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Wideman Comparative Wideman Comparative Glossary of Common Project Management Terms v5.5 is copyright © R. Max Wideman, 2000-2017.

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Last updated 12-22-17

Master Glossary
Professional Project Management    - to -   Program Director
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Term
Definition     Editor's Choice
Cat Source
Professional Project Management
To be professional, the discipline of Project Management must have rigorous standards and guidelines to define the work of project management personnel. These requirements are defined by collecting, processing and standardizing the accepted and applied competence in project management. [D06478]

FGJ
CHMT

 IPMA
Professional Services Agreement ("PSA")
The form of contract entered into between an organization and a professional services provider. [D05046]

FGJ
CHMT

 RMW
Professional Services Project
A project in which the major value of the product of the project is the result of professional, i.e. intellectual, effort and is non-physical such as software, an administrative procedure, a report or book. [D04336]

GJ
CHM

 SU
Professional Services Provider ("PSP")
A professional hired on contract to fill an organization's temporary functional need. [D05047]

GJ
CHMT

 RMW
Professionalism
Being part of a body of people engaged in some practice in a superior way. [D05689]

GJ
CHMT

 MFP3i
Being part of a body of people engaged in a superior calling. [D01298]

GJ

 FWH
Profit
The excess of revenue over the total cost of producing the product or products for which the calculation is made. [D03677]

FGJ
CHMT

 RMW
The amount received by a contractor above the cost of contract performance under a fixed price contract. [D04191]

GJ
CHMT

 CSM
Profitability Index
A measure of the total income of a project compared to the total monies expended at any period of time. The techniques that are utilized are Payout Time, Return on Original Investment (ROI), Net Present Value (NPV), Discounted Cash Flow (DCF), Sensitivity and Risk Analysis. [D01299]

N

 PMK87
Program
Any one of:
  1. A portfolio of projects selected and planned in a coordinated way so as to achieve a set of defined objectives, giving effect to various (and often overlapping) initiatives and/or implementing a strategy.
  2. A single, large or very complex project, or
  3. A set of otherwise unrelated projects bounded by a business cycle.

Editor's Note: In UK English, "Program" is spelled "Programme". [D03895]

FGJ
CHMT

 PNG
A broad effort encompassing a number of projects. [D01300]

G

 WST
A group of related projects that is managed together. Programs usually include an element of ongoing activity. [D01301]

G

 PMK96
An endeavor of considerable scope encompassing a number of projects. [D01302]

G

 PMK87
Used interchangeably with "project" as in "program management" or "program manager" (In the case of computer software projects, "program" usually refers to a unit of computer instruction code that performs a specific function or set of functions.). [D01324]

G

 SPM 304-9
A set of projects with a common strategic goal.
Editor's Note: In Europe the term "program" means a network schedule. In the software industry it means computer code. [D02341]

G

 PMH p768
A collection of projects related to some extent to a common objective. For example: a major project, a new business objective, or a new product development. [D03744]

G

 CRMP
The umbrella structure established to manage a series of related projects. The program does not produce any project deliverables. They are produced by the individual project teams. The purpose of the program is to:

G

 TM
A portfolio of projects selected, planned and managed in a coordinated way. [D05428]

G

 PRNC2 2002
A collection of projects that together achieve a beneficial change for an organization. [D05818]

G

 PRNC2 2005
A collection of projects that must be completed in a specific order for the program to be considered complete. [D06123]

G

 SU
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 the organization's strategic objectives. A program is likely to have a life that spans several years. [D06124]

G

 MoR-UK
A set up to achieve a strategic goal. A set of related projects and required organizational changes to reach a strategic goal and to achieve the defined business benefits. Program management typically involves senior project managers or project directors. [D06479]

G

 IPMA
Program Accountant
The person responsible for program cost accounting services to the project. Duties may typically include:

GJN
CHMT

  
Program Administration
Routines established to control and follow up on a Program. [D06656]

GJ
CHMT

 NPMT
Program Analyst
A computer software job category with responsibility for both coding (programming) and design (analysis). [D01303]

J
T

 SPM p304-9
Program Appraisal
The discipline of calculating the viability of a Program. Program viability is normally determined in largely economic or financial terms. However, it may also be extended to include issues such as environment appraisal and certainty of performance. [D06659]

GJ
CHMT

 PNG
Program Assurance
The process of confirming the program's sponsoring group that the program is being managed effectively and that the program is delivering the desired outcome and benefits [D05571]

GJ
HM

 MSP-UK 1999
Program Benefits Review
A review to assess achievement of targets and to measure performance levels in the resulting business operations. The review also analyses the program management process. [D03896]

FGJ
HM

 PNG
Either
  1. A review to assess achievement of targets and to measure performance levels in the resulting business operations. A PBR also analyses successes and failures in the program management process. The review is undertaken by a team commissioned by the Program Director, or
  2. A report drawn up at the end of the program and/or of each tranche describing the findings, conclusions and recommendations of the PBR.
[D05050]

FGJ
HM

 KSI
Program Benefits Review Report
A report produced at the end of a program that describes the findings, conclusions and recommendations in the program benefit review. [D01305]

JN

 WST
Program Board
A steering committee representing the role of program director where a single individual is not sufficiently empowered to direct the program. [D05572]

FG

 MSP-UK 1999
Program Brief
An output of the program identification phase, describing the program and giving the terms of reference for the work to be carried out, and the program director's terms of reference. [D05051]

FG

 KSI
A document describing the vision and business objectives for a program. [D05573]

FG

 RMW
Program Change Control
The formal process of managing and controlling changes to documents and deliverables by the program and its projects [D05574]

FGJ

 MSP-UK 1999
Program Charter
In project portfolio management, a key document in the on-going life of a program, approval of which provides the Program Manager with the authority to consume portfolio resources to execute the project within scope, quality, time, and cost constraints. An essential documentation required on medium and large projects and programs, with contents scaled accordingly. A document that is necessary to provide the basis for selection and authorization of further expenditure of resources within the portfolio. [D06686]

GJN
CHMT

 PPM
See also Program Brief and Program Plan [D06662]

GJ
CHMT

  
A document consisting of a mission statement, including background, purpose, and benefits, a goal, objectives, scope, assumptions and constraints. A Program Charter clearly documents project definition in order to bring a program team into necessary agreement. [D06668]

GJ
CHMT

 WST
A document issued by senior management that provides the program manager with the authority to apply organizational resources to program activities. [D06665]

GJ
CHMT

 PMK96
A document prepared by the sponsor that includes an overview of what is expected from the Program including limits, priorities, requirements and constraints. [D06671]

GJ
CHMT

 PMMJ97
A formal document providing authority to a Program Manager to execute a program within scope, quality, time and cost and resource constraints as laid down in the document. [D06674]

GJN
CHMT

 RMW
The (oral or written) authority given by executive management to the Program Manager and all supporting organizations to manage the Program. [D06677]

GJ
CHMT

 MFC
The executive authorized document or proclamation that identifies the Program, appoints the program team, delegates responsibility and authority, and describes the supporting organizations and reporting relationships. [D06680]

GJ
CHMT

 MFC
A formal document prepared by a program team, and authorized by senior functional management, that describes the approach to be employed in the management of a particular Program. The charter is often used to give organizational authority to a Program Manager. [D06683]

GJ
CHMT

 QWF
Program Complexity
The extent to which a Program, or one of its components, involves a large number of parts, and/or a large number of people, to be coordinated and/or interfaced. In Program Management, Program complexity is typically a reflection of the number of projects involved and the number of different people required to carry them out.
Editor's Note: The degree of program complexity may well have a bearing on the most appropriate style of management to be applied in the conduct of the program. [D06688]

FGJN
CHMT

 RMW
Program Definition
The full documentation that defines what a program is intended to achieve and how. [D05575]

GJ

 RMW
Program Definition Phase
The second phase of program management. A feasibility study is carried out to explore options for realizing the benefits framework described in the program brief. The program is fully defined, a benefits management regime established, and funding approval for major projects is obtained. Initial project briefs are written, specifying project deliverables and outline project plans. The results of the phase are documented in a program definition statement. [D05052]

GJ

 KSI
Program Definition Statement ("PDS")
The agreed statement of objectives and plans between the target business operation, the program director, and the senior management group (management board, steering committee) to whom the program director is reporting. The PDS forms the basis for funding the program and is the key monitoring and control document. It is a dynamic document, maintained throughout the life of the program. [D05053]

GJ

 KSI
The agreed statement of objectives and plans between the target business operation, the program director, and the senior management group to whom the program director reports. [D03899]

GJ

 PNG
Program Director
The role responsible for the overall success of a program. This role provides strategic direction and executive decision making for the program, and for managing relations with internal and external stakeholders. [D05576]

GJ

 MSP-UK 1999
The senior manager with the responsibility for the overall success of the program. The program director is usually drawn from the management of the target business area. [D01308]

G

 WST
PNG
Definitions for page P10: 50

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