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APM PMQ 7 S1
Glossary for APM Project Management Qualification
| Term | Definition |
|---|---|
| Business-as-usual | An organisation's normal day-to-day operations. |
| Functional organisation | A management structure where specific functions of a business are grouped into specialist departments that provide a dedicated service to the whole of the organisation. |
| Governance | The framework of authority and accountability that defines and controls the outputs, outcomes and benefits from projects, programmes and portfolios. The mechanism whereby the investing organisation exerts financial and technical control over the deployment of the work and the realisation of value. |
| Matrix organisation | An organisational structure where the project manager and the functional managers share responsibility for assigning priorities and for directing the work. Individuals stay in their functional departments while performing work on one or more projects. |
| OBS (Organisational breakdown structure) | A hierarchical way in which the organisation may be divided into management levels and groups, for planning and control purposes. |
| Organisation | The management structure applicable to the project, programme or portfolio and the organisational environment in which it operates. |
| Organisational breakdown structure (OBS) | A hierarchical way in which the organisation may be divided into management levels and groups, for planning and control purposes. |
| Organisational roles | The roles performed by individuals or groups in a project. Both roles and responsibilities within projects must be defined to address the transient and unique nature of projects, and to ensure that clear accountabilities can be assigned. |
| PMO (Project Management Office) | An organisational structure that provides support for project, programmes and/or portfolios. |
| Project board | A group, usually comprising the sponsor, senior managers and sometimes key stakeholders, whose remit is to set the strategic direction of a project. It gives guidance to the sponsor and project manager. Often referred to as the Steering Group. |
| Project Brief | The output of the Concept phase of a project or programme. |
| Project Management Office (PMO) | An organisational structure that provides support for project, programmes and/or portfolios. |
| Project manager | The individual responsible and accountable for the successful delivery of the project |
| Project organisation | Provides the maximum authority to the project manager. It provides integration of functional capabilities within projects. |
| Project sponsor | The sponsor is accountable for ensuring that the work is governed effectively and delivers the objectives that meet identified needs |
| RAM (Responsibility assignment matrix) | A diagram or chart showing responsibility assignments for elements of work. It is created by combining the WBS with the OBS |
| Responsibility assignment matrix (RAM) | A diagram or chart showing responsibility assignments for elements of work. It is created by combining the WBS with the OBS |
| Sponsor | A critical role as part of the governance board of any project, programme or portfolio. The sponsor is accountable for ensuring that the work is governed effectively and delivers the objectives that meet identified needs. |
| Steering Group | A group, usually comprising the sponsor, senior managers and sometimes key stakeholders, whose remit is to set the strategic direction of a project. It gives guidance to the sponsor and project manager. Often referred to as the Project board. |
| Team | A group of people working in collaboration or by cooperation towards a common goal. |
| WBS (Work breakdown structure) | Defines the total work to be undertaken and provides a structure for all control systems. It allows a project or programme to be divided by level into discrete groups for programming, cost planning and control purposes. |
| Work breakdown structure (WBS) | Defines the total work to be undertaken and provides a structure for all control systems. It allows a project or programme to be divided by level into discrete groups for programming, cost planning and control purposes. |
| Central PMO | The majority of PMO functions sit outside project teams, and provide a service to multiple projects. |
| Embedded PMO | The majority of PMO functions are delivered under the control of the project manager with only organisation-wide elements (e.g. processes) defined at a higher level. |
| Hub and spoke PMO | A hybrid form with a central enterprise or portfolio PMO linked to satellite PMOs within individual projects. Requires clear ‘rules of engagement’ between project managers and the PMO to ensure efficient working. |
| Users | The group of people who are intended to work with deliverables to enable beneficial change to be realised. |
| End users | The group of people who are intended to work with deliverables to enable beneficial change to be realised. |
| Governance board | A body that provides sponsorship to a project, programme or portfolio. The board will represent financial, provider and user interests. Members of a governance board oversee deployment and make decisions through the chosen life cycle. Alternatively called steering committee, steering group, project board, etc. |
| Project team members | The people accountable to the project manager when working on project activities. |
Created by:
Sarah Ironmonger
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