A - B - Aggregated risk to Business Operational Stability | C - I - Capability to Issue Resolution Strategy | L - P - Leadership to Proximity | Q - R - Quality to Role | S - V - Senior Responsible Owner to Vision Statement | MSP Acronyms
Definitions from L - Leadership to P - Proximity
The ability to direct, influence and motivate others towards a better outcome.
The flexibility which a programme has for achieving its Blueprint, benefits and Business Case.
An uncertain event that could have a favourable impact on objectives or benefits.
The result of change, normally affecting real-world behaviour and/or circumstances; the manifestation of part or all of the new state conceived in a programme's Blueprint.
The tangible or intangible product resulting from a planned activity.
OGC's Portfolio, Programme and Project Management Maturity Model.
A detailed proposal for doing or achieving something detailing the what, when, how and by whom.
A course of action (or principle) adopted by an organization; a business statement of intent, setting the tone for an organization's culture.
All the programmes and stand-alone projects being undertaken by an organization, a group of organizations or an organisational unit.
The co-ordination of a number of projects.
An input or output, whether tangible or intangible, that can be described in advance, created and tested; also known as an output or deliverable.
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 to an organization's strategic objectives; a programme is likely to have a life that spans several years.
Independent assessment and confirmation that the programme as a whole or any of its aspects are on track, applying relevant practices and procedures, and that the projects, activities and business rationale remain aligned to the programme's objectives. See also Gateway review.
A group that is established to support an SRO to deliver a programme.
An outline description of the programme's objectives, desired benefits, risks, costs and timeframe.
The coordinated organization, direction and implementation of a dossier of projects and transformation activities (i.e. the programme) to achieve outcomes and realise benefits of strategic importance.
The role responsible for the set-up, management and delivery of a programme; typically allocated to a single individual.
The trigger for the programme from senior management who are sponsoring the programme.
The function providing the information hub and standards custodian for a programme and its delivery objectives; could provide support for more than one programme.
How a programme will be managed throughout its lifecycle, the roles and responsibilities of individuals involved in the programme, and personnel management or human resources arrangements. Also known as Programme organization Structure.
A comprehensive document scheduling the projects, their costs, resources, risks, and transition activities together with monitoring and control activities.
Statement that describes the purpose, cost, time and performance requirements/constraints for a project.
The group of projects that will deliver the outputs required by the programme.
When referring to risk, this term means the time factor of risk, i.e. the occurrence of risks will be due at particular times, and the severity of their impact will vary depending on when they occur.
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