- Project Structure
-
 The set of activities comprising a project and their relations. (See also Work Breakdown Structure.) [D01522]
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NPMT |
- Project Success
-
 Traditionally, project management success has been viewed as bringing the project in on time and under budget. Today, however, Project Success is also viewed as delivering the product to specifications, including requirements of quality, function and other attributes. Whether or not the product produces the intended benefits is not the responsibility of project management – it is the responsibility of those deploying the product once it is delivered. [D06504]
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IPMA p40 |
- Success is achieved when a project has been completed according to all requirements and satisfies the project’s Key Success Indicators. [D01523]
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PMGdLns |
- The achievement of stakeholder satisfaction. [D01524]
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FWH |
- A multi-dimensional construct that inevitably means different things to different people. It is best expressed at the beginning of a project in terms of key and measurable criteria upon which the relative success or failure of the project may be judged. For example, criteria such as will it:
See also Key Success Indicators.
Editor's Note: To this list should be added a fourth bullet - Does the deliverable show every likelihood of delivering the intended benefits? [D05703]
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MFP3i |
- Project Success Criteria
- Criteria that should be clearly defined and agreed before significant development is initiated. These may be defined in a number of ways such as:
Success Criteria and the manner of their achievement should be documented in the project's strategic plan. [D03756]
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CRMP |
- The measures by which the successful outcome can be judged; the dependent variables that measure success, the business objectives to be achieved from the project.
Editor's Note: This definition is better described by Key Performance Indicators or Key Success Indicators. [D06168]
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120 |
- Project Success Factors
- The elements of a project that can be influenced to increase the likelihood of success: the independent variables that make success more likely.
Editor's Note: "Factors" from a project perspective are generally viewed as "givens". However, from a project portfolio perspective, they may well represent risks that can be removed or at least mitigated at the executive level. [D06169]
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120 |
- Project Success/Failure Criteria
- The criteria upon which the relative success or failure of a the project may be judged. Three basic sets of criteria can be identified:
- The sponsoring organization, owner or user.
- The traditional or classical project management one of on time, in budget or to specification.
- Project profitability.
It is important to note that criteria change with time. The fact that the original objectives were not achieved does not necessarily mean the project was a failure. [D03928]
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PNG |
- The criteria by which the success or failure of a project may be assessed. [D01525]
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WST |
- Project Support
- An administrative role in the project management team. Project support can be in the form of advice and help with project management tools, guidance, administrative services such as filing and the collection of actual data. The provision of any project support on a formal basis is optional. Tasks either need to be done by the project manager or delegated to a separate body and this will be driven by the needs of the individual project manager. [D05828]
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PRNC2 2005 |
- Project Support Office
- A group set up to provide certain administrative services to the project manager. Often the group provides its services to many projects in parallel. [D05458]
|
PRNC2 2002 |
- The central location of planning and project support functions that has the responsibility of managing resources across projects and maintaining planning standards. [D01526]
|
WST |
- A resource that supports the project through the examination of project status information and the provision of project help as needed. [D03757]
|
CRMP |
- Where a large number of projects are regularly undertaken it can be beneficial to concentrate the planning and project support functions in one area which has the responsibility of managing resources across projects and maintaining planning standards. [D03929]
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PNG |
- Project Task Force
- The project personnel, dedicated full time to the project business. (See Project Team.) [D01527]
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NPMT |
- Project Team
- The central management group headed by a project manager and responsible for the management and successful outcome of the project. [D01533]
|
FWH |
- A term used to designate the personnel working on a project who report to the project manager administratively, not merely for the work on the project. [D01528]
|
SPM p304-9 |
- The group of persons organized for the purpose of executing a project or part of a project. (See also Project Group and Project Task Force.) [D01529]
|
NPMT |
- The central management group of the project. The assembly of people, considered as a group, that shares responsibility for the accomplishment of project goals and who report either part-time or full-time to the project manager. [D01530]
|
PMK87 |
- The team set up to execute a project. [D01531]
|
CPMUSC p176-8 |
- Those who report to the project manager. [D01532]
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WST |
- Set of individuals, groups and/or organizations, including all contractors and consultants, that are responsible to the project manager for undertaking project tasks.
[D04593]
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APM
BS |
- The project team consists of the full-time and part-time resources assigned to work on the deliverables of the project, and achieve the project objectives. They are responsible for:
The project team can be made up from within one functional department or organization, or from many. A cross-functional team has members from multiple departments or organizations, and typically involves matrix management.
[D05082]
|
TM |
- A small number of people with complementary skills who are committed to a common purpose, performance, goals, and approach. [D05829]
|
Q&A p135 |
- A group with complementary skills, a common purpose, shared goals, and mutual accountability who share responsibility for accomplishing project goals and who report either full or part time to a project manager. [D06170]
|
PMTWG |
- Project Team Directory
- A desk reference that lists team members along with their contact information and possibly their roles and responsibilities on the project. [D05704]
|
RMW |
- Project Team Members
- Members of the core project team and those that are assigned to development and/or support the project deliverables. [D05705]
|
WSG |
- The people who report either directly or indirectly to the project manager. [D01534]
|
PMK96 |
- Project Teamwork
- The forming of a group of people into a team that is to work together for the benefit of the project. It can be achieved in a formal manner by use of startup meetings, seminars, workshops, etc. and in an informal manner by getting the team to work well together. Motivating and resolving conflicts between individual members of the team are important elements of teamwork. Cultural characteristics of the team members should be given full consideration. Different cultures create different working needs. [D03758]
|
CRMP |
- Project Technical Plan
- A plan produced at the beginning of a project that addresses strategic issues related to quality control and configuration management. [D01535]
|
WST |
- Project Termination
- Conclusion of project activities. [D01536]
|
NPMT |
- Project Time Frame
- The overall period of time that encompasses the complete project life cycle. [D03199]
|
RMW |
- Project Time Management
- A subset of project management that includes activity definition, activity sequencing, activity duration estimating, schedule development and schedule control in order to complete the project on time. [D01537]
|
WST |
- Project Transition Phase
- The fourth and final major phase of project delivery in which the product is transferred to the care, custody and control of the users. Also called Transfer Phase, Finishing Phase, Closeout Phase, or Commissioning Phase. [D06505]
|
RMW |
- Project Users
- The persons who will actually use the product or results of a project in their operations. See also Participants and Constituents. [D03789]
|
SU |
- Project Valuation
- Estimating the value of the project for society, the client, etc. [D01538]
|
NPMT |
- Project Visibility
- The means by which project personnel and management become aware of project activity to facilitate timely statusing and effective corrective action. [D04202]
|
CSM |
- Project Vision
- The picturing of the project's deliverable as the solution to the stated need or problem. [D03394]
|
RMW |
- Project Vision Statement
- A written description of the Project Vision. [D01384]
|
RMW |
- Project Web Site
- A viable alternative to a Communication Room, or War Room, where the project team is geographically dispersed. [D02487]
|
RMW |
- Project/Program Methodology
- A documented process for the management of projects or programs containing procedures, definitions of terms and roles & responsibilities. [D03869]
|
PNG |
- Project-Based Management
- See Enterprise Project Management. [D04344]
|
PCD |
- Projection
- An estimate of future performance based on the review of historical information, present situation, and future outlook. [D06171]
|
PMTWG |
- Projectized
- The segregation of some corporate, administrative or commercial activities into packages of work that can then be treated like projects [D03200]
|
RMW |
- Projectized Organization
- Any organizational structure in which the project manager has full authority to assign priorities and to direct the work of individuals assigned to the project. [D01539]
|
PMK96 |
- An organization in which all of the key management positions in project delivery report directly to the project leader. [D06507]
|
Costin |
- Projects, Phased Rollout
- A class of projects that contain isolated phases that implement similar results over time in varied locations, and/or successive iterations of results in the same location. See also Projects: Unified and Projects: Staged Completion. Editor's Note: The term "phase" in this case is different from the internal phases of the original project. See also Projects, Staged Completion and Projects, Unified. [D06172]
|
PMJ |
- Projects, Staged Completion
- A class of projects that contain phases that implement varied sets of deliverables on successive dates, and those phases are generally concurrent or overlapping. See also Projects: Unified and Projects: Phased Rollout. Editor's Note: This class is more often viewed as a program. Note also that the use of the term "phase" is different, being external rather than internal. See also Projects, Phased Rollout and Projects, Unified. [D06173]
|
PMJ |
- Projects, Unified
- A class of projects that contain various phases, but the results are implemented as a "big Bang" with one set of deliverables, implemented with a singular completion date. See also Projects, Phased Rollout and Projects, Staged Completion. [D06174]
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PMJ |
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Definitions for page P20: 50
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