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Wideman Comparative Wideman Comparative Glossary of Common Project Management Terms v5.5 is copyright © R. Max Wideman, 2000-2017.

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Last updated 12-22-17

Master Glossary
Project Plan Development   - to -   Project Risk Characterization
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Term
Definition     Editor's Choice
Cat Source
Project Plan Development
The process of putting the results of other planning processes into a consistent document. [D01485]

JN

 WST
Project Plan Execution
The act of carrying out activities as stated in the project plan. [D01486]

JN

 WST
Project Planning
The identification of the project objectives and the ordered activity necessary to complete the project, including the identification of resource types and quantities required to carry out each activity or task. [D01489]

GJN

 PMK87
Developing the basis for managing the project, including the planning objectives, procedure, organization, routines, finance and chain of activities. [D01487]

JN

 NPMT
The development and maintenance of the project plan. [D01488]

JN

 PMK96
Project Policies
General guidelines/formalized methodologies on how a project will be managed. [D01490]

GJN

 PMK87
Project Portfolio
A set of projects and/or programs, not necessarily related, brought together for the sake of control, coordination and optimization of the portfolio in its totality. Unlike the projects and programs that exist for a limited time, the portfolio may remain in existence indefinitely. [D06500]

VFGJ
HMT

 IPMA p13
The projects included in a particular program. [D03923]

FG

 PNG
The constituent projects within a program, which will deliver the products needed to move the business forward from the current business operations to those described in the blueprint. [D05079]

FG

 KSI
Projects that are relatively independent of one another, but have a common theme, are grouped together. Typically, the theme is not related to the corporate strategy, but rather to the use of common resources and, through coordination, for the improvement of overall project performance. [D05451]

FGJ

 065
A collection of projects for which more senior management has responsibility for orchestrating. [D06093]

FG

 SU
In project portfolio management, a collection of projects or programs and "Other Work" that are grouped together to facilitate effective management of that work to meet strategic business objectives. The projects or programs of the portfolio may not necessarily be interdependent or directly related. [D06094]

FGJ

 PPM
A collection of projects to be managed concurrently; each project may be related to or independent of one another but all fall under a single management umbrella. [D06157]

FGJ
HMT

 PMTWG
All the programs and stand-alone projects being undertaken by an organization, a group of organizations or an organizational unit. [D06158]

FGJ

 MSP-UK
Project Portfolio Management ("PPfM")
A methodical approach to managing a portfolio of corporate programs, projects and initiatives of whatever type designed to ensure that the available resources are all used effectively and efficiently such that the resulting products realize measurable benefits for the organization, all consistent with corporate strategy. PPfM is a distinct discipline, different from project management. [D06159]

FGJ
HMT

 RMW
A decision-making process to choose the right mix of projects to achieve the desired risk/benefit profile; then executing to deliver those benefits. [D05700]

FGJ

 078
A process designed to ensure that individual projects, initiatives, and the required resources are all aligned with corporate strategy, thereby ensuring the most value and least risk for the invested resources. In addition, the process allows the corporate strategy to be communicated throughout the organization, better equipping it to choose and execute those projects and initiatives that support the strategy, while eliminating those that do not. [D05080]

FGJ

 059
The management of a collection of relatively independent projects grouped together to meet some business need such as overall management strategy, shared resources and/or funding, and/or relative risk assessment. [D05699]

FGJ

 MFP3i
A structured process that helps managers select, prioritize, and manage all projects based on their relative importance and contribution to the organization's overall strategic and operational strategies. [D05701]

FGJ

 079
A set of processes supported by people and tools to guide an enterprise in selecting the right projects, and in the right number, to form a portfolio of projects that maximizes the enterprise's strategic goals, efficient use of resources, stakeholder satisfaction, and the bottom line. [D05826]

FGJ

 097
Project Portfolio Management Success
The situation in which the actually measurements of the benefits realized demonstrate that the projects made money for the organization or otherwise improved the organization's products and services. [D06160]

F

 RMW
Project Portfolio Management System ("PPMS")
A system of project portfolio management that ensures the most value for least risk for the invested resources. It allows corporate strategy to be communicated throughout the organization and enables only those projects that support the strategy. It also feeds back benefit realization data to enable continuous improvement of the PPM process. Thus the total PPM system must encompass:
  1. 1. A need and opportunity collection system, with findings reported as a Business Case (justified)
  2. A selection process to limit projects to available resources, and a weeding out of inappropriate projects (no overload)
  3. A prioritization process to get the projects done in the right order (smooth sailing)
  4. A people resource planning process, to ensure the availability of the right skills (competence)
  5. A product creation process (project management)
  6. A feedback mechanism for "continuous improvement" (proof of value)
[D06161]

FGJ
HMT

 RMW
Project Portfolio Plan
A plan within the program definition statement that defines a schedule of work that includes the timing, resourcing and control for the programs' projects.
Editor's Note: This definition presumes that a project portfolio is the equivalent of the subprojects of the program, whereas current interpretation is the management of a collection of projects at a higher level that may or may not encompass a program. [D01491]

FGJ
HMT

 WST
Project Pre-Selection Meetings
Meetings held to supplement and/or verify qualifications, data and specifications. [D01492]

JN

 PMK87
Project Priorities
The order of importance between adding more scope than required, completing the project earlier than the deadlines, or coming in under the budget limits. [D02203]

JN

 PMMJ97
Project Priority Class
A system designed to aid management in selecting from competing projects under conditions of limited resources. [D01493]

JN

 PMGdLns
Project Problem
A situation in which it appears that:
  1. A project objective (i.e. scope, quality, time or cost target) cannot be achieved, or
  2. The probability of achieving a project's objective(s) has decreased significantly.
[D03788]

JN

 SU
Project Procedures
The methods, practices and policies (both written and verbal communications) that will be used during the project life. [D01494]

JN

 PMK87
Project Procedures Manual
A collected set of the management and administrative procedures needed for the project. [D04492]

JN

 APM
Project Processes
Those processes that collectively form project management's tools and techniques and the use of which enable project success. [D03198]

JN

 RMW
Project Procurement Management
A subset of project management that includes procurement planning, solicitation and solicitation planning, source selection, contract administration and contract closeout in an effort to obtain goods and services from outside organizations. [D01495]

JN

 WST
Project Procurement Strategy
The relationship of specific procurement actions to the operating environment of the project. [D01496]

JN

 PMK87
Project Products List ("PPL")
A summary of all deliverable and non-deliverable versions and quantities of all hardware, software, support equipment, tooling, support services, and documentation. The PPL is the baseline for Work Breakdown Structure development and for planning, budgeting, and scheduling. [D04199]

JN
CHM

 CSM
Project Products List Fact Sheets
A narrative description of each entry of the project products list. The narrative should be written by the most knowledgeable expert and should include sufficient information to facilitate planning, estimating, and scheduling. [D04200]

JN
CHM

 CSM
Project Progress Report
Formal statement that compares the project progress, achievements and expectations with the project plan. [D04493]

JN
CHMT

 APM
BS
Project Quality
The fulfillment of the requirements agreed for the project. Optimum project quality is achieved when all the people, the project teams and resource providers involved in the project management, are competent to carry out their work and take individual responsibility. [D06501]

JN
CHMT

 IPMA p2-3
Project Quality Management
A subset of project management that includes quality planning, quality assurance and quality control in an effort to satisfy the standards and purpose of the project. [D01497]

JN
CHMT

 WST
Project Quality Plan
A plan defining the key quality criteria, quality control and audit processes to be applied to project management and specialist work in a PRINCE2 project. It will be part of the text in the project initiation document. [D05452]

JN
CHMT

 PRNC2 2002
Project Records
A collection of all approved management, specialist and quality products and other material, which is necessary to provide an auditable record of the project.
Editor's Note: This should not include working files. [D05453]

JN
CHMT

 PRNC2 2002
Project Records Management
The system and procedures established by the Company for the consistent and effective storage and retrieval of all project information for the efficient use by the project manager and his/her project Team. [D01498]

JN
CHMT

 PMGdLns
Project Recovery
A process of identifying, executing, monitoring, and controlling specific actions or alternatives to reduce or eliminate the significant variances relative to project time, cost, and technical performance.
Editor's Note: If the significant variances are severe, most likely the actions required are complete re-planning, even a new mandate for a modified product scope. [D06162]

N

 PMTWG
Project Reporting
A planning activity involved with the development and issuance of (internal) TIME management analysis reports and (external) progress reports. [D01499]

N

 PMK87
Project Requirements
An expression of customer needs driven by opportunities and threats. [D06502]

JN
T

 IPMA p44
Project Resource Plan
A top-level management resource plan produced at the beginning of the project. It covers all products within the project boundary. [D03925]

JN

 PNG
Project Responsibility
A table to help define tasks. [D01500]

N

 CPMUSC p176-8
Project Review
An evaluation of current project results or procedures. [D01501]

N

 NPMT
Project Review Calendar
Calendar of project review dates, meetings and issues of reports set against project week numbers or dates. [D04494]

N

 APM
BS
Project Risk
See Risk, Project. [D06163]

GJN
CHMT

  
Project Risk Analysis
Analysis of the consequences and probabilities that certain undesirable events will occur and their impact on attaining the contract/procurement objectives. [D01503]

N

 PMK87
Project Risk Characterization
Identifying the potential external or internal risks associated with procurement actions using estimates of probability of occurrence. [D01504]

N
CHM

 PMK87
Definitions for page P18: 50

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