APM PMQ key terms

A temporary, unique piece of work with a defined start and finish, undertaken to deliver specified outputs or outcomes that meet agreed requirements within constraints such as time, cost and quality.

The application of knowledge, skills, tools and techniques to plan, organise, control and deliver a project so that its objectives are met and the desired benefits are realised.

A group of related projects and change activities managed together in a coordinated way to achieve outcomes and benefits that could not be obtained by managing them individually.

The framework of authority, accountability, policies and decision-making structures that directs and controls a project, ensuring it stays aligned with organisational strategy and remains justified.

The senior decision-making body that provides direction and support to the project manager, approves key plans and changes, and is accountable for the project's overall success.

The senior individual who owns the business case, secures resources and funding, champions the project at senior level and is ultimately accountable to the organisation for its outcomes.

A responsibility assignment matrix recording, for each activity or deliverable, who is Responsible, Accountable, Consulted and Informed, clarifying roles and reducing ambiguity over decision rights.

Any individual or group that can affect, be affected by, or perceives itself to be affected by the project, its activities or its outcomes, including customers, users, suppliers and regulators.

The process of identifying stakeholders and assessing their interest, influence, expectations and potential impact, so that engagement effort can be prioritised and tailored appropriately.

A document setting out who needs what information, in what format, how often and through which channel, together with who is responsible for providing it.

The deliberate process of building and maintaining constructive relationships with stakeholders through timely, honest communication and involvement, so their expectations are understood and managed.

A hierarchical decomposition of the total scope of work into manageable, deliverable-oriented components, providing the basis for estimating, scheduling, assigning responsibility and controlling scope.

The longest sequence of dependent activities through a network diagram, which determines the shortest possible project duration; delay to any activity on it delays the project.

The spare time available to an activity; total float is the delay possible without moving the project end date, while free float is the delay possible without affecting the next activity.

Adjusting the timing of activities within their available float to smooth peaks and troughs in demand for people, equipment or funds, often extending duration to keep resource use within agreed limits.

The agreed financial plan for the project, allocating estimated cost to work packages and time periods, against which actual expenditure and forecast outturn are monitored and controlled.

The approved, time-phased version of the project budget, including contingency but excluding management reserve, used as the reference point for measuring cost performance.

A technique that integrates scope, schedule and cost by comparing the value of work performed against planned value and actual cost, to forecast performance and completion cost.

An amount of time or money set aside in the baseline to cover the expected impact of identified risks and uncertainties that remain after responses have been planned.

An uncertain event or set of events that, should it occur, will have an effect on the achievement of project objectives; it may be a threat or an opportunity.

A log recording each identified risk, its causes, potential effects, assessed probability and impact, owner, planned response and current status, reviewed regularly throughout the project.

The planned action taken to address an identified risk, such as avoid, reduce, transfer or accept for threats, and exploit, enhance, share or accept for opportunities.

The amount and type of risk an organisation or individual is willing to accept in pursuit of objectives, which guides how risks are evaluated and which responses are considered acceptable.

A problem or event that has already happened and is currently affecting the project, requiring resolution or management action rather than assessment of probability.

The planned, systematic activities that check whether processes are being followed correctly, providing confidence that the project will meet its quality requirements.

The process of measuring and inspecting deliverables and results against agreed standards and acceptance criteria, identifying defects and triggering corrective action where they occur.

The specific, measurable conditions that a deliverable or product must satisfy to be accepted by the customer or user, agreed before the relevant work begins.

A formal process for identifying, evaluating, approving or rejecting and implementing changes to the baselined scope, schedule, cost or quality, ensuring changes are justified and recorded.

A documented request to alter an agreed baseline, product or requirement, which is assessed for impact and then approved or rejected by the appropriate authority.

The discipline of identifying, recording, controlling and verifying the status of project products and their versions, so that changes are tracked and the correct versions are used.

Any component, document or product that is placed under configuration management and is therefore uniquely identified, version controlled and subject to formal change procedures.

A model describing team development through the stages of forming, storming, norming, performing and adjourning, helping a project manager adapt their leadership style as the team matures.

A framework of nine behavioural roles, such as coordinator, shaper and implementer, describing the mix of contributions a balanced team needs in order to perform effectively.

Characteristic patterns of behaviour a manager uses to influence a team, ranging from directive and task-focused to participative and supportive, chosen to suit the situation and team maturity.

The way a manager handles disagreement within or around the team, using approaches such as collaborating, compromising, accommodating, avoiding or competing depending on the situation.

The document justifying the investment by setting out the strategic case, expected benefits, costs, risks and timescales, reviewed at decision gates to confirm the project remains viable.

The processes of planning, sourcing, selecting suppliers and agreeing contracts for goods or services the project needs, ensuring value for money and an appropriate allocation of risk.

An agreement in which the supplier commits to deliver a defined scope for an agreed price, placing most cost risk on the supplier and requiring well-specified requirements.

The process of ensuring the benefits identified in the business case are actually delivered and measured, often continuing after the project closes and owned by the business.