Template:PS PMA Glossary of Terms
From London Councils
Something that is not certain or known to be true.
A measurable improvement resulting from a programme which is seen by a stakeholder to be positive and worthwhile.
A benefits map is a visual representation of how benefits relate to project outputs, the business change required, the programme objectives and relevant strategic objectives.
A benefit profile is a detailed description of a benefit, how it is measured and who owns it.
The process of making sure that the organisation achieves benefits from a programme.
The cost-benefit analysis and evaluation of a programme’s feasibility.
A change that needs to be made to the operational environment to ensure that programme benefits can be achieved and optimised following the delivery of project outputs.
Business Change Manager
Someone with management responsibility for a business area who is responsible for ensuring that the operational changes are deployed effectively and that the intended benefits are realised.
A benefit that can be expressed in monetary terms and which, can be ‘banked’ .
A project output, or collection of outputs and deliverables, that will enable benefits to be realised.
For instance, a new computer system for customer relationship management and staff trained in its use will provide a new capability to deal with customer queries more quickly and consistently, thereby improving customer satisfaction.
Activities required to formally close a programme, transfer remaining responsibilities to ‘business as usual’ and release the programme team. Constraint A limiting factor that will need to be taken into account in planning the delivery of the programme.
A set of activities that determine what the programme should deliver in terms of outcomes and benefits, how and when it will be delivered and at what cost, culminating in a detailed Business Case and Definition Report
A set of activities and projects that deliver the desired outcomes and benefits, in time, to quality and within budget and ensures that resultant business change is embedded.
A consequence of a programme which is seen by a stakeholder to be negative.
FTE – Full Time Equivalent
A measure of how much time is required in relation to 100% of a role.
The Future State defines what the organisation will look like in the future following the delivery of the Programme.
A peer review process designed by the OGC, in which independent practitioners from outside the programme examine the progress and likelihood of successful delivery of the programme using a series of interviews and documentation reviews
A set of activities that, establishes if a programme is needed to meet strategic objectives, which culminates in the production of a Programme Brief and a plan for the next phase of PS PMA, the Definition Phase.
An issue is something that has happened that impacts upon programme delivery. Issues are recorded in the Issues Log.
The key phases of a programme from start to finish.
A benefit that can be expressed in monetary terms, but cannot be ‘banked’ before the end of a programme.
A description of the way in which the organisation delivers its services, how it is organised, how it manages its processes, how it makes use of IT and how it manages its information. It is part of the Blueprint.
An organisation structure is a definition of the management roles and responsibilities and reporting lines in the programme.
In MSP, an outcome is "the result of change which has positive and/or negative consequences". PS PMA uses the term Business Change.
The product of an activity or project. ‘Output’ is also sometimes referred to as ‘capability’, ‘deliverable’, or ‘product’.
A part of the programme lifecycle that allows a Sponsoring Group to make key decisions on the viability, feasibility, achievement and completion of a programme.
A collection of projects, programmes and activities which together will contribute to the delivery of the organisation’s strategic aims and objectives.
A temporary organisation that manages the implementation of a beneficial and significant change using a set of interconnected projects and activities.
A document containing information comprising a high-level business case for a programme.
Programme Closure Review
A programme closure review is a record of the programme’s achievements and any lessons learned for future programmes.
Someone who is responsible to the Senior Responsible Owner for ensuring the project outputs and programme activities are properly coordinated and managed to deliver the programme outputs and outcomes.
The authority to explore the potential for a programme.
The key goals the programme is trying to achieve at the highest level.
A Programme Plan is a description and schedule of the activities and projects, that are required to deliver the programme outcomes and benefits, together with their inter-dependencies.
A temporary organisation that is created for the purpose of delivering one or more business outputs according to an agreed specification.
The list of projects that are needed to deliver the outputs that will be required by the Programme. Also known as the Project Register.
Someone who is accountable to the programme for a project’s successful completion within specified scope, risk, time, cost and quality parameters. Also sometimes referred to as Project Sponsor or Project Director.
Someone who is responsible for the delivery of specific products, or outputs that contribute to the outcome and benefits of the programme.
The list of projects that are needed to deliver the outputs that will be required by the Programme. Also known as the Project Dossier.
A risk is something that, if it happened, would prevent a programme or project from delivering a quality output or outcome and impact the realisation of one or more benefits. Risks are recorded in the Risk Log
Senior Responsible Owner (SRO)
Someone who is authorised by the Sponsoring Group to provide direction to the Programme Team to ensure the programme is successfully completed.
Someone with authority who is responsible for providing a service or resources to a project.
Someone with authority who represents a part of an organisation that will be responsible for implementing a project output.
The driving force behind the programme that provides the investment decision and top-level endorsement for the rationale and objectives of the programme.
A person or group who is/are interested in or affected by the outcomes of a programme.
Stakeholder Engagement and Communication
An analysis of the programme’s stakeholders and a plan for how to effectively involve them in the programme.
A point in the programme where a a set of projects and activities have finished that together have made a significant and valuable difference in the organisation or the way in which something is done, i.e. a major step on the road from the current state of the organisation to its Future State.
An organisation-level aim or goal.
SWOT (Strengths; Weaknesses; Opportunity and Threats) Analysis
The evaluation of what could assist or hinder the proposed change. These are strengths and weaknesses that are inside the organisation and opportunities and threats that are outside it.
A group of projects and activities that together will achieve key milestones or step-changes in capability and benefit delivery.
A compelling picture of the future.
User Guide to this wiki.
Outperform's wiki administration guide (login required).
Click here to download the PSPMA Embedding Guide
PS PMA Video Case Study
PS PMA Glossary of Terms
A map of PS PMA documents to MSP documents.
One page PS PMA wall chart in A3 size, PDF format
Visit the Local Government Project and Programme Community of Practice (PPM CoP) and join up.
The Site Map shows all pages within the PS PMA wiki.
The Workshop Facilitation Handbook
About London Councils
If you have suggestions for improvement or examples we can use, please email: Lorna Gill or Falguni Pisavadia
© 2011 Copyright and disclaimer notice
|Wiki design by Outperform UK Ltd.|