The terms “project management” and “programme management” are familiar ones in most businesses and industries.
Yet these terms, and other specialist words in the field, can mean different things to different people. Often, this is because people pick these buzzwords up and start using them, without ever really understanding the ideas behind them. This can lead to a great deal of confusion!
This page is designed to help you navigate your way through the project and programme management “speak”. It provides a quick reference glossary of words commonly used in the field of project and programme management, with typical definitions.
Note: If your organization uses a specific project management methodology, always refer to your methodology-specific glossary.
This page covers the following terms:
People and Organization
- Programme Manager
- Project Manager
- Project Analyst
- Project/Programme Office (PMO)
- Project Sponsor
- Business Case
- Change Control
- Post Implementation Review (PIR)
- Project Brief
- Project Charter (or Project Brief)
- Project Initiation Document (PID)
- Project Mandate
- Work Breakdown Structure (WBS)
Monitoring and Reporting
- RAID Log – (Risks/Assumptions/Issues/Dependencies)
- RAG Status – (Red/Amber/Green)
- Project Dashboard (or Highlight Report)
- Critical Path
- Gantt Chart
- PERT Chart
- Fixed Price
- Time and Materials Pricing
- Agile Project Management
Terms are defined below:
Agile Project Management uses short development phases and integrated testing phases (commonly known as “sprints”), rather than the single development phase associated with traditional “waterfall” project management approaches. It’s most suitable for projects that are fast-moving or subject to frequent change, such as IT projects and business start-ups.
The initial approved project plan (including scope, budget and schedule). The progress of the project is monitored against the baseline, and any changes to the plan are expressed relative to the baseline.
The business case sets out the benefits the project is designed to deliver, how it will achieve them, what it will cost and how long it will take. It is usually produced in two stages: the Initial (or outline) Business Case is used to get approval in principle for the project. Once this is secured, the project manager’s first responsibility will be to develop the full business case (though in the real world this is usually done by the project sponsor with support from the project manager), including detailed costings and schedules. Usually, this will also have to be approved by a senior management group before the project can go ahead.
If a change needs to be made to some aspect of the baselined project plan, a Change Control document needs to be filled in, and approved. This will record the justification for the change, who approved it, and the impact the change has on cost and schedule. Approved changes are gathered together in a Change Log.
When the overall project schedule needs to be reduced, and it’s acceptable to incur extra cost to do this, the project’s critical path is “crashed” or shortened by allotting extra resources to key activities on it.
During a project, many activities take place at the same time. However, some activities have to be done in sequence. The critical path of a project is the sequence of tasks which defines the minimum possible duration of the project. Delays in any of the activities on the critical path will delay completion of the project.
If a problem occurs in a project that the person responsible can’t resolve, it is escalated up the project or programme management hierarchy until it reaches someone who can authorise a solution.
A form of contract pricing where a price is agreed in advance with the contractor for the delivery of specified works. Project managers like this form of pricing because it allows them to be in control of their project costs. Contractors dislike it because they risk making a loss if unforeseen circumstances mean that they have to do more work than they had expected; or if they had under-estimated the amount of work that would be needed to deliver in the first place. As a result, the prices quoted for fixed price contracts may be inflated to cover this risk.
A Gantt Chart is a planning tool that helps project managers organise and schedule the tasks that need to be completed in a project. It can also help managers communicate this schedule.
Many large projects are divided into stages such as discovery, analysis, development, testing, and release. There is a gate before each stage, and the project manager will decide when the project is ready to go through that gate, so that the next stage can be started.
Milestones are major points of achievement, or significant events in a larger project.
Managing Successful Programmes (MSP®) represents proven good practice in the successful delivery of transformational change through the application of programme management.
PERT charts are visually like Critical Path Analysis charts, but they attempt to estimate the time that each activity will take more accurately by using a formula to calculate the most likely activity duration based on the shortest and longest possible times as well as the expected time.
Time estimation is a key issue in time management, and there’s a tendency for people to under-estimate the time needed to complete an activity. Use of PERT helps people to make better time estimates.
The Project Management Body of Knowledge (PMBOK®) is an internationally-recognised standard for project management practice and information. It is published by the Project Management Institute, based in the US.
Post Implementation Review (PIR)
A PIR is a review done a few months after a project goes live to assess whether or not it has delivered the business benefits its outputs were designed to deliver.
Standing for PRojects IN Controlled Environments, PRINCE 2® is probably the most widely-used project management methodology. Originally developed for use with IT projects in the public sector in the UK, but is now used world-wide across a wide range of private sector industries as well.
Temporary and flexible organization created to coordinate, direct and oversee the implementation of a set of related projects and activities in order to deliver outcomes and benefits related to the organization’s strategic objectives. A programme is likely to have a life that spans several years (ie London Olympics).
The person in charge of a programme. Responsible for the set-up, management and delivery of a programme; typically allocated to a single individual.
Temporary organization that is created for the purpose of delivering one or more business products according to an agreed business case.
Someone who supports the Project Manager of a larger project by carrying out research, drafting documents, and tracking budgets and schedules.
Project Charter (or Project Brief)
Project charters are drawn up early on in a project’s lifecycle, and set out: the overall purpose and scope of the project; and the names of the sponsor, main stakeholders, and proposed project manager. They are often necessary during the first stages of gaining approval for the project.
A project dashboard is a highly-visual report showing the progress of a project (or projects within a programme). They are most useful when issued regularly – typically on a weekly basis, and are particularly useful to key stakeholders, sponsors and programme managers.
Project Initiation Document (PID)
Drawn up early on in a project’s lifecycle, the PID is a guide to a project, clearly laying out the justification for a project, what its objectives will be, and how the project will be organised. This helps ensure that everyone knows what’s going on right from the outset. It is more detailed than a Project Charter/Brief, and will contain the detailed project business case as well as an initial project plan. It is produced after the project has been approved.
The person responsible for ensuring that a project is delivered to specification, on time, and on budget. Project managers have to co-ordinate the activities of a great many specialists.
The document that usually triggers a project. It is produced by senior manager; it usually refers to what the project needs to achieve and how it fits into the overall strategy. It usually identifies any key constraints and scope boundaries. It may also include an outline of the business case, or alternatively, the development of this initial business case may be the first task required, before the project is fully approved for implementation.
Programme Office/Project Office (PMO)
In larger projects and programmes, there is often a PMO, staffed by a PMO Lead, and possibly an analyst/administrator and even an accountant as well. PMOs frequently own project/programme governance (setting policy, auditing performance, facilitating the prioritisation and formalising project/programmes) and in some organizations the project managers and/or programme managers report to the PMO. The PMO also offers other centralised administrative tasks to support the project and programme staff.
The “champion” of a project, an ultimately accountable for its success, who wants the projects intended benefits delivered to improve the part of the organization for which he or she is responsible.
RAG stands for Red-Amber-Green and describes the status of a project or a part of a project on a Project Dashboard.
A RAID Log records Risks, Assumptions, Issues and Dependencies that are associated with a project. For each type, it will usually show who identified the risk, assumption, issue or dependency; who is responsible for managing it; and the action that is being proposed or taken.
Of the four parts of the log, the Risk Log is generally the most used. A risk is a potential issue: conversely, an issue is a risk that has actually happened.
See RAID Log.
The extent of what the project is designed to do. This covers functionality, systems, interfaces, processes, departments and external stakeholders (such as suppliers and customers). As well as stating what is included in a project and its boundaries, it is sometimes helpful to specify certain things that are out of scope for the project as well. Projects which suffer from “scope creep” are highly likely to exceed their original schedule and budget.
This is the amount of time a project, or an activity within a project is behind schedule.
Stakeholders are the groups or individuals who have an interest in the outcome of the project, although the interest that each group has is usually specific to them. Typical stakeholders can include shareholders, customers, suppliers, partners, and members of the project team. Stakeholder Management can be a very important part of a project manager’s and project sponsor’s job.
Time and Materials Pricing
A form of pricing where the work done is charged according to the amount of time spent on it and the cost of the materials used.
Work Breakdown Structure (WBS)
A Work Breakdown Structure splits large project tasks into more manageable pieces of work, or actions.