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PRINCE2 > Definitions > Flashcards

Definitions Flashcards

1
Q

Acceptance

A

The formal act of acknowledging that the project has met agreed acceptance criteria and thereby met the requirements of its stakeholders

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2
Q

Acceptance criteria

A

A prioritised list of criteria that the project product must meet before the user will accept it. For example, measurable definitions of the attributes required for the set of products to be acceptable to key stakeholders

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3
Q

Accountable

A

The single person who ‘owns’ a task. Unlike responsibility, accountability cannot be delegated

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4
Q

Activity

A

Each Prince2 process comprises a set of activities, which may be performed in sequence or in parallel during the project. Prince2 activities comprise a set of recommended actions designed to achieve a particular result

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5
Q

Agile and agile methods

A

A broad term for a collection of behaviours, frameworks, concepts and techniques that go together to enable teams and individuals to work in an agile way that is typified by collaboration, prioritization, iterative and incremental delivery, and timeboxing. Scrum and Kanban.

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6
Q

Approval

A

The formal confirmation that a product is complete and meets its requirements (less any concessions) as defined by its product description

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7
Q

Approver (in quality context)

A

The person or group (for example, a project board) who is identified as qualified and authorised to approve a (management or specialist) product as being complete and fit for purpose

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8
Q

Assumption

A

A statement that is taken as being true for the purposes of planning but which could change later

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9
Q

Authority

A

The right to allocate people and resources and make decisions (applies to project, stage and team levels)

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10
Q

Authorisation

A

The point at which authority is granted

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11
Q

Baseline management product

A

A type of management product that defines aspects of the project and, when approved, is subject to change control

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12
Q

Benefit

A

The measurable improvement resulting from an outcome that is perceived as an advantage by the investing organisation and contributes towards one or more business objectives

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13
Q

Benefits tolerance

A

The permissible deviation in the benefit performance targets that is allowed before the deviation needs to be escalated to the next level of management. Documented in the business case

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14
Q

Business

A

The organisation that provides the project mandate and the structure within which the project is governed.

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15
Q

Business case

A

The purpose of the business case is to document the business justification for undertaking a project, based on the estimated costs against the expected benefits to be gained and offset by any associated risks. It should outline how and when the expected benefits can be measured

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16
Q

Business layer

A

The layer of governance outside the project team that sets the overall objectives and tolerance levels for the project and holds the project board accountable for meeting them

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17
Q

Business objective

A

The measurable outcomes that demonstrate progress in relation to the organisations strategy and to which the project should contribute

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18
Q

Business opportunity

A

An issue that represents previously unanticipated positive consequences for the project or user organisation

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19
Q

Capability

A

The completed set of project outputs required to deliver an outcome

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20
Q

Change

A

A change is defined as a modification to any of the approved management products that constitute the project baseline

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21
Q

Change authority

A

A person or group to which the project board may delegate responsibility for the consideration of requests for change or off-specifications. The change authority may be given a change budget and can approve changes within that budget

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22
Q

Change budget

A

The money or authorised constraints set aside in a plan to cover changes. It is allocated by those with delegated authority to deliver authorised changes.

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23
Q

Change control

A

The process by which changes that may affect the project baseline are identified, assessed, and then approved, rejected or deferred

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24
Q

Change management

A

The means by which an organisation transitions from the current state to the target state

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25
Q

Checkpoint

A

A team-level, time-driven review of progress

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26
Q

Checkpoint report

A

A report to the project manager by a team manager of the status of the work package at a frequency defined in the work package description

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27
Q

Closure recommendation

A

A recommendation prepared by the project manager for the project board to send as a project closure notification to the business when the board is satisfied that the project can be closed

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28
Q

Co-creation

A

A specific form of collaboration involving users and key influencers in the design or products and agreed ways of working to ensure they are adopted by the project and organisational ecosystems

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29
Q

Collaboration

A

People from across the project ecosystem working together to achieve the project’s objectives

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30
Q

Communication management approach

A

This explains how team members will actively engage with and support each other and how relationships will be developed between different groups within the wider project ecosystem

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31
Q

Concern

A

An issue whose timeliness and impact need to be assessed

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32
Q

Concession

A

An off-specification that is accepted by the project board without corrective action

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33
Q

Constraints

A

The restrictions or limitations by which the project is bound

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34
Q

Corrective action

A

A set of actions to resolve a threat to a plans tolerances or a defect in a product

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35
Q

Cost tolerance

A

The permissible deviation in a plan’s cost that is allowed before it needs to be escalated to the next level of management

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36
Q

Culture

A

The set of shared attitudes, values, goals, and ways of working that characterise a group of people

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37
Q

Customer

A

The person or group from the business who commissioned the work and will benefit from the end results. The term ‘customer’ is only used where there is a commercial relationship between the business and the supplier

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38
Q

Daily log

A

A log used to record problems/concerns that can be handled by the project manager informally

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39
Q

Dashboard

A

A way of representing vast amounts of decision-support data that gives a current summary, usually in graphic, easy-to-read form, of key information relating to progress and performance

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40
Q

Data analytics

A

The means of using and analysing data to support effective decision making or to bring efficiency through the automation of tasks

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41
Q

Delivery method

A

The may in which the work of the project is to be delivered. The project may rely on one or more delivery methods to create the required products. Typical delivery methods include iterative-incremental, linear-sequential, or hybrid

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42
Q

Delivery model

A

The organisational and commercial arrangements to be deployed to meet the project objectives given the project constraints and capabilities of the user, business, and supplier organisations. It is described in the commercial management approach and reflected in the project management team structure

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43
Q

Dependency

A

A dependency means that one products is dependent on another. There are at least two types of dependency relevant to a project: internal and external

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44
Q

DevOps

A

An organisational culture that aims to improve the flow of value to customers. DevOps focuses on culture, automation, Lean, measurement and sharing (CALMS)

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45
Q

Dis-benefit

A

The measurable decline resulting from an outcome perceived as negative by the investing organisation and which detracts from one or more business objectives

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46
Q

Early warning indicators

A

Describe indicators to be used to track critical aspects of the project so that if certain predefined levels are reached, corrective action will be triggered. They will be selected for their relevance to the project objectives

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47
Q

End project report

A

A report given by the project manager to the project board, confirming the handover of all products. It includes a review of the performance of the project, any subsequent recommendations, and request approval to close the project.

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48
Q

End stage report

A

A report given by the project manager to the project board at the end of each stage. This provides information about the project’s performance during the stage and the project status at the end stage

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49
Q

Event-driven control

A

A control that takes place when a specific event occurs. This could be, for example, the end of a stage, the completion of the project initiation documentation, or the creation of an exception report. It could also include organisational events that may affect the project, such as the setting of annual budgets

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50
Q

Exception

A

A situation where it can be forecast that there will be a deviation beyond the tolerance levels agreed between the project manager and the project board (or between the project board and business layer)

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51
Q

Exception plan

A

A plan that follows an exception report and explains how the project will respond to the exception within the stage

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52
Q

Exception report

A

A report from the project manager to the project board to explain where tolerances have or are forecast to be breached for the stage or project and to request direction from the project board

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53
Q

External dependency

A

An external dependency is one between a project product and a product or activity outside the scope of the project. In these circumstances, the project team does not have complete control over the dependency

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54
Q

External products

A

Are products developed or provided outside of the project’s control but which the project is dependent on, for example, the publication of a new standard

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55
Q

Follow-on action recommendations

A

Actions to be taken by the business following the phased handover of any products during the stage

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56
Q

Forecast

A

A prediction made by studying historical data and past patterns

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57
Q

Governing

A

The ongoing activity of maintaining a sound system of internal control by which the directors and officers of an organisation ensure that effective management systems, including financial monitoring and control systems, have been established to protect assets, earning capacity, and the reputation of the organisation

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58
Q

Handover

A

The transfer of ownership of a set of products to the respective user(s). The set of products is known as a release

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59
Q

Highlight report

A

A time-driven report from the project manager to the project board on stage progress

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60
Q

Initiation stage

A

The period from when the project board authorises initiation to when it authorises the project (or decides not to proceed with it). The detailed planning and establishment of the project management infrastructure is covered by the ‘initiating a project’ process

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61
Q

Internal dependency

A

An internal dependency is one between two products of a project. In these circumstances, the project team has control over the dependency.

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62
Q

Issue

A

An event relevant to the project that requires project management consideration

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63
Q

Issue register

A

A register used to capture and maintain information on all of the issues that are being managed formally. The issue register should be monitored by the project manager on a regular basis.

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64
Q

Issue report

A

A report containing the description, impact assessment, and recommendations for a response to an issue. It is created only for those issues that need to be handled formally

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65
Q

Leadership

A

Motivating people to achieve a project’s objectives.

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66
Q

Lesson

A

A lesson is information to facilitate the future of the project or other projects and actively promote learning from experience. The experience may be positive or negative

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67
Q

Lessons log

A

An informal repository for lessons that apply to this project or future projects

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68
Q

Log

A

An informal repository managed by the project manager that does not require any agreement by the project board on its format and composition. Prince2 has two logs: the daily log and the lessons log

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69
Q

Management

A

Instructing the execution of tasks in line with agreed ways of working. Co-creating ways of working with project team members (and stakeholders) significantly improves people’s willingness to be managed in line with them

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70
Q

Management approaches

A

The procedures, techniques, and standards to be applied and the responsibilities for: benefit management, change management, commercial management, communication management, data management, issue management, quality management, risk management, and sustainability management

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71
Q

Management product

A

A product that will be required as part of managing the project and establishing and maintaining quality (for example, highlight report and end stage report). The management products are constant, whatever the type of project, and can be used as described, or with any relevant modifications, for all projects. There are three types of management product: baselines, records and reports.

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72
Q

Milestone

A

A significant event in a plan’s schedule, such as completion of key work packages, a development step, or a stage.

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73
Q

Minimum viable product

A

Used in agile development methods to describe a product with just enough features to satisfy early customers, who can then provide feedback for future product development

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74
Q

Off-specification

A

A product that will not meet its quality specification

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75
Q

Operational and maintenance acceptance

A

A specific type of acceptance by the person or group that will support the product after it has been delivered to the operational environment

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76
Q

Organisational ecosystem

A

The internal elements of an organisation (including staff, board, owners, and other stakeholders) together with the organisations external relationships such as customers, partners, suppliers, regulators, and competitors

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77
Q

Outcome

A

The result of change, normally affecting real-world behaviour and circumstances. Changes are implemented to achieve outcomes, which are achieved as a result of the activities undertaken to facilitate the change

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78
Q

Outline business case

A

Reasons why the project is needed and the business option that is selected

78
Q

Output

A

The tangible or intangible deliverable of an activity

79
Q

Performance target

A

The project’s performance target sets the expected success level against which the management of the project will be judged. Prince2 includes performance targets for benefits, cost, time, quality, scope, sustainability, and risk.

80
Q

Plan

A

A proposal that outlines the what, where, when, how, and who of the project as a whole. In Prince2, there are the following types of plan: project plan, stage plan, team plan, and exception plan

81
Q

Planning horizon

A

The period of time for which it is possible to plan accurately

82
Q

Portfolio

A

The totality of an organisation’s investment (or segment thereof) in the changes required to achieve its strategic objectives

83
Q

Practice

A

An aspect of project management that must be applied consistently and throughout the project lifecycle. The practices require specific treatment of that aspect of project management for the Prince2 processes to be effective

84
Q

Premature closure

A

The Prince2 activity to close a project before its planned closure. The project manager must ensure that work in progress is not simply abandoned but that the project salvages any value created to date. They must check that any gaps left by the cancellation of the project are raised to the business

85
Q

Prerequisites (plan)

A

Any fundamental aspects that must be in place, and remain in place, for a plan to succeed

86
Q

Prince2 principles

A

The guiding obligations that determine whether the project is genuinely being managed using Prince2 and ensure effective application and tailoring of Prince2 to any project

87
Q

Prince2 project

A

A project that applies the Prince2 principles

88
Q

Probability

A

This is the evaluated likelihood of a particular threat or opportunity actually happening, including a consideration of the frequency with which this may arise.

89
Q

Problem

A

An issue with an immediate and negative impact

90
Q

Procedure

A

A series of actions for a particular aspect of project management established specifically for the project (for example, a risk management procedure)

91
Q

Process

A

A structured set of activities that define the sequence of actions and their inputs and outputs to achieve a specific objective.

92
Q

Producer (in a quality context)

A

The person or group responsible for developing a product

93
Q

Product

A

An input or output, whether tangible or intangible, that can be described in advance, created, and tested. Prince2 includes four types of products: management products, specialist products, the project product, and external products.

94
Q

Product backlog

A

Used in agile development methods to provide a list of new features for a product. The list may be made up of user stories that are structured in a way that describes who wants the feature and why

95
Q

Product breakdown structure

A

A hierarchy of all the products to be produced during a plan

96
Q

Product description

A

A description of a products’ purpose, format, composition, derivation, quality specifications, and development responsibilities

97
Q

Product flow diagram

A

A diagram showing the sequence of production and interdependencies of the products listed in a product breakdown structure

98
Q

Product register

A

A component of the project log that identifies the products to be delivered by the project and records their acceptance

99
Q

Product-based planning

A

The Prince2 technique leads to a plan based on the creation and delivery of the required products

100
Q

Programme

A

A temporary structure designed to lead multiple interrelated projects and other work in order to progressively achieve outcomes of benefit for one or more organisations

101
Q

Progress

A

The measure of the achievement of the objectives of a plan

102
Q

Project

A

A temporary organisation that is created for the purpose of delivering one or more business products according to an agreed business case

103
Q

Project approach

A

Defines the choice of solution and delivery method that will be used in the project to deliver the business option selected from the business case, considering the operational environment into which the solution must fit

104
Q

Project assurance

A

The project board’s responsibilities to assure itself that the project is being conducted correctly. The project board members each have a specific area of focus for project assurance, namely business assurance for the executive, user assurance for the senior user(s), and supplier assurance for the senior supplier(s)

105
Q

Project baseline

A

The current version of the management products and specialist products that are subject to change control

106
Q

Project board

A

Accountable to the business for the success of the project and has the authority to direct the project within the remit set by the business

107
Q

Project brief

A

A statement that describes the purpose, cost, time and performance requirements, and constraints for a project. It is created before the project begins, during the ‘starting up a project’ process, and is used during the ‘initiating a project’ process to create the project initiation documentation. It is superseded by the project initiation documentation and not maintained.

108
Q

Project closure notification

A

Advice from the project board to inform all stakeholders and the host sites that the project resources can be disbanded and support services such as space, equipment, and access can be demobilised. It should indicate a closure date for costs to be charged to the project

109
Q

Project definition

A

Explains what the project needs to achieve and should include: background context, project objectives and desired outcomes, project scope (inclusions and exclusions), constraints and assumptions, the user(s) and any other interested parties, and interfaces

110
Q

Project ecosystem

A

Those elements of the business involved in or directly impacted by the project and the associated users and suppliers

111
Q

Project executive

A

The individual with overall responsibility for ensuring that a project meets its objectives and delivers the projected benefits

112
Q

Project initiation documentation

A

A logical set of documents that brings together the key information needed to start the project on a sound basis and that conveys the information to all concerned with the project

113
Q

Project initiation notification

A

Advice from the project board to inform all stakeholders and the host sites that the project is being initiated and to request any necessary logistical support sufficient for the initiation stage

114
Q

Project lifecycle

A

The period from initiation of a project to the acceptance of the project product

115
Q

Project management

A

The application of methods, tools, techniques, and competencies to a project

116
Q

Project management team

A

The entire management structure of the project board, and the project manager, plus any team manager, project assurance, and project support roles

117
Q

Project management team structure

A

An organisation chart showing the people assigned to the project management team roles to be used, their delegation, and reporting relationships

118
Q

Project manager

A

The person given the authority and responsibility to manage the project on a day to day basis to deliver the required products within the constraints agreed with the project board

119
Q

Project mandate

A

An external product generated by the authority commissioning the project that forms the trigger for starting up a project

120
Q

Project office

A

A temporary office created to support the delivery of a specific change initiative being delivered as a project. If used, the project office undertakes the responsibility of the project support role

121
Q

Project plan

A

A high-level plan showing the major products of the project and when, how, and at what cost they will be delivered

122
Q

Project product

A

What the project must deliver in order to gain acceptance

123
Q

Project product description

A

A description of the project’s major products or outcomes, including the user’s quality expectations, together with the acceptance criteria and acceptance methods for the project

124
Q

Project support

A

An administrative role in the project management team. Project support can be in the form of advice and help with project management tools, guidance, administrative services such as filing and the collection of actual data

125
Q

Project team

A

Prince2 uses the term project team to cover all people required to allocate their time to the project

126
Q

Quality

A

The degree to which a set of inherent characteristics of a product, service, process, person, organisation, system, or resource fulfils its requirements

127
Q

Quality assurance

A

A planned and systematic activity that provides confidence that products will meet their defined quality specifications when tested under quality control. Quality assurance activities are normally performed by the business ensuring they are independent of the project team

128
Q

Quality control

A

The procedures to monitor the specific products of a project and their development or delivery activities to determine whether they comply with relevant standards and of identifying ways to minimise causes of unsatisfactory performance

129
Q

Quality management approach

A

The description of the quality techniques and standards to be applied and the roles and responsibilities for achieving the required quality specification and acceptance criteria during a project

130
Q

Quality planning

A

The capturing of quality specifications for the project products and generating the associated product descriptions and quality management approach

131
Q

Quality register

A

A component of the project log that identifies all the quality control activities that are planned or have occurred and provides information for end stage reports and the end project report

132
Q

Quality review

A

Quality reviews assess whether a product is complete, adheres to standards, and meets its quality specifications. They may need to be conducted at multiple points in the development of a complex product

133
Q

Quality specification

A

A description of the quality measures that will be applied by those performing quality control and the levels that a finished product must meet

134
Q

Quality tolerance

A

The permissible deviation in a product’s quality that is allowed before the deviation needs to be escalated to the next level of management

135
Q

Records

A

Records are dynamic management products that maintain information regarding project progress. These are collectively referred to as the project log and include the daily log, issue register, lessons log, product register, quality register, and risk register

136
Q

Reports

A

Management products providing a snapshot of the status of certain aspects of the project

137
Q

Request for change

A

A proposal for a change to the baseline

138
Q

Requirement

A

A need or expectation that is documented in an approved management product

139
Q

Residual risk

A

The risk remaining after the risk response has been applied

140
Q

Resource

A

The goods, services, equipment, materials, facilities, and funding required to complete a plan

141
Q

Responsible

A

The person (or people) who has the authority and is expected to perform a task. Responsibility can be delegated

142
Q

Reviewer (in quality context)

A

A person or group independent of the producer who assesses whether a product meets its requirements as defined in its product description

143
Q

Risk

A

A uncertain event or set of events that, should it occur, will have an effect on the achievement of objectives. A risk is measured by a combination of the probability of a perceived threat or opportunity occurring and the magnitude of its impact on objectives

144
Q

Risk action owner

A

The person who is the nominated owner of agreed actions to respond to a risk. This role is also known as the risk actionee

145
Q

Risk appetite

A

The amount and type of risk that the business is willing to take in pursuit of its objectives

146
Q

Risk budget

A

A sum of money to fund specific management responses to the project’s threats and opportunities (for example, to cover the costs of any contingent plans should a risk materialise)

147
Q

Risk evaluation

A

The process of understanding the net effect of the identified threats and opportunities on an activity when aggregated together

148
Q

Risk exposure

A

The degree to which a particular objective is ‘at risk’. Risk exposure is a neutral concept, as exposure can be negative or positive

149
Q

Risk impact

A

The estimated effect on objectives should a risk occur

150
Q

Risk management

A

The systematic application of principles, approaches, and processes to the tasks of identifying and assessing risks, planning and implementing risk responses, and communicating risk management activities with stakeholders

151
Q

Risk management approach

A

An approach describing the goals of applying risk management, as well as the procedure that will be adopted, roles and responsibilities, risk tolerances, the timing of risk management interventions, the tools and techniques that will be used, and the reporting requirements

152
Q

Risk owner

A

The person who is assigned to take responsibility for responding to a risk to the satisfaction of the relevant governance board

153
Q

Risk probability

A

The estimated chance that a risk will occur. Probability is often estimated by considering likelihood or frequency

154
Q

Risk profile

A

A description of the types of risk that are faced by an organisation and its exposure to those risks

155
Q

Risk proximity

A

How near in time a risk might occur

156
Q

Risk register

A

A record of identified risks relating to an initiative, including their status and history

157
Q

Risk response

A

Actions that may be taken to bring a situation to a level where exposure to risk is acceptable to the organisation. These responses fall into a number of risk response categories

158
Q

Risk tolerance

A

A measurable threshold to represent the tolerable range of outcomes for each objective ‘at risk’, using the same units as for measuring performance for that objective

159
Q

Risk velocity

A

How quickly a risk would have an impact on objectives should it occur

160
Q

Role

A

The function assigned to a group or individual in a particular project. It is not the same as the position or job of a person outside of that project

161
Q

Role descriptions

A

Describe the roles of those in the project management team and their specific responsibilities

162
Q

Schedule

A

A graphical representation of a plan (such as a Gantt chart) typically describing a sequence of tasks together with resource allocations, which collectively deliver the plan

163
Q

Scope

A

The sum of the product, delivery, and management activities represented by an approved plan and its product descriptions and work package descriptions

164
Q

Scope tolerance

A

The permissible deviation in a plan’s scope that is allowed before it needs to be escalated to the next level of management

165
Q

Senior supplier

A

The project board role that provides knowledge and experience of the main discipline(s) involved in the production of the project’s deliverable(s). The senior supplier represents the supplier’s interests within the project and provides supplier resources

166
Q

Senior user

A

The project board role accountable for ensuring that user needs are specified correctly and that the solution meets those needs

167
Q

Specialist product

A

A product whose development is the subject of the plan. The specialist products are specific to an individual project

168
Q

Sponsor

A

The main driving force behind a programme or project

169
Q

Sprint

A

A fixed timeframe for creating selected features from the backlog

170
Q

Stage

A

The section of a project that the project manager is managing on behalf of the project board at any one time

171
Q

Stage plan

A

A detailed plan used as the basis for project management control throughout a stage

172
Q

Stakeholder

A

Any individual, group, or organisation that can affect or be affected by the project

173
Q

Supplier

A

The organisation that provides the expertise, people, and the resources required by the project. They may be internal or external to the business organisation

174
Q

Sustainability management approach

A

Defines the actions, reviews and controls that will be established to ensure that sustainability performance targets for the project are achieved

175
Q

Sustainability tolerance

A

The permissible deviation in the sustainability performance targets that is allowed before the deviation needs to be escalated to the next level of management. Sustainability tolerance is documented in the business case

176
Q

Tailoring

A

Adapting a method or process to suit the situation in which it will be used

177
Q

Team manager

A

The person responsible for the production of products allocated by the project manager (as defined in a work package description) to an appropriate quality, timescale, and a cost acceptable to the project board. This role reports to, and takes direction from, the project manager. If a team manager is not assigned, the project manager undertakes the responsibilities of the team manager role.

178
Q

Team plan

A

A plan used as the basis for organising and controlling the work of a team when executing a work package. Team plans are optional in Prince2

179
Q

Threat

A

An uncertain event that could have a negative impact on objectives or benefits

180
Q

Time

A

The period over which the project will run and the period over which the benefits will be realised

181
Q

Timebox

A

A finite period of time when work performed to achieve a goal or meet and objective. The deadline should not be moved, as the method of managing a timebox is to prioritise the work inside it. At a low level, a timebox will be a matter of days or weeks.

182
Q

Time-driven control

A

A management control that takes place at predefined periodic intervals. For example, this could be producing highlight repots for the project board or checkpoint reports showing the progress of a work package

183
Q

Time tolerance

A

The permissible deviation above and below the plan’s targets for benefits, cost, time, quality, scope, sustainability, and risk without needing to escalate the deviation to the next level of management. Tolerance is applied at project, stage, and team levels

184
Q

Transformation

A

A distinct change to the way an organisation conducts all or part of its business

185
Q

Trigger

A

An event or decision that triggers a Prince2 process to begin

186
Q

User

A

The organisation that will use the project products to enable it to gain the expected benefits. They may be internal or external to the business organisation

187
Q

User acceptance

A

A specific type of acceptance by the person or group who will use the product after it has been delivered to the operational environment

188
Q

User story

A

A tool used to write a requirement in the form of who, what, and why

189
Q

User’s quality expectations

A

A statement about the quality expected from the project product, captured in the project product description

190
Q

Work breakdown structure

A

A hierarchy of all work done during a project that forms a link between the product breakdown structure and the work packages

191
Q

Work package

A

Work assigned to a team manager requiring the delivery of one or more products

192
Q

Work package description

A

The set of information relevant to the delivery of one or more products. It will contain a description of the activities to be performed, identification of the resources involved, the relevant product descriptions for the products to be delivered, and details of any constraints on production

PRINCE2 (8 decks)

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