Acceptance Criteria

A prioritised list of criteria that the final product(s) must meet before the customer will accept them; a measurable definition of what must be done for the final product to be acceptable to the customer.They should be defined as part of the Project Brief and agreed between customer and supplier no later than the project initiation stage. They should be documented in the Project Initiation Document.

Activity network

A flow diagram showing the activities of a plan and their interdependencies.The network shows each activity’s duration, earliest start and finish times, latest start and finish times and float.Also known as ‘planning network’. See also Critical path.

Baseline

A snapshot; a position or situation that is recorded. Although the position may be updated later, the baseline remains unchanged and available as a reminder of the original state and as a comparison against the current position.Products that have passed their quality checks and are approved are baselined products. Anything ‘baselined’ should be under version control in configuration management and ‘frozen’, i.e. no changes to that version are allowed.

Benefits
The positive outcomes, quantified or unquantified, that a project is being undertaken to deliver and that justify the investment.

Benefits realisation

The practice of ensuring that the outcome of a project produces the projected benefits claimed in the Business Case.

Business Case

Information that describes the justification for setting up and continuing a PRINCE2 project. It provides the reasons (and answers the question: ‘Why?’) for the project.An outline Business Case should be in the Project Mandate. Its existence is checked as part of the Project Brief, and a revised, fuller version appears in the Project Initiation Document. It is updated at key points, such as end stage assessments, throughout the project.

Change authority
A group to which the Project Board may delegate responsibility for the consideration of Requests for Change.The change authority is given a budget and can approve changes within that budget.

Change budget

The money allocated to the change authority to be spent on authorised Requests for Change.

Change control

The procedure to ensure that the processing of all Project Issues is controlled, including submission, analysis and decision making.

Checkpoint

A team-level, time-driven review of progress, usually involving a meeting.

Checkpoint Report

A progress report of the information gathered at a checkpoint meeting which is given by a team to the Project Manager and provides reporting data as defined in the Work Package.

Communication Plan

Part of the Project Initiation Document describing how the project’s stakeholders and interested parties will be kept informed during the project.

Concession

An Off-Specification that is accepted by the Project Board without corrective action.

Configuration audit
A comparison of the latest version number and status of all products shown in the configuration library records against the information held by the product authors.

Configuration control

Configuration control is concerned with physically controlling receipt and issue of products, keeping track of product status, protecting finished products and controlling any changes to them.

Configuration management

A discipline, normally supported by software tools, that gives management precise control over its assets (for example, the products of a project), covering planning, identification, control, status accounting and verification of the products.

Contingency budget

The amount of money required to implement a contingency plan. If the Project Board approves a contingency plan, it would normally set aside a contingency budget,which would only be called upon if the contingency plan had to be implemented when the associated risk occurs. See also Contingency plan.

Contingency plan

A plan that provides details of the measures to be taken if a defined risk should occur.The plan is only implemented if the risk occurs. A contingency plan is prepared where other actions (risk prevention, reduction or transfer) are not possible, too expensive or the current view is that the cost of the risk occurring does not sufficiently outweigh the cost of taking avoiding action – but the risk cannot be simply accepted.The Project Board can see that, should the risk occur, there is a plan of action to counter it. If the Project Board agrees that this is the best form of action, it would put aside a contingency budget, the cost of the contingency plan, only to be used if the risk occurs.

Critical path

This is the line connecting the start of an activity network with the final activity in that network through those activities with zero float, i.e. those activities where any delay will delay the time of the entire end date of the plan.There may be more than one such path.The sum of the activity durations on the critical path will determine the end date of the plan.

Customer
The person or group who commissioned the work and will benefit from the end results. Customer’s quality expectations A statement from the customer about the quality expected from the final product. This should be obtained during the start-up of a project in Preparing a Project Brief (SU4) as an important feed into Planning Quality (IP1),where it is matched against the Project Approach and the standards that will need to be applied in order to achieve that quality.

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