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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
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Term
Definition     Editor's Choice
Cat Source
Program Directorate
A committee which directs the program, in circumstances where this is not performed by an individual. It should be led by an accountable individual program director as chairman. [D05055]

FGJ

 KSI
A committee that directs the program when circumstances arise where there is no individual to direct the program. [D01309]

G

 WST
PNG
Program Evaluation and Review Technique ("PERT")
A project management technique for determining how much time a project needs before it is completed. Each activity is assigned a best, worst, and most probable completion time estimate. These estimates are used to determine the average completion time. The average times are used to figure the critical path and the standard deviation of completion times for the entire project. [D01310]

GJN

 WST
PMST
A technique for planning a project. [D01178]

N

 CCCP
An event and probability based network analysis system generally used in the research and development field where, at the planning stage, activities and their durations between events are difficult to define. Typically used on large programs where the projects involve numerous organizations at widely different locations. [D01179]

N

 PMK87
An event-oriented network analysis technique used to estimate project duration when there is a high degree of uncertainty with the individual activity duration estimates. PERT applies the critical path method to a weighted average duration estimate. Also given as Program Evaluation Review Technique. [D01311]

N

 PMK96
The form of network diagram in which events are displayed as nodes and where the connecting arrows indicate the precedence constraints. [D01312]

N

 SPM p304-9
An event oriented system. Generally used in research and development fields where activities and durations between events are difficult to define at the planning stage, yet completion of these activities by specific dates is essential to the success of the project. Typically, these projects involve massive programs, many large organizations, and extensive operation in many different locations. See also Arrow Diagramming and Precedence Diagramming. [D03080]

N

 CCCP
Program Execution Phase
The third phase of program management, in which the project portfolio management and transition activities are undertaken. [D03902]

G

 PNG
Program Executive
The group of individuals, supporting the program director, who has day-to-day management responsibility for the whole program. The program executive consists of those responsible for the following roles - the business change manager, the program manager, the program design authority. If a program support office has been established, its head may also attend regular meetings of the program executive. [D05056]

G

 KSI
Program Governance
The functions, responsibilities, processes and procedures that define how a program is set up, managed and controlled. [D06125]

G

 MSP-UK
Program Identification Phase
The first phase of program management, in which all high-level phase change proposals from available strategies and initiatives are considered collectively and their objectives and directions translated into one or more achievable programs of work. For each program identified a program brief is written and a program director appointed. [D05057]

G

 KSI
Program Implementation
The period covering the full economic life span of the investment program through retirement, i.e. when the full expected value of the investment is realized, as much value as is deemed possible has been realized, or it is determined that the expected value cannot be realized and the program is terminated. [D06126]

G

 115
Program Management ("PgM")
The effective management of a program that may cover any or all of the following: [D03742]

FGJN
CHMT

 CRMP
A management style very different from administrative or corporate management. The objective of program management is to complete a set of projects usually related in some way by a common goal. The life of a program management organization may be quite extended. However, it is characterized by the completion of the projects or tasks under its responsibility, each of which has a clear and finite termination. Program management is terminated when all its projects are completed. See also project management. [D01316]

FG

 CCCP
The effective management of several individual but related projects in order to produce an overall system that works effectively. [D01317]

FG

 WST
The management of a series of related projects designed to accomplish broad goals, to which the individual projects contribute, and typically executed over an extended period of time. [D01319]

FGJN
CHMT

 FWH
The selection and coordinated planning of a portfolio of projects so as to achieve a set of defined business objectives, and the efficient execution of these projects within a controlled environment such that they realize maximum benefit for the resulting business operations. [D03905]

FG

 PNG
A program is a specific undertaking to achieve a number of objectives. Examples include product and economic development programs where the programs follow a concept/design life cycle before moving into the implementation of multiple projects or production units. In the case of multiple projects there is not the same common objective. Instead, each project follows its own project lifecycle but the set of lifecycles should be coordinated and managed so the overall system works effectively. [D03906]

FG

 PNG
The coordinated management of a portfolio of projects, that benefit from a consolidated approach, to achieve a set of corporate objectives. [D04334]

FG

 027
The effective implementation of change through multiple projects to realize distinct and measurable benefits for an organization. A specific approach that sits above project management. Programs require a far higher degree of cross-business function coordination and direct alignment to business goals. [D04601]

FG

 037
Any of the following:
  1. The coordinated management of a portfolio of projects to achieve a set of business objectives
  2. In a multi-project organization, the directing of a portfolio of projects which benefit from a consolidated approach
  3. As a mega project, the management of a portfolio of projects towards one specific objective
  4. As a group of many projects for one client, the management of a series of projects within an organization and for the same client
  5. In a program management organization:

FG

 056
The overall direction of a project portfolio. Includes project prioritization, funding, support, and other management functions. [D05429]

FG

 MFC
Program Management Office ("PgMO")
In project portfolio management, the centralized management of a particular program or programs such that corporate benefit is realized by the sharing of resources, methodologies, tools, and techniques, and related high level project management focus. [D06127]

FGJN
CHMT

 PPM
The office responsible for the business and technical management of a specific contract or program. [D01320]

GJN
CHMT

 WST
An organizational entity established to complete a number of projects that collectively satisfy a strategic or tactical organizational objective, usually headed by a program manager and staffed by professionals from various disciplines. [D06128]

FGJN
CHMT

 PMTWG
Program Manager
The person responsible for a Program, including plans, funding, schedules, prioritizing resources and timely completion of projects on a priority basis and within established constraints. [D03550]

G

 RMW
The person generally responsible for the overall development of a product in its broadest sense. This may include in-service operation as well as related projects and tasks needed to ensure satisfactory development and delivery of the program. [D03743]

G

 CRMP
The individual responsible for day-to-day management of the program on behalf of the Program Director. [D03907]

FGJ
CHMT

 PNG
The individual responsible for managing a coordinated group of planned undertakings (projects) having a common goal or objective. [D04192]

GJ

 CSM
A multi-project level position responsible for integrating the efforts of all project contributors on his or her assigned projects. Note: The position may also be titled Multi-project Manager [D04605]

G

 038
The individual responsible for the day-to-day management of the program on behalf of the program director. The program manager is a member of the program executive. [D05060]

G

 KSI
The person with authority to manage a program. (Note that this is a role. The program manager may also be responsible for one or more of the projects within the program. They would be project manager on those projects as well as overall program manager.) The program manager leads the overall planning and management of the program. All Project Managers within the program report to the Program Manager.
Editor's Note: In general, this is not a desirable situation. [D05061]

G

 TM
The individual responsible for a number of related projects, each with its own project manager. [D06129]

GJ

 PMTWG
Program Mandate
A document defining the overall program objectives, and positions the program within the organization's corporate mission, goals, strategies and other initiatives. It is the trigger for program management. [D05577]

FG

 MSP-UK 1999
Program Office ("PgMO")
The function providing the information hub and standards custodian for a program and its delivery objectives; could provide support for more than one program and/or a range of projects. [D06130]

FG

 MSP-UK
A group within an organization responsible for supply, support, and internal consulting to ensure that projects are carried out consistently and successfully in accordance with company strategies. See also Project Support Office.
Editor's Note: In this case, the PgMO serves the organization's projects in general and not necessarily one particular program. [D04596]

FGJ
CHMT

 RMW
A part of a program organization supporting the program management team. [D06480]

FG

 IPMA
Program Plan
A collective term for the benefits management plan, risk management plan, transition plan, project portfolio plan and design management plan, which are components of the program definition statement. [D05062]

FGJ
CHMT

 KSI
A description of how the program will deliver the blueprint and when the benefits can be realized. [D05578]

GJ

 MSP-UK 1999
Program Planning
The planning and monitoring of a number of simultaneous related projects. [D05063]

GJN

 056
Program Portfolio
A grouping of programs, projects, services or assets selected, managed and monitored to optimize business return. [D06131]

FGJ

 115
Program Risk
See Risk, Program. [D06132]

FGJ
CHMT

  
Program Schedule
A representation of the projects within a program grouped into tranches. [D05579]

FG

 MSP-UK 1999
Program Status Date
The date up to which all program information is complete. [D01322]

FG

 WST
Program Support Office ("PSO")
An organization giving administrative assistance to the program manager and the program executive, particularly with management information reporting. The PSO may, where appropriate, serve both the program and the individual projects. [D05064]

FGJ
CHMT

 KSI
A group that gives administrative support to the program manager and the program executive. [D01323]

GJ

 WST
Programme
See Program
Editor's Note: "Programme" is the European spelling of the US word "Program". [D04333]

FGJ
CHMT

  
Programmer
A computer software position with responsibility for writing (coding) a logical sequence of instructions to the computer to solve a computational, sequencing, or reporting problem using one or more computer languages. [D01325]

GJ
T

 SPM p304-9
Programmer Trainee
A job category assigned to beginning programmers, usually with less than a year of on-the-job experience; the length of apprentice time varies by company. [D01326]

GJ
T

 SPM p304-9
Definitions for page P11: 50

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