| Term |
Definition |
Discussion |
Examples & Illustrations |
| Parameter |
An attribute of a project that can be set or
derived from other parameters. The
parameters of a project include:
|
Amongst these five parameters there are
subset-constrained degrees of freedom. This
means that:
- There are only certain allowable subsets
of the parameters for which values can be
set arbitrarily.
- Once values have been set for these,
then the remaining parameters are of two
kinds:
- Those for which there is a constrained
range of values that can be set.
- Those for which the values are then implied.
|
For example once the project has been scoped
(so that target outcomes and outputs are
internally consistent), then there are only
certain combinations of values that are
allowable for the other three parameters:
|
| PBS |
See Product breakdown Structure. |
|
|
| Prioritise |
To decide on the order in which independent:
|
In some conventional approaches to project
management, the term is also used to suggest
(incorrectly) that:
- Some outputs are optional—and that
alternative scoping statements can be
assembled for the project by adopting
an arbitrary cut in a prioritised list of
outputs.
- Some work is optional—and that
alternative WBSs can be assembled
for a scoped project by adopting an
arbitrary cut in a prioritised list of tasks.
The theoretical principles of MFBP allow us to
show that both these suggestions lead to
projects that cannot yield target outcomes. We
can confidently conclude therefore that neither
of the above propositions is meaningful.
|
ICO may well make a decision about the order
in which purchased supplies are to be
analysed and reengineered—and reflect that
decision in a list of priorities.
It would make no sense, however, to grade the
outputs from Project ButRite with a priority
list—because all outputs have to be produced
(they wouldn’t be in scope if that were not true.
|
| Priority |
See prioritise. |
|
|
| Probity advisor |
A specialist independent advisor appointed by
the SC to ensure that the commercial
arrangements between the project team and
the outside world are proper, correct, fair—and
being conducted in accordance with accepted
procurement practice.
|
There is a large body of knowledge and
accepted practice concerning the role of the
probity advisor.
|
|
| Procedure |
A formalised process of any kind. |
Typically a formalised process becomes a
procedure when it is recognised within some
organisational context.
|
|
| Process |
A human-directed "block of work" that is undertaken towards achievement of a desired outcome through production of one or more outputs. |
All elements of a project's WBS (tasks, activities and phases) are processes.
All subsets of WBS are processes.
Procedures and practices are also examples of processes. |
|
| Produce (v) |
To assemble an output |
|
|
| Product |
A synonym for output. |
|
|
| Product Breakdown Structure PBS
|
See Outputs Breakdown Structure |
|
|
| Program of work |
See workplan. |
|
|
| Project |
A process where execution is guided using a project management framework. |
|
|
| Project assurance counselor PAC |
A specialist independent adviser appointed by
the SC to ensure that the project is being
conducted in accordance with accepted
practice.
|
The PAC is not an auditor—and so is free to
work consultatively with the PM and other key
players.
The PAC must not face a conflict of interest in
filling that role.
|
|
| Project counsellor |
A specialist independent adviser appointed by
the SC to ensure that specific aspects of the
project meet agreed standards.
There are three forms of project counsellor:
- Project assurance adviser.
- Probity adviser.
- Quality adviser
|
Counsellors are only appointed on large or
sensitive projects—where there are significant
governance, management, procurement or
quality issues.
|
|
| Project customer |
An entity who consciously utilises one or more
outputs from a project—and in so doing,
generates target outcomes.
|
A project customer is defined differently to:
- The organisation’s customer.
- The project’s beneficiaries.
- The project’s funder.
(A project customer may or may not be any of
these).
A project can have multiple customers.
|
|
| Project environment |
That part of the business environment within
which projects are scoped, executed and
closed
|
The business environment can be viewed as
having two parts:
- The project environment.
- The operational environment.
Refer also to business environment and
operational environment.
|
|
| Project governance model PGM |
A formal organisational model that:
- Identifies all the stakeholders who will play a part in the project.
- Establishes the relationships and links amongst those stakeholders.
- Defines the roles of those stakeholders.
The PGM is normally presented as an
annotated organisational diagram—incorporating the following elements:
- A Steering Committee.
- Reference groups and advisers
- Project counsellors.
- The project manager.
- The project team.
|
A project governance model is separate from
an organisational governance model—and, as
a result, many of those involved in the project
face a matrix management structure.
A PGM is linked into all the participating
organisations through the line reporting
arrangements of the individuals who will play a
part in the project.
|
|
| Project management framework |
A set of integrated, cohesive and related tools,
procedures and techniques that can be used to
guide the execution of a process.
|
Such a framework is useful in the management
of processes that are large and novel.
|
|
| Project manager PM |
The person held accountable by the project
owner(s) for the delivery of the project’s
outputs and for meeting the project’s
constraints.
|
A project can have only one over-arching
project manager.
The project manager is the project owner’s
supplier.
A PM can be contracted.
|
Minnie is Dennis’ supplier (of all the outputs
that are included in the project’s scoping
statement).
|
| Project owner PO |
The person(s) held accountable by the
funder(s) of the project for the realisation of
target outcomes. The owner acts on behalf of
the funder (s) throughout the project—seeking
to ensure that their interests are being served.
|
A project can have multiple owners.
The one entity can be both the funder and
owner.
The project owner is the project manager’s
client.
A PO must be from within the sponsoring
entity.
|
Dennis is Minnie’s client (to whom she will
deliver all the outputs that are included in the
project’s scoping statement).
|
| Project plan |
A baseline document that provides all the information required to make a reliable
decision about approving a start to work on a
project.
|
The project plan becomes the project’s
reference model—on which the management
of the process is based.
|
|
| Project supplier |
See supplier. |
Suppliers can be internal or external. |
|
| Promoter |
The person or entity who drives the project
through initiation to approval.
|
The Promoter will usually become the Project
owner.
|
Head of National Procurement, Dennis
Bloodnock is the promoter of Project BuyRite
|
