Reverse Definitions Flashcards
(187 cards)
1
Q
A risk response to a threat where a conscious and deliberate decision is taken to retain the threat, having discerned that it is more economical to do so than to attempt a risk response action. The threat should continue to be monitored to ensure that it remains tolerable.
A
Accept ( risk Response)
2
Q
The formal act of acknowledging that the project has met agreed acceptance criteria and thereby met the requirements of its stakeholders.
A
Acceptance
3
Q
A prioritized list of criteria that the project product must meet before the customer will accept, i.e. measurable definitions of the attributes required for the set of products to be acceptable to key stakeholders.
A
Acceptance criteria
4
Q
A process, function, or task that occurs over time, has recognizable results and is managed, It is usually defined as part of a process or plan.
A
Activity
5
Q
Principally, software development methods that apply the project approach of using short time-boxed iterations where products are incrementally developed. PRINCE2 is compatible with Agile Principles.
A
Agile Method
6
Q
The formal confirmation that a product is complete and meets its requirements ( less and concessions ) as defined by its Product Description.
A
Approval
7
Q
The person or group ( e.g. Project Board) who is identified and qualified and authorized to approve a ( management or specialist) product as being complete and fit for purpose.
A
Approver
8
Q
A statement that is taken as being true for true purposes of planning, but which could change later. An assumption is made where some facts are not yet known or decided, and is usually reserved for matters of such significance that , if they change or turn out not to be true , there will need to be considerable replanning.
A
Assumption
9
Q
All the systematic actions necessary to provide confidence that the target ( system, process, organization, programme, project, outcome, benefit, capability, product output, deliverable) is appropriate. Appropriateness might be defined subjectively or objectively in different circumstances, The Implication is that assurance will have a level of independence from that which is being assured. See also Project Assurance and Quality Assurance.
A
Assurance
10
Q
The right to allocate resources and make decisions ( applies to project, stages and team levels)
A
Authority
11
Q
The point at witch an authority is granted.
A
Authorization
12
Q
A risk response to a threat where the threat either can no longer have an impact or can no longer happen
A
Avoid ( Risk Response )
13
Q
Reference levels against which an entity is monitored and controlled
A
Baseline
14
Q
The measurable improvement resulting from an outcome perceived as an advantage by one or more stakeholders
A
Benefit
15
Q
A plan that defines how and when a measurement of the achievement of the project´s benefits can be made. If the project is being managed within a program this information may be created and maintained at the programme level.
A
Benefit Review Plan
16
Q
The permissible deviation in the expected benefits that is allowed before the deviation need to be escalated to the next level of management. Benefits tolerance is documented in Business Case. See also Tolerance.
A
Benefits Tolerance
17
Q
The justification for an organization activity ( project ), which typically contains costs, benefits, risks and timescales, and against which continuing viability is tested.
A
Business Case
18
Q
A corporate coordinating function for portfolios, programmes and projects providing standards, consistency of methods and processes, knowledge management, assurance and training
A
Centre of Excellence
19
Q
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.
A
Change Authority
20
Q
The money allocated to the Change Authority available to be spent on authorized requests for change.
A
Change Budget
21
Q
The procedure that ensures that all changes that may affect the project´s agree objectives are identified, assessed, and either approved, rejected, deferred.
A
Change Control
22
Q
A team level, time driven, review of progress
A
Checkpoint
23
Q
A progress report of the information gathered at a checkpoint, which is given by a team to the Project manager and which provides reporting data as defined in the Work Package.
A
Checkpoint Report
24
Q
Advice form 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, demobilized. It should indicate a closure date for costs to be charged to the project.
A
Closure Notification
25
A recommendation prepared by the project manager for the project board to send a project closure notification when the board is satisfied that the project can be closed.
Closure Recommendation
26
A description of the means and frequency of communication between the project and the project´s stakeholders.
Communication Management
27
An off-specification that is accepted by the project board without corrective action
Concession
28
An entity that is subject to configuration management. The entity may be a component of a product, a product, or a set of products in a release.
Configuration Item
29
A record that describes the status, version, and variant of a configuration item, and details of important relationships between them
Configuration Item Record
30
Technical and administrative activities concerned with the creation, maintenance and controlled change of configuration through the life of a product
Configuration Management
31
A description of how and by whom the project´s products will be controlled and protected
Configuration Management Strategy
32
The set of processes, tools and database that are used to manage configuration data. Typically a project will use configuration management system of either the customer or supplier organization.
Configuration Management System
33
The restrictions or limitations that the project is bound by.
Constraints
34
Something that is held in reserve typically to handle time and cost variances or risks, PRINCE2 does not advocate the use of contingency because estimating variances are managed by setting tolerances and risks are managed through appropriate risk responses ( including the fallback response that is contingent on the risk occurring)
Contingency
35
These are over arching standards that the project must adhere to. They will influence the four project strategies ( Communication Management Strategy, Configuration Management Strategy, Quality Management strategy, Risk management strategy) and the project controls.
Corporate or Program standards
36
A set of actions to resolve a threat to a plan´s tolerance or a defect in a product.
Corrective Action
37
The permissible deviation in an plan´s cost that is allowed before the deviation needs to be escalated to the next level of management. Cost tolerance is documented in the respective plan. See also tolerance.
Cost Tolerance
38
The person or group who commissioned the work and will benefit from the end results.
Customer
39
A statement about the quality expected from the project product, captured in the Project Product Description
Customer´s quality expectations
40
Used to record problems/concerns that can be handled by the Project Manager Informally
Daily Log
41
A specialist product that is handed over to a user(s).
Deliverable
42
The relationship between products or activities
Dependencies can be internal or externals.
Internal dependencies are those under the control of the Project Manager.
External dependencies are those outside the control of the Project Manager.
Dependencies (plan)
43
An outcome that is perceived as negative by one or more stakeholders. It is a actual consequence of an activity whereas, by definition, a risk has some uncertainty about whether it will materialize.
Dis-benefit
44
An agile project delivery framework developed and owned by the DSDM consortium Atern uses a time boxed and iterative approach to product development and is compatible with PRINCE2
DSDM Atern
45
What an organization needs to do to adopt PRINCE2 as its corporate project management method. It differentiates form Tailoring, which defines what a project needs to do to apply the method to a specific project environment.
Embedding (PRINCE2)
46
A report given by the Project Manager to the Project Board that confirms the handover of al products and provides an updated Business Case and an assessment of how well the project has done against the original Project Initiation Document.
End project Report
47
There review by the project board and project manager at the End Stage Report to decide whether to approve the next Stage Plan. According to the size and criticality of the project, the review may be formal or informal. The authority to proceed should be documented as a formal record.
End Stage Assessment
48
A report given by the Project Manager to the Project Board a the end of each management stage of the project. This provides information about the project performance during the stage and the project status at stage end.
End Stage Report
49
A risk response to an opportunity where proactive actions are taken to enhance both probability of the event occurring and the impact of the event it should occur.
Enhance ( risk response )
50
A control that takes place when a specific event occurs.
This could be, for example, the end of a stage, the completition of the Project Initiation documents, or the creation of an Exception Report.
It could also include organization events that may affect the project, such as the end of the financial year.
Event driven control
51
A situation where it can be forecasted that there will be a deviation beyond the tolerance levels agreed between project manager and project board ( or between project board and corporate or program management )
Exception
52
A review by the Project Board to approve ( or reject ) and Exception plan
Exception assessment
53
A plan that often follow an Exception Report, For a Stage Plan exception it covers the period form the present to the end of the current stage. Of the exception were at project level, the project plan would be replaced.
Exception Plan
54
A description of the exception situation , its impact, options, recommendation and impact of the recommendation. This report is prepared by the Project Manager for the Project Board.
Exception Report
55
The single individual with overall responsibility for ensuring that a project meets its objectives and delivers the project benefits. This individual should ensure that the project maintains its business focus, that it has clear authority, and that the work, including risks, is actively managed. The Executive is the chair of the Project board. He or she represents the customer and is responsible for the Business Case.
Executive
56
A risk response to an opportunity by seizing the opportunity to ensure that it will happen and that the impact will be realized.
Exploit ( risk response )
57
A risk response to a threat by putting in place a fallback plan for the actions that will be taken to reduce the impact of the threat should the risk occur.
Fallback ( risk response)
58
Recommended actions related to unfinished work, ongoing issues and risks, and any other activates needed to take a product to the next phase of its life. These are summarized an included in the End Stage Report ( for phased handover ) and End Project Report.
Follow-on action recommendations
59
The ongoing activity of maintaining a sound system of internal control by which the directors and officers of an organization ensure that effective management systems, including financial monitoring and control systems, have been put in place to protect assets, earning capacity and the reputation of the organization.
Governance (Corporate)
60
Those areas of corporate governance that are specifically related to project activities Effective governance of project management ensures that an organization´s project portfolio is aligned to the organization´s objectives, is delivered efficiently and is sustainable.
Governance (project)
61
The transfer of ownership of a set of products to the respective user(s). The set of product is known as release. There may be more than one handover in the life of a project ( phased delivery), The final handover takes place in the Closing a Project process.
Handover
62
A time-driven report from the Project Manager to the Project Board on stage progress.
Highlight Report
63
A site where project work is being undertaken ( for example, an office or a construction site)
Host Site
64
The result of a particular threat or opportunity actually occurring , or the anticipation of such as a result.
Impact ( of risk)
65
The exposure arising from a specific risk before any action has been taken to manage it
Inherent risk
66
The period form when the Project Board authorizes initiation to when they authorize the project ( or decide not to go ahead with the project ).
The detailed planning and establishment of the project management infrastructure is covered by the Initiating a Project Process.
Initiation Stage
67
A relevant event that has happened ,was not planned, and requires management action. It can be any concern, query, request for change, suggestion or off specification raised during a project. Project issues can be about anything to do with the project.
Issue
68
A register used to capture and maintain information on all the issues that are being managed formally. The Issue Register should be monitored by the Project Manager on a regular basis.
Issue Register
69
A report containing the description, impact assessment and recommendation for a request for change , off specification or a problem/concern. It is only created for those issues that need to be handled formally.
Issue Report
70
An informal repository for lessons that apply to this project of future projects.
Lessons Log
71
A report that documents any lessons that can be usefully applied to other projects.
The purpose of the report is to provoke action so that the positive lessons from a project become embedded in the organization´s way of working and that the organization is able to avoid the negative lessons on future projects.
Lessons Report
72
Informal repositories managed by the Project Manager that do not require any agreement by the Project Board on their format and composition.
Logs
PRINCE2 has two logs
The Daily LOG
The Lessons Log.
73
A product that will be required as part of managing the project, and establishing and maintaining quality (e.g, Highlight report, end stage report). The management product stay constant, whatever the type of project and can be used as described, or with any relevant modifications, for all projects.
Management Product
There are three types of management products
Baselines, records and report
74
The section of a project that the Project Manager is managing on behalf of the Project Board at any one time, at the end of which the project Board will wish to review progress to date, state of the project plan, business case, risks, and the next stage plan in order to decide whether to continue with the project.
Management Stage
75
A significant event in a plan´s schedule such a s completion of key Work Packages, a technical stage, or a management stage.
Milestone
76
Something that should bee provided by the project, but currently is not ( or is forecast not to be) provided. This might be a missing product or a product not meeting its specification, It is one type of issues.
Off-specification
77
A specific type of acceptance by the person or group who will support the product once it is handed over into the operational environment.
Operational and maintenance
78
The result of change, normally affecting real-world behavior and / or circumstances. Outcomes are desired when a change is conceived. They are achieved as a result of the activities undertaken to effect the change.
Outcome
79
A specialist product that is handed over to a user(s). Note that management products are not outputs but are created solely for the purpose of managing the project.
Output
80
A plan´s goal for time, cost , quality, scope, benefits, risks.
Performance Targets
81
A detailed proposal for doing or achieving something which specifies the what, when, how, and by whom
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Plan
In PRINCE2 there are only the following types of plan
Project Plan
Stage Plan
Team Plan
Exception Plan
Benefits Review plan.
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82
The PRINCE2 activity to close a project
Planned closure
83
The period of time for which it is possible to accurate plan
Planning horizon
84
All the programmes and stand alone projects being undertaken by an organization, a group of organizations, or an organization unit.
Portfolio
85
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 salvage any value created to date, and checks that any gaps left by the cancellation of the project are raised to corporate or programme management.
Premature closure
86
Any fundamental aspects that must be in place , and remain in place, for a plan to succeed.
Prerequisites ( plan)
87
A Method that supports some selected aspects of project management, The Acronym stands for Projects in a Controlled Environment.
PRINCE2
88
The guiding obligations for good project management practice that form the basis of a project being managed using PRINCE2
PRINCE2 principles
89
A project that applies the PRINCE2 principles.
PRINCE2 project
90
This is the evaluated likelihood of a particular threat or opportunity actually happening , including a consideration of the frequency with which this may arise.
Probability
91
A type of issue ( other than a request for change or off specification ) that the project manager needs to resolve or escalate
Problem/concern
92
A series of actions for a particular aspect of project management established specifically for the project - for example a risk management procedure
Procedures
93
A structured set of activities designed to accomplish a specific objective. A process takes one or more defined input and turns them into defined output.
Process
94
The person or group responsible for developing a product.
Producer
95
An input or output , whether tangible or intangible, that can be described in advance, created and tested.
Product
PRINCE2 has two types of products
Management products
Specialist products
96
A hierarchy of all the products to be produced during the plan
PBS Product Breakdown Structure
97
A list of the major products of a plan, plus key dates of their delivery.
Product Checklist
98
A description of a product´s purpose, composition, derivation, and quality criteria.
It is produced at planning time, as soon as possible after the need for the product is identified.
Product Description
99
A diagram showing the sequence of production and interdependencies of the products listed in a product breakdown structure.
PFD Product Flow Diagram
100
A report on the status of products. The required products can be specified by identifier or the part of the project in which they were developed.
Product Status Account
101
A technique leading to a comprehensive plan based on the creation and delivery of required output. The technique considers prerequisites products, quality requirements and the dependencies between products.
Product-based planning
102
A temporary flexible organization structure created to coordinate, direct and oversee the implementation of a set of related projects and activities in order to deliver outcomes and benefits related ot the organization's strategic objectives. A programme is likely to have a life that spans several years.
Programme
103
A temporary organization that is created for the purpose of delivering one or more business products according to an agreed Business Case.
Project
104
A description of the way in which the work of the project is to be approached.
For example, are we building a product form scratch or buying in a product that already exists ?
Project Approach
105
The Project´s Board 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:
Business Assurance for the Executive
User Assurance for the Senior User
Supplier Assurance for the Senior Supplier.
Project Assurance
106
Advice from the project board to inform all stakeholders and the host sites that the project has been authorized and to request any necessary logistical support ( e.g. communication facilities, equipment, and any project support ) sufficient for the duration of the project.
Project Authorization
107
Statement that describes the purpose, cost, time and performance requirements, and constraints for a project.
It is created pre-project during the starting up process to create the Project Initiation Documentation and its components. It is superseded by the Project Initiation Documentation and not maintained.
Project Brief
108
A logical set of documents that bring together the key information needed to start the project on a sound basis and that conveys the information to all concerned with project.
Project Initiation Documentation
109
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 ( e.g. communication facilities, equipment, and project support) sufficient for the initiation stage
Project Initiation Notification
110
The period from the start up of a project to the acceptance of the project product
Project Lifecycle
111
The planning, delegating, monitoring and control of ALL aspects of the project, and the motivation of those involved, to achieve the project objectives within the expected performance targets for time, cost, quality , scope, benefits and risks.
Project Management
112
The entire management structure of the Project board, project manager, plus any team manager, project assurance and project support roles.
Project Management Team
113
An organization chart showing the people assigned to the project management team roles to be used, their delegation and reporting relationship.
Project Management Team Structure
114
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.
Project Manager
115
An external product generated by the authority commissioning the project that forms the triggers for Starting up a Project
Project Mandate
116
A temporary office setup 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.
Project Office
117
A high level plan showing the major products of the project, where they will be delivered and what costs.
An initial Project Plan is presented as part of the Project Initiation Documentation, This is revised as information on actual progress appears. It is a major control document for the Project Board to measure actual progress against expectations.
Project Plan
118
What the project mist deliver in order to gain acceptance
Project Product
119
A special type of product description used to gain agreement from the user on the project´s scope and requirements, to define the customer´s quality expectations , and to define the acceptance criteria for the project.
Project Product Description
120
An administrative role in the project management team.
Project Support can be in the for of advice and help with project management tools, guidance, administrative services such as filling and the collection of actual data.
Project Support
121
The time factor of risk, i.e. when the risk may occur, The impact of a risk may vary in severity depending on when the risk occurs.
Proximity ( of risk )
122
The totality of features and inherent or assigned characteristics of a product, person, process, service and / or system that bear on its ability to show that it meets expectations or satisfies stated needs, requirements or specifications.
Quality
123
An independent check that products will be fir for purpose or meet requirements.
Quality assurance
124
The process of monitoring specific project results to determine whether they comply with relevant standards and of identifying ways to eliminate causes of unsatisfactory performance.
Quality Control
125
A description of the quality specification that the product must meet, and the quality measurements that will be applied by those inspecting the finished product.
Quality Criteria
126
A systematic, structured assessment of a product carried out by two or more carefully selected people ( the review team ) in a planned, documented, and organized fashion.
Quality Inspection
127
The coordinated activities to direct and control an organization with regard to quality.
Quality Management
128
A strategy defining the quality techniques and standards to be applied, and the various responsibilities for achieving the required quality levels, during a project.
Quality Management Strategy
129
The complete set of quality standards, procedures and responsibilities for a site or organization. In the project context sites and organizations should be interpreted as the permanent or semi permanent organization(s) sponsoring the project work.
Quality Management System
130
Evidence kept to demonstrate that the required quality assurance and quality control activities have been carried out.
Quality Records
131
A register containing summary details of all planned and completed quality activities. The quality register is used by the project manager and project assurance as part of reviewing progress.
Quality Register
132
A quality inspection technique with defined roles and a specific structure. It is designed to assess whether a product that takes the form for a document is compete, adheres to standards and meets the quality criteria agreed for it in the relevant Product Description. The participants are drawn for those with the necessary competence to evaluate its fitness for purpose.
Quality Review Technique
133
The tolerance identified for a product for a quality criterion defining an acceptable range of values, Quality tolerance is documented in the Project Product Description ( for the project-level quality tolerance ) and in the Product Description for each product to be delivered.
Quality Tolerance
134
Dynamic management products that maintain information regarding project progress.
Records
135
A response to a risk where proactive actions are taken to reduce the probability of the event occurring by performing some form of control, and / or to reduce the impact of the event should it occur.
Reduce ( risk response )
136
Formal repositories managed by the project manager that require agreement by the project board on their format, composition and use.
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Registers
PRINCE2 has 3 registers
Issue Register
Risk Register
Quality Register
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137
A response to a risk (opportunity) where a conscious and deliberate decision is taken not to exploit or enhance an opportunity having discerned that it is more economical to do so than to attempt a risk response action, The opportunity should continue to be monitored.
Reject ( Risk Response )
138
The set of products in handover, the contents of a release are managed, tested and deployed as a single entity.
Release
139
Management products providing snapshot of the status of certain aspects of the project.
Reports
140
A proposal for a change to a baseline, It is a type of issue.
Request for Change
141
The risk remaining after the risk response has been applied
Residual Risk
142
The person or group commissioning the project ( typically corporate or programme management) who has the authority to commit resources and funds on behalf of the commissioning organization.
Responsible Authority
143
A person or group independent of the producer who assesses whether a product meets its requirements as defined in its Product Description.
Reviewer
144
An 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.
Risk
145
A nominated owner of an action to address a risk. Some actions may not be within the remit of the risk owner to control explicitly. In that situation there should be a nominated owner of the action to address the risk.
He or she will need to keep the risk owner apprised of the situation.
Risk Actionee
146
An organization´s unique attitude towards risk taking that in turn dictates the amount of risk that it considers is acceptable
Risk Appetite
147
The estimation of probability and impact of an individual risk , taking into account predetermined standards, target risk levels, interdependencies and other relevant factors.
Risk Estimation
148
The process of understanding the net effect of the identified threats and opportunities on an activity when aggregated together.
Risk Evaluation
149
The systematic application of principles, approaches, and processes to the tasks of identifying and assessing risks, and the planning and implementing risl responses.
Risk Management
150
A strategy 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
Risk Management Strategy
151
A named individual who is responsible for the management, monitoring, and control of all aspects of a particular risk assigned to them, including the implementation of the selected responses to address the threats or to maximize opportunities.
Risk Owner
152
A description of the types of risk that are faced by an organization and its exposure to those risks
Risk Profile
153
A record of identified Risks relating to an initiative, including their status and history.
Risk Register
154
Actions that may be taken to bring a situation to a level where exposure to risk is acceptable to the organization. These responses fall into a number of risk responses categories.
Risk Response
155
A category of risk response
For threats they are: avoid, reduce, transfer, accept, share
For opportunities they are: exploit, enhance, reject or share
Risk Response Category
156
The threshold levels of risk exposures which, when exceeded , will trigger an Exception Report to bring the situation to attention of the Project Board.
Risk tolerances could include limits on the plan´s aggregated risks ( e.g. costs <10% of the plan´s budget) or limit on any individual threat.
Risk Tolerance
| Risk tolerance is documented on the Risk Management Strategy
157
A line, drawn on the summary risk profile, Risks that appear above the line cannot be accepted ( live with) without referring then to a higher authority.
For a project, the Project Manager would refer these risks to the Project Board.
Risk Tolerance Line
158
A description of the set of responsibilities specific to a role
Role Description
159
Graphical representation of a plan, typically describing a sequence of tasks, together with resources allocation, which collectively deliver the plan.
Schedule
In PRICE2 project activities should be only documented in the schedules associated with a
Project Plan
Stage Plan
Team Pan
Actions that are allocated from day to day may be documented in the relevant project log ( Risk register, Daily log, Issue register, quality register ) if they do not require significant activity
160
For a plan, the sum total of its products and the extend of their requirements. It sis described by the product breakdown structure for the plan and associated Product description
Scope
161
The permissible deviation in a plan´s scope that is allowed before the deviation needs to be escalated to the next level of management. Scope tolerance is documented in the respective plan in the for of a note or reference to the product breakdown structure for that plan
Scope Tolerance
162
Individual responsible for ensuring that a project or a programme of change meets ist objectives and delivers the projected benefits.
Owner of the overall business change that is being supported by the project.
SRO Senior Responsible Owner
| The SRO appoints the project´s Executive ( or in some cases may elect to be the Executive).
163
The Project Board Role that provides knowledge and experience of the main discipline(a) involved in the production of the project´s deliverable(s).
Senior Supplier
| Senior Supplier represents the supplier interests within the project and provides supplier resources.
164
The Project Board role accountable for ensuring that user needs are specified correctly and that the solution meets those needs.
Senior User
165
A risk response to either a threat or an opportunity through the application of a pay/gain formula: both parties share the gain ( within pre agreed limits ) if the cost is less than the cost plan and both share the pain ( agree with pre agreed limits ) if the cost plan exceeded.
Share ( risk response )
166
A product whose development is the subject of the plan,
| The specialist product are specific to an individual project, They are also known as a deliverable or output.
Specialist Product
167
The main driving force behind a programme or a project. PRINCE2 does not define a role for the sponsor, but the sponsor is most likely to be the Executive on the Project Board or the person that has appointed the Executive.
Sponsor
168
A detailed plan used as the basis for project management control throughout a stage.
Stage Plan
169
Any individual, group, or organization that can affect, be affected by, or perceive itself to be affected by an initiative (programme, project, activity, risk ) .
Stakeholder
170
The pre project activities undertaken by the executive and the project manager to produce the outline business case, project brief and initiation stage plan
Start-up
171
An approach or line to take, designated to achieve a long-term aim.
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Strategy
PRINCE2 defines 5 strategies
Communication Management Strategy
Configuration Management Strategy
Quality Management Strategy
Risk Management Strategy
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172
The person, group or groups responsible for the supply of the project's specialist products.
Supplier
173
The appropriate use of PRINCE2 on any given project, ensuring that there is the correct amount of planning, control ,governance, and use of the processes and themes.
Tailoring
174
The person responsible for the production of those products allocated by the project manager ( as defined in a work package) to an appropriate quality, timescale, and at a cost acceptable to the project board.
This role reports to and takes directions from the Project Manager.
Team Manager
| If a Team Manager is not assigned then the Project Manager undertakes the responsibilities of the Team Manager Role.
175
An optional level of plan used as the basis for team management control when executing Work Packages
Team Plan
176
A method of grouping work together by the set of techniques used or the products created. This results in stages covering elements such design, build, and implementation. Such stages are technical stages an dare a separate concept from management stages.
Technical Stage
177
An aspect of project management that need to be continually addressed and that requires specific treatment for the PRINCE2 processes to be effective.
Theme
178
The permissible deviation in a plan´s time that is allowed before the deviation needs to be escalated to the next level if management.
Time Tolerance
| Time tolerance is documented in the respective plan.
179
A management control that is periodic in nature, to enable the next higher authority to monitor progress.
Time Driven Controls
PRINCE offers 2 key driven progress report
Checkpoint Report
Highlight Report
180
The permissible deviation above and below a plan´s target for time and cost without escalating the deviation to the next level of management.
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Tolerance
There may be tolerance level for
Quality
Scope
Benefits
Risks
Tolerance is applied at project, stage and team levels.
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181
A response to a threat where third party takes on responsibility for some of the financial impact of the threat ( for example through insurance or by means of appropriate clauses in contract).
Transfer (risk response )
182
An event decision that triggers a PRINCE 2 Process.
Trigger
183
A specific type of acceptance by the person or group who will use the product once it is handed over into the operational environment
User Acceptance
184
A variation on a baselined product
Variant
185
A specific baseline for a product.
Version
186
A development approach that is linear and sequential with distinct goals for each phase of development.
Waterfall Method
187
The set of information relevant to the creation of one or more products, It will contain a description of the work, the Product Description(s) , details of any constraints on production, and confirmation of the agreement between the Project Manager and the person or Team Manager who is to implement the Work Package that the work can be done within constraints.
Work Package
