IPMA Level D key terms

A document that justifies a project by comparing the expected benefits with the costs and risks, and which is reviewed at decision points to confirm the project is still worth doing.

The set of rules, roles and decision-making structures that determine who authorises a project, who is accountable for it, and how its performance is monitored and reported.

Meeting the laws, regulations, standards and internal policies that apply to a project, and being able to show evidence that these obligations have been met.

The degree to which a project's objectives and expected benefits support the longer-term goals and priorities of the organisation that funds it.

The measures agreed with key stakeholders at the start that will be used to judge whether a project has delivered what was expected, covering scope, time, cost and benefits.

The sequence of phases a project passes through from start to finish, such as initiation, planning, execution and closure, each ending with a decision point or review.

The measurable improvements or value that stakeholders gain as a result of the project's outputs, often realised only after the project itself has ended.

A technique that maps stakeholders according to how much influence they have and how much they care about the project, in order to plan appropriate engagement.

The shared values, norms and accepted ways of working within an organisation, which shape how people communicate, take decisions and react to change.

Considering the economic, social and environmental effects of a project over the long term, so that its results can be maintained without unacceptable harm or cost.

The ability to influence, guide and motivate people towards shared project goals, including setting direction, taking decisions and accepting responsibility for outcomes.

Working cooperatively with others so that individual skills combine into a shared effort, with clear roles, mutual trust and joint accountability for results.

The process of addressing disagreements between people openly and constructively so that the working relationship and the project are not damaged.

A discussion aimed at reaching an agreement that both sides can accept, often used for resources, deadlines, scope or contracts, based on preparation and understanding of interests.

Acting honestly and consistently in line with stated values and professional standards, keeping promises and admitting mistakes even when doing so is uncomfortable.

Regularly reviewing your own behaviour, strengths and mistakes, and using what you learn to improve the way you work with others on the project.

Exchanging information so that the receiver understands the message as intended, using channels and formats suited to the audience, purpose and urgency.

The inner and outer drivers that make people willing to put effort into project work, influenced by recognition, interesting tasks, fair treatment and clear goals.

Identifying the people and groups affected by or able to influence the project, and building and maintaining relationships with them through planned two-way communication.

The stages a group passes through as it becomes an effective team, typically forming, storming, norming and performing, and later disbanding when the work ends.

Specific, timely information given to a person about the effect of their behaviour or performance, intended to reinforce good work or make improvement possible.

The agreed boundary of what a project will and will not deliver, described through its outputs, requirements and the work needed to produce them.

A hierarchical breakdown of the total work of a project into smaller, manageable pieces that can be estimated, scheduled and assigned to a responsible person.

A tangible or intangible result that the project must produce, such as a document, product, service or decision, which can be reviewed and formally accepted.

A significant point in the project schedule marking the completion of a key result or the start of a new phase, usually shown with zero duration.

A bar chart that shows project activities along a time axis, making it easy to see durations, sequence, overlaps and progress against the plan.

The longest chain of dependent activities in a schedule, which determines the shortest possible duration of the project; any delay on it delays the whole project.

An approved and frozen version of the plan for scope, schedule and cost, used as the reference against which actual progress and changes are measured.

A living document listing identified risks with their causes, likely effects, probability, impact, owner and the response agreed for each one.

The planned action taken to deal with a risk, such as avoiding it, reducing it, transferring it to another party, or accepting it and setting aside contingency.

A formal procedure for requesting, assessing and approving or rejecting changes to the agreed baseline, so that approved changes are recorded and understood.

The planned activities that check whether project processes are being followed properly, so that the required quality is built in rather than inspected at the end.

The process of obtaining goods or services from an outside supplier, covering the decision to buy, selecting the supplier, agreeing the contract and managing performance.

A table that shows, for each task or decision, who is responsible for doing it, who is accountable, who must be consulted and who must be kept informed.

Insights captured during and after a project about what worked well and what did not, recorded so that future projects can benefit from the experience.

A technique that compares the value of work actually completed with the planned value and the actual cost, to show schedule and cost performance objectively.

Documented statements of what the project's output must do or contain, derived from stakeholder needs and used to define and later test the solution.

The way a project team is positioned within the parent organisation, ranging from a weak matrix where functional managers control resources to a dedicated project team.