Project management has its own language, from planning and governance through to Agile delivery, risk, scope and benefits. This A–Z glossary explains common project management terms in clear, practical language for learners, project team members and anyone working with projects, programmes or portfolios.
A
Agile
An iterative approach to delivering work in small, frequent increments, with regular feedback and adaptation.
Assumption
A factor believed to be true for planning purposes but not yet proven. Assumptions should be recorded and reviewed because they can affect risk.
B
Baseline
The approved version of a plan, schedule, scope or budget used as the reference point for measuring change and performance.
Benefits Realisation
The process of identifying, planning, tracking and confirming the measurable value expected from a project or programme.
C
Change Control
A formal process for assessing, approving, rejecting and recording proposed changes to an agreed project baseline.
Critical Path
The longest sequence of dependent activities that determines the shortest possible project duration.
D
Deliverable
A defined product, service or result that a project is expected to produce.
Dependency
A relationship where one activity, deliverable or decision relies on another being completed or available.
E
Earned Value Management (EVM)
A method of comparing planned work, completed work and actual cost to assess project performance.
Estimate
A reasoned forecast of the time, cost, effort or resources needed to complete work.
F
Float
The amount of time an activity can be delayed without delaying a dependent activity or the project finish date.
Feasibility Study
An assessment of whether a proposed project is practical, achievable and worthwhile before major commitment is made.
G
Gantt Chart
A timeline-based chart showing project activities, durations, dependencies and progress.
Governance
The framework of roles, decision rights, controls and oversight used to direct and manage a project.
H
Handover
The formal transfer of a completed deliverable, product or service into operational use or to its new owner.
I
Issue
A problem or event that has already occurred and requires action or a decision.
Initiation
The early project stage in which objectives, justification, scope, governance and high-level plans are established.
J
Justification
The rationale for undertaking a project, normally expressed through expected benefits, costs, risks and strategic value.
K
KPI (Key Performance Indicator)
A measurable value used to track whether a project, team or outcome is performing against an agreed objective.
L
Lessons Learned
Knowledge captured from experience so that successful practices can be repeated and problems avoided in future work.
Lifecycle
The sequence of phases a project passes through from initiation to closure.
M
Milestone
A significant point or event in a project schedule, often used to mark approval, completion or a key decision.
MoSCoW Prioritisation
A technique for classifying requirements as Must have, Should have, Could have or Won't have this time.
N
Network Diagram
A visual representation of activities and dependencies used to understand sequencing and scheduling.
O
Objective
A specific result the project is intended to achieve.
Outcome
The change, effect or result produced when project outputs are put into use.
P
PMO (Project Management Office)
A function that supports project governance, standards, reporting, assurance, methods and portfolio oversight.
Programme
A coordinated group of related projects and activities managed together to achieve outcomes and benefits that would be harder to realise separately.
Portfolio
A collection of projects and programmes managed together to support organisational strategy and investment priorities.
Project Charter
A document that formally authorises a project and summarises its purpose, objectives, stakeholders and authority.
Q
Quality Assurance
Planned activities that provide confidence that project processes and standards are appropriate and being followed.
Quality Control
Inspection, testing or review of outputs to confirm they meet agreed requirements and acceptance criteria.
R
RAID Log
A consolidated record of Risks, Assumptions, Issues and Dependencies used to support project control.
Risk
An uncertain event or condition that, if it occurs, could have a positive or negative effect on objectives.
Resource Levelling
Adjusting activity timing or resource assignments to resolve over-allocation or unrealistic demand.
S
Scope
The boundaries of what a project will and will not deliver.
Sprint
A fixed period in Scrum during which a team works to create a usable increment.
Stakeholder
A person, group or organisation that can affect, be affected by or perceive itself to be affected by the project.
T
Tolerance
The permitted variation around an agreed target, such as time, cost, scope, quality, risk or benefits, before escalation is required.
Triple Constraint
The interdependent relationship between scope, time and cost, often expanded to include quality, risk and resources.
U
User Story
A short, user-focused description of a requirement commonly used in Agile development, often expressed as a user need and intended benefit.
V
Value
The benefit or usefulness delivered to stakeholders relative to the resources, cost and risk involved.
Variance
The difference between a planned value and the actual or forecast value.
W
Work Breakdown Structure (WBS)
A hierarchical breakdown of project scope into smaller, manageable components.
Work Package
A defined portion of work that can be planned, assigned, estimated, monitored and controlled.
X
XP (Extreme Programming)
An Agile software development approach that emphasises frequent releases, close customer involvement, technical discipline and continuous feedback.
Y
YAGNI (You Aren't Gonna Need It)
An Agile principle that discourages building features or complexity until there is a genuine current requirement for them.
Z
Zero Float
A scheduling condition in which an activity has no spare time and any delay is likely to affect a successor or the project completion date.
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