APMP Sections 1-2 Word Scramble
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| 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. |
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lworsley
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