APMP Sections 1-2
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| 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.
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| Safety plan | The standards and methods that minimise to an acceptable level the likelihood of accident or damage to people or equipment.
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| Business-as-usual | An organisation's normal day-to-day operations.
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| PRINCE2 | A project management method created for government projects. It is an acronym standing for Projects in Controlled Environments.
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| Project | A unique, transient endeavour undertaken to achieve planned objectives.
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| Project management | The application of processes, methods, knowledge, skills and experience to achieve the project objectives.
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| Setting | The relationship of the project, programme or portfolio with its host organisation.
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| Blueprint | A document defining and describing what a programme is designed to achieve in terms of the business and operational vision.
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| Programme | A group of related projects and change management activities that together achieve beneficial change for an organisation.
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| Programme management | The coordinated management of projects and change management activities to achieve beneficial change.
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| Tranche | A sub-division of the delivery phase of a programme created to facilitate approval gates at suitable points in the life cycle.
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| Balance | A phase in the portfolio life cycle optimise the portfolio mix.
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| Categorise | A phase in the portfolio life cycle where the component projects and programmes may be grouped according to shared characteristics.
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| Portfolio | A grouping of an organisation's projects, programmes and related business-as-usual activities taking into account resource constraints.
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| Portfolio management | The selection, prioritisation and control of an organisation’s projects and programmes in line with its strategic objectives and capacity to deliver.
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| Prioritise | The phase of a portfolio life cycle where priorities are set.
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| Context | A collective term for the governance and setting of a project, programme or portfolio.
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| Environment | The circumstances and conditions within which the project, programme or portfolio must operate.
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| Setting | The relationship of the project, programme or portfolio with its host organisation.
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| Agile | A family of development methodologies where requirements and solutions are developed iteratively throughout the life cycle.
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| Closure | The end point of a project or programme, either because it has been completed or terminated early.
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| Concept | The first phase in the project or programme life cycle.
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| Define | The phase of a portfolio life cycle where the projects and programmes are identified and evaluated.
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| Definition | The second phase of a project or programme life cycle.
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| Extended life cycle | A life cycle model that includes the operation of outputs and realisation of benefits.
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| Handover | The point in the life cycle where deliverables are handed over to the sponsor and users.
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| Life cycle | The inter-related phases of a project, programme or portfolio and provides a structure for governing the progression of work.
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| Phase | The major subdivision of a life cycle.
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| Rolling wave planning | The process whereby short term work is planned in detail and longer term work is planned in outline only.
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| Sprint | A regular repeatable work cycle in agile development. Also known as an ‘iteration’.
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| Stage | A sub-division of the development phase of a project created to facilitate approval gates at suitable points in the life cycle.
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| Termination | The decommissioning and disposal of a deliverable at the end of its useful life.
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| Waterfall model | A type of life cycle where phases are sequential.
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| Knowledge management | The systematic management of information and learning.
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| Lessons learned | Documented experiences that can be used to improve the future management of projects, programmes and portfolios.
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| Reviews | Critical evaluations of a deliverable, business case or P3 management process.
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| Enterprise project management office | An organisation that is responsible for the governance infrastructure of P3 management.
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| Infrastructure | Provides support for projects, programmes and portfolios -focal point for the development and maintenance of P3 management within an organisation.
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| Sponsorship | This role is accountable for ensuring that the work is governed effectively and delivers the objectives that meet identified needs.
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| Board | A body that provides sponsorship to a project, programme or portfolio.
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| Host organisation | The organisation that provides the strategic direction of the project, programme or portfolio and will be the primary recipient of the benefits.
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| Organisation | The management structure applicable to the project, programme or portfolio and the organisational environment in which it operates.
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| Responsibility assignment matrix (RAM) | A diagram or chart showing assigned responsibilities for elements of work.
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| Balanced matrix | An organisational structure where functions and projects have the same priority.
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| Organisational breakdown structure (OBS) | A hierarchical way in which the organisation may be divided into management levels and groups, for planning and control purposes.
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| Functional organisation | In this organisational structure maximum authority is provided to the functional / line managers.
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| Project organisation | In this organisational structure maximum authority is provided to the project manager.
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| Governance | The set of policies, regulations, functions, processes, procedures and responsibilities that define the establishment, management and control of P3.
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| P3 management | The collective term for project, programme and portfolio management.
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| P3 management team | A collective term for those involved in the sponsorship and day-to-day management of a project, programme or portfolio.
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| Unified decision making | From GoPM principles. There should be a single point of decision making for the project.
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| Sarbanes Oxley Act | A United States federal law that set new or enhanced standards for all U.S. public company boards.
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| UK Corporate Governance code | A set of principles of good corporate governance aimed at companies listed on the London Stock Exchange.
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