, business case or project management process.
Infrastructure Provides support for projects, programmes and portfolios, and is the focal point for the development and maintenance of P3 management within an organisation.
Sponsorship An important senior management role. The sponsor 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. The board will represent financial, provider and user interests.
Responsibility assignment matrix (RAM) A diagram or chart showing assigned responsibilities for elements of work. It is created by combining the work breakdown structure with the organisational breakdown structure.
Governance The set of policies, regulations, functions, processes, procedures and responsibilities that define the establishment, management and control of projects, programmes or portfolios.
Created by: lworsley
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