Project Toolkit

Project Toolkit

Project Toolkit

PM Lexicon

Term Definition


Agile is an iterative delivery approach and begins with less stringent guidelines and then adjusts as needed throughout the process. Agile development is known for its ability to quickly translate an application that is in development to a full release at nearly any stage, making it well suited for applications that are updated frequently. While there are several Agile methodologies, they are all founded in the following core principles; focus on user needs, deliver iteratively, keep improving how your team works, fail fast and learn quickly and keep planning.

Benefits Management or

Benefits Realisation

Management (BRM)  

Benefits Management enhances normal project management techniques through a focus on outcomes (the benefits) of a project rather than products or outputs. This can help to reduce the risk of a completed project being a failure by delivering agreed upon requirements/outputs but failing to deliver the benefits of those requirements.

Benefits Realisation Review

Benefits realisation is a type of postimplementation review that focuses on the realisation of the anticipated business benefits.

Business Case

A business case justification the undertaking a project. It is usually based on the estimated cost of development and implementation against the risks and the anticipated business benefits and savings to be gained. In UCC the business case is made as part of the Project Proposal document.

Change Management 

Change management provides a structured approach for supporting the employees in the organisation to move from the current state to a future state.


The contingency provision with the project to cover unknown risks informed by the experience of similar projects – can be time, resources, cost, etc

Decision Log

The decision log records the decision, the decision-maker, the relevant dates, and references any related issues in the decision-making process.

Fast tracking

The acceleration and, on specified occasions, concurrent progression of a project through project phases.

Functional Requirements

Functional requirements may be calculations, technical details, data manipulation/processing and other specific functionality that define what a system is supposed to

accomplish. A function is described as a set of inputs, behaviour, and outputs.


Gantt Charts 

Scheduling tool where each activity is illustrated as a line, its length represents its duration and it is listed against a suitable timeline on the horizontal axis. The dependencies of each activity can be shown as well as other supporting information.


Integrated Change Control

Integrated Change Control is the process to ensure that all elements of the Project Plan are integrated including the project cost, scope, time, quality, risk, procurement, resources and communications.

Issues Register

An Issues Register contains a list of ongoing and closed issues of the project. As well as to track errors in a project, it can be used to order and organise the current issues by type and severity in order to prioritise issues.

Lessons Learned Workshop 

The lessons learned Workshop is a management tool for capturing the knowledge learned while implementing a project. The objective is to prepare the project team and future individuals with information that can better set them up for success. By building on past experiences, everyone will be more efficient and effective.

Lessons Learned Report

Lessons Learned Report records any insights gained during a project that can be usefully applied on future projects i.e. encourage the recurrence of positive outcomes and deter undesirable ones.

IT Services Management

The senior group that reviews the portfolio on a regular basis to ensure that it is correctly balanced to deliver the strategy of the Department.


A milestone marks specific points along a project timeline. Milestones are key events (project start and end date), key deliverables and major progress points that must be reached to achieve project success. In many instances, milestones do not impact project duration.  

Phase Gate Approval Process

Phase Gate Approval Process is a project management technique in which a project is divided into stages or phases, separated by gates. At each gate, the continuation of the process is decided by a manager and/or a steering committee. The decision is based on the information available at the time, including the business case, risk analysis and availability of necessary resources (e.g., money, people with correct competencies). 



A Portfolio refers to projects, programmes, sub-portfolios, and operations managed as a group to achieve strategic objectives. The projects or programs of the portfolio may not necessarily be interdependent or directly related.

Post-Implementation Review

A post-implementation review occurs as part of the final Gateway review and it examines what the project achieved. It compares the post-implementation objectives, observations and measurements with those outlined in the project proposal and PID. It also identifies lessons learned. 

Post-Project Review

A post-project review examines how the project team and the project manager performed and identifies what aspects of planning and review went well and what did not go so well


A set of Projects that have some common objectives, characteristics, interfaces or other linkages in terms of their business cases, implementation or operation which means that they are better considered together than in isolation.


A Project is defined as all phases of a temporary endeavour undertaken to create a unique product, service or result. The temporary nature of projects indicates a definite beginning and end. The end is reached when the project has achieved the intended results or when the project is terminated because the objectives will not or cannot be met, or when the need for the project no longer exists. 

Project Cost 


All of the costs associated with the implementation and deployment of the project, including capital expenditure, procurement of services and equipment and staff costs associated with the project implementation.

Project Plan

A core document produced by the Project Manager (with input from the project team) and approved by Project Sponsor during the Planning phase. It details how the project is to be managed throughout its life cycle.

Project Initiation

Document (PID)

Project Initiation Proposal captures and records basic information needed to correctly define and plan a project. It states what the project is aiming for and planning to achieve, the reason for meeting these aims, and lists people who are participating in the project development including their roles and responsibilities. 

Project Management


A structured and documented approach, comprising sets of behaviours, methods, and techniques, designed to ensure the successful delivery of a Project to prescribed standards in a cost-effective and scheduled manner.

Project Management Office


A Project Management Office (PMO) defines and maintains standards for project management within the organisation and strives to standardise and introduce economies of repetition in the execution.

There are typically 3 different types of PMOs:

Directive - Enterprise PMO Model;

Controlling - Project Coach Model;

Supportive - Project Repository.

Project Manager

The person assigned that is responsible to achieve the project objectives on time and within budget with the agreed project execution plan parameters.

Project Outcome

Project Outcome relates to the impact of the project and what are the short, medium and long term results.

Project Output

Project outputs are the tangible things the project intends to produce.


Project Portfolio

Management Framework


Project Portfolio Management (PPM) is the centralised management of the processes, methods, and technologies used by project managers and project management offices (PMOs) to analyse and collectively manage current or proposed projects based on numerous key characteristics. The objectives of PPM are to determine the optimal resource. 


mix for delivery and to schedule activities to best achieve an organisation’s operational and financial goals, while managing constraints imposed by customers, strategic objectives, or external real-world factors.

Project Proposal

The Project Proposal sets out all that is known from the Start stage about the proposed project as per document template parameters. It should list alternative ways of satisfying the needs and should set out the parameters and constraints that informed the approval-in-principle.


Project Schedule

A planned schedule of events or activities, which are organised to ensure the successful delivery of a project, or part of a Project, within a specified timeframe.

Project Sponsor or Senior

Responsible Officer (SRO)

The person or group that champions the project within the permanent organisation, provides support for the project, is accountable for its successful completion and for realisation of the project objectives and benefits.

Project Steering Committee


A project Steering Committee is the key body within the governance structure which is responsible for the business issues associated with the project that is essential to ensuring the delivery of the project outputs and the attainment of project outcomes. This includes approving the budgetary strategy, defining and realising outcomes, monitoring risks, quality and timelines, making policy and resourcing decisions, and assessing requests for changes to the scope of the project.

RACI Chart

RACI Chart is a responsibility assignment matrix (RAM) which describes the participation of various roles in completing tasks or deliverables for a project. It clarifies roles and responsibilities in projects.

Risk Management

Risk management runs for the entire lifetime of a construction project and seeks to minimise exposure to events that might increase the cost or extend the time-span of the works.

Risk Log

A risk log is a risk management tool that acts as a repository for all risks identified and includes additional information about each risk, e.g. nature of the risk, reference and owner, mitigation measures.


The work elements of which the project is comprised - which can be expressed in relation to time, cost and quality.


Stakeholder is a person or organisation (internal or external) that is actively involved in the project or whose interest may be positively or negatively affected by the execution or completion of the project

Stakeholder Register

A stakeholder register is a project management document that contains the information relating to the project stakeholders.

In this register, you may find the stakeholder's names, titles, roles, interests, power, requirements, expectations, and type of influence, etc.

Stakeholder analysis

Classification of stakeholders by power and interest within the project.

Software Test Plan

A software project test plan is a document that describes the objectives, scope, approach, and focus of a software testing effort. The process of preparing a test plan is a useful way to think through the efforts needed to validate the acceptability of a software product.

Systems Design Lifecycle

SDLC stands for the software development lifecycle. A software development lifecycle is essentially a series of steps, or phases, that provide a model for the development and lifecycle management of an application or piece of software.


A Waterfall process is a more traditional sequential development process and begins with a well-thought-out plan and defined set of requirements. The project moves from phase to phase only when the preceding one is complete, and the entire project is deployed at the same time.


Project Management Software

Currently, a number of different software packages are used to manage projects within IT Services. The main tools used are:

  • Jira
  • MS Excel
  • MS Project
  • MS Teams
  • Slack
  • Teamwork

It has been agreed that the requirements for PM software will be reviewed in 2020. 

IT Services Project Management Office