PRINCE2 Agile glossary

A B C D E F G H I K L M P Q R S T U V W

accept (risk response)

A recognition of the potential impact of a risk and the decision to proceed with the project, understanding that the risk could fully realise and affect project objectives.

acceptance

The official acknowledgement that the project has met all the agreed-upon acceptance criteria and therefore fulfils stakeholder requirements.

acceptance criteria

A prioritised list of conditions that the project’s final product must meet for the customer to accept it, providing clear and measurable attributes for stakeholder satisfaction.

accountable

An individual who bears ultimate responsibility for an action or decision, with accountability being non-transferable, in contrast to responsibility which pertains to task execution.

activity

A defined endeavour or set of tasks conducted over a period, producing specific results, and subject to management within the PRINCE2 framework.

Agile and Agile methods

A diverse array of practices, frameworks, principles, and techniques enabling collaborative, prioritised, iterative, incremental, and time-boxed work, compatible with PRINCE2 through methods like Scrum and Kanban.

Agile behaviours

Characteristics reflecting the Agile philosophy, including teamwork, autonomous organisation, prioritising the customer, empowerment, and fostering a trust-centric rather than blame-centric culture.

Agile plans

Layouts for Agile activities that arrange features or groups thereof in sequence, taking dependencies into account, and are often created with input from the teams responsible for execution, maintaining a focus on product delivery.

Agilometer

A tool designed to appraise the risks associated with integrating Agile in a PRINCE2 project and guide the adaptation of PRINCE2 elements to manage these risks effectively.

approval

The formal confirmation that a product is finished and complies with its specified requirements, inclusive of any agreed concessions.

approver (in quality context)

The person or body officially sanctioned to endorse a product as complete, be it a management or specialist product, ensuring it is fit for purpose.

assumption

A premise taken as true for planning purposes, often due to unknown or undecided factors, and generally reserved for issues of significant impact that require substantial replanning if proven incorrect.

assurance

A suite of systematic activities designed to provide confidence that a particular entity – whether a system, process, organisation, or project – is capable and suitable for its intended purpose.

authority

The vested power to allocate resources and make decisions within the context of a project, its stages, and teams.

authorisation

The formal granting of power or rights.

avoid (risk response)

A risk mitigation strategy that aims to eliminate the possibility of a threat occurring or to remove its potential impact.

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Backlog

A prioritised list detailing new functionalities to be incorporated into a product, usually consisting of user stories that specify the need and rationale for each feature.

backlog item

An element listed within a backlog, which can be a user story, task or another form, recorded in various formats such as digital tools or physical boards.

baseline

Approved reference points that serve as standards for comparison and management of various project elements over time.

baseline management product

A project document describing certain aspects of the project that, upon approval, becomes subject to formal change control processes.

benefit

An advantage recognised by the investing organisation, measurable and attributable to an outcome that supports one or more business goals.

benefits management approach

An outlined methodology detailing actions for managing and reviewing benefits to ensure they are realised and project outcomes are achieved.

benefits review plan

A document outlining the method and timing for evaluating the realisation of the project’s benefits, potentially maintained at the programme level if the project is managed within one.

benefits tolerance

The permissible variance in projected benefits that can occur before the need for escalation to higher management, as documented within the business case.

brainstorming

An ideation technique used by groups to generate numerous ideas where evaluation is deferred, commonly used in problem management to identify possible root causes.

burn chart

A burn chart is a visual method for tracking progress within a time period, typically displaying completed and remaining work, with regular updates to reflect progress.

burn-down chart

A graphical representation showcasing the remaining amount of work to be done in a project or segment thereof.

burn-up chart

A visual tool indicating the volume of work completed in a project, often used alongside a burn-down chart to illustrate progress.

business

The entity providing the mandate and framework for a project within which it is managed and governed.

business ambassador

A DSDM role serving as the primary representative of business interests within a project, providing expertise on business requirements and ensuring the project outcomes align with business expectations.

business case

A structured proposition for a business initiative, articulating the benefits, costs, risks, and timescales against which the continuation of viability is assessed.

business layer

The external governance layer that defines overall project objectives and tolerances, and holds the project board to account for their realisation.

business objective

Specific and measurable outcomes that indicate progress towards an organisation’s strategic goals and to which the project is expected to contribute.

business opportunity

An unforeseen positive development that can lead to beneficial outcomes for the project or the user organisation.

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capability

The collective outputs from a project that are necessary to achieve a specific outcome.

centre of excellence

A centralised corporate unit tasked with ensuring consistency in methodology, providing process oversight, knowledge management, training, and assurance across multiple project, programme, and portfolio environments.

Change control approach

An explanation of the processes and responsible parties for managing changes and safeguarding project products, crafted typically during the initiation stage.

change

An alteration to any of the project’s management products that have been previously approved and established as a baseline for the project.

change authority

An entity, either individual or collective, given the mandate by the project board to assess change proposals and empowered with a pre-defined change budget for decision-making.

change budget

Funds allocated to the change authority for the implementation of approved change requests.

change control

A systematic procedure ensuring that all changes that may affect the project’s agreed objectives are identified, appraised, and then approved, rejected, or postponed.

change management

The structured approach by which an organisation transitions individuals, teams, and organisations to a desired future state.

checkpoint

A scheduled review of progress at a point in time at the team level within a project.

checkpoint report

A report of progress from a team to the project manager at regular intervals, providing detailed data as specified in the work package.

class of service

Categories assigned to different types of work that influence prioritisation, with each class possessing distinct risk profiles, especially regarding schedule risk and cost of delay.

closing recommendation

A proposal prepared by the project manager for the project board, suggesting the project can be concluded when all predefined criteria are met.

co-creation

A process where stakeholders, including customers and users, collaboratively engage in the development and design of products, ensuring alignment with project and organisational practices.

collaboration

The process of engaging jointly with others in the project’s ecosystem to achieve common goals, involving the sharing of ideas, resources, and efforts.

communication management approach

A strategy describing the interactions among project members, fostering relationship development and supportive practices throughout the project ecosystem.

communication management strategy

A documented approach detailing the methods and frequency of communication to be employed between the project team and its stakeholders.

concern

An issue that necessitates assessment regarding its importance and potential impact.

configuration item

An item that is subject to configuration management processes and may include product components, the product itself, or a set of products within a release.

configuration item record

Documentation detailing the status, version, and variant of a configuration item, as well as important relationship information between items.

configuration management

The technical and administrative activities associated with the controlled alteration and upkeep of a configuration item.

configuration management strategy

A plan describing how and by whom the project’s products will be maintained and safeguarded against unauthorised changes.

concession

A departure from a project’s originally specified requirements or standards that is accepted by the project board without necessitating corrective measures.

constraint

A limit or restriction within which the project must operate.

Contingency

Reserved resources or measures to manage variances in time and cost or to handle risks. PRINCE2 advocates managing variances via setting tolerances and handling risks with appropriate responses.

corrective action

Interventions aimed at rectifying deviations from a plan’s tolerances or to remedy defects found in a product.

cost tolerance

The allowable variance in a plan’s financial projections before necessitating escalation to higher management for review, as specified in the plan.

culture

Collective beliefs, values, norms, and practices that characterise a group of people or an organisation, influencing behaviours within project and organisational contexts.

customer

The individual or group commissioning the project, bearing the cost, and benefitting from the end results. ‘Customer’ denotes a commercially-based relationship between the entity financing the project and the supplier.

customer subject matter expert

A team member within the delivery team representing customer stakeholders, assuring that the product and its components are fully understood and accurately realised.

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daily log

A journal maintained by the project manager to log informal issues and concerns pertinent to the project.

dashboard

A graphical interface displaying key performance data in real-time, providing a concise and user-friendly overview to facilitate quick and informed decision-making.

data analytics

The practice of examining data to enhance operational efficiency or decision-making, involving data collection, processing, and analysis to uncover valuable insights and guide actions.

definition of ‘done’

A ‘Definition of Done’ (DoD) is a set of criteria used to ascertain when a task or collection of tasks has been completed, categorising them as ‘done’ or ‘not done’.

definition of ‘ready’

A ‘Definition of Ready’ is a series of conditions that determine whether a task is adequately prepared to commence.

deliverable

Also known as an output, it refers to any tangible or intangible artefact produced during a project intended to be delivered to a customer or sponsor.

delivery method

The systematic approach taken to execute and fulfil the work of a project, which may be iterative, incremental, linear, or a blend, in alignment with the project’s unique demands.

delivery model

The organisational and commercial constructs chosen to achieve the project’s objectives, taking into account the capabilities and constraints of all involved parties.

demo

An informal presentation of a product or interim product to stakeholders to garner feedback and demonstrate current progress.

dependency

A relationship between tasks or products wherein the initiation or functionality of one is dependent on the completion or state of another.

DevOps

DevOps is an integrated approach to software development and IT operations with the aim of shortening the systems development life cycle while delivering features, fixes, and updates frequently in close alignment with business objectives.

dis-benefit

An outcome that is perceived as detrimental by stakeholders and leads to a decline in one or more organisational objectives.

discovery (phase)

An initial phase in a project where the groundwork is laid for subsequent development, often referred to as Sprint zero in Agile methodologies.

disruptive

A descriptor for initiatives with significant uncertainty and potential to induce major change in existing systems or markets, such as groundbreaking innovations.

Dynamic Systems Development Method (DSDM)

DSDM is an established Agile project delivery framework that emphasises collaboration and a clear governance structure.

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early adopter

A customer who is one of the first to acquire or use a new product, typically open to innovative solutions and willing to accept an initial lower quality in exchange for early access, providing valuable early feedback.

early warning indicators

Metrics that are tracked to monitor specific critical aspects of a project, triggering pre-emptive actions if they reach particular threshold levels aligned with project objectives.

embedding (PRINCE2)

The process by which PRINCE2 is ingrained into an organisation as the standard method for project management, ensuring consistent application across the organisation.

emergent

In Agile environments, this term describes decision-making and solution development that evolves progressively, favouring adaptive planning and evolutionary development over extensive upfront planning.

empirical/empiricism

Decision-making based on evidence observed from practical experience rather than theoretical reasoning or pure intuition.

end project report

A comprehensive document prepared by the project manager for the project board, confirming delivery of all project products and assessing the project’s overall performance against the initial project initiation documentation.

end stage assessment

An evaluation conducted by the project board and project manager, examining the end stage report to decide whether to approve the subsequent stage plan.

end stage report

A report by the project manager to the project board at the end of each management stage, detailing the performance and current status of the project.

enhance (risk response)

A proactive approach to managing an opportunity by taking steps to increase the likelihood of its occurrence and the beneficial impact it may have if it does occur.

epic

A broad and as-yet undefined requirement that will eventually be refined and decomposed into smaller, more manageable user stories or requirements.

event-driven control

A form of project control that is triggered by specific events, such as the end of a stage, completion of project initiation documentation, or production of an exception report.

exception

A situation where a deviation is forecasted that will exceed the agreed tolerances set between the project manager and the project board, or higher authorities.

exception assessment

The process of reviewing an exception by the project board to decide whether to approve the associated exception plan.

exception plan

A plan developed following an exception report, covering the remainder of the management stage or replacing the project plan in the event of a project level exception.

exception report

A detailed account prepared by the project manager for the project board about an exception, describing the situation, its impact, and suggested actions.

executive

The individual responsible for the overall success of the project, ensuring objectives are met, benefits are realised, and the project is managed actively, serving as chair of the project board and accountable for the business case.

experiment

A systematic investigation conducted through defined steps to validate or refute a hypothesis or to test ideas, especially to improve team performance or validate ideas. See also ‘spike’.

exploit (risk response)

A response strategy to an opportunity, capturing and leveraging it to ensure its benefits are realised to their fullest potential.

external dependency

A dependency where a project’s progress or success hinges on factors beyond its immediate control, often originating from external organisations or environments.

external products

Products that are developed or procured from outside the project’s scope of control but upon which the project depends, such as industry standards.

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feature

A term that describes an attribute or capability of a product, which can range in specificity and may correlate with a particular requirement, user story, or epic.

flow-based

An approach that avoids segmenting work into time-boxes, instead managing work items in a continuous flow through a system until completion.

follow-on action recommendations

Suggestions for actions concerning residual tasks, unresolved issues or risks, and other necessary steps to transition a product through its next life phase, summarised in end-stage and end-project reports.

forecast

An estimation or prediction about future trends, outcomes, or events, derived from the analysis of historical data and recognisable patterns.

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Gantt chart

A popular scheduling tool that uses bars on a timeline to illustrate the start and finish dates of tasks, often incorporating task dependencies.

gap analysis

A comparative technique that identifies and assesses differences between two sets of information, commonly used to evaluate discrepancies between requirements and actual delivery.

Glad! Sad! Mad!

A feedback tool used during retrospectives where team members categorise their thoughts and feelings into ‘glad’, ‘sad’, and ‘mad’, fostering open communication and understanding.

governance (corporate)

The ongoing activity of regulating and directing an organisation through a structure of controls and procedures, ensuring the protection of assets and maintaining the entity’s credibility and profitability.

governance (project)

The specific application of corporate governance principles to project activities, ensuring projects are aligned with organisational objectives, efficiently delivered, and sustainable.

governing

The act of maintaining a robust and effective control system within an organisation, as managed by its directors and officers, to ensure the protection of assets, profit generation capability, and reputation.

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handover

The formal transfer of a completed set of products, known as a release, to the users. Multiple handovers may occur in a project’s life cycle, with the ultimate handover taking place during the ‘closing a project’ process.

highlight report

A routine report from the project manager to the project board about progress within a management stage.

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impact (of risk)

The effect that a realised threat or opportunity may have on a project or the anticipation of that effect.

initiation stage

The period from the authorisation of initiation by the project board to their authorisation of the project or decision not to proceed, covering detailed planning and project management infrastructure setup.

information radiator

A visual display for sharing information with the project team, often shown as boards or walls that depict tasks and progress.

Internal dependency

A dependency within a project where one component or task is reliant on the completion or state of another within the same project.

issue

An unplanned event that has occurred and requires management attention, which can relate to any aspect of the project.

issue register

A log that records and tracks all formally managed issues related to the project, regularly reviewed by the project manager.

issue report

A document describing an issue, its impact, and proposed actions, created for formally managed issues that require detailed examination.

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Kaizen

A philosophy of continuous improvement involving regular, incremental changes by all team members, contributing to enhanced operational efficiency.

Kanban

Kanban is a visual method aimed at optimising workflow and system improvement by managing work in progress through visible cues or actual cards.

Kanban board

A Kanban board is a tool used within Kanban to visually represent work, showing various stages from initiation to completion on a board divided into columns and sometimes rows.

Kanban method

An approach for evolutionary change and system improvement articulated via core practices and foundational principles as defined by David J. Anderson.

Kanban system

A workflow approach employing a ‘pull system’ by limiting work in progress, represented by the circulation of a specific number of Kanban cards.

Kano

A model introduced by Professor Noriaki Kano to classify customer preferences for product features into categories such as basic, excitement, and performance factors.

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lead time/cycle time

The duration a work item takes to travel through the system or timebox, from start to finish, often measured to assess process efficiency within Kanban.

Lean

Lean is a methodology focused on improving processes by maximising value and minimising waste, streamlining the effort and reducing unnecessary activities.

Lean Startup

A business strategy initially for startups and now applied broadly to accelerate product delivery and learning through rapid innovation cycles.

leadership

The act of guiding and motivating individuals to achieve project goals, principally through collaboration, influence, and building key relationships.

lesson

Insight that serves to improve the management and execution of current or future projects, derived from past experiences and outcomes.

lessons log

A dynamic record of insights gained during a project that might be beneficial for future initiatives.

lessons report

A compilation of insights from a project intended to prompt actions that embed positive experiences into organisational practice and avoid past mistakes.

Little’s Law

A principle stating that the average number of items within a system (L) is equal to the average arrival rate (λ) multiplied by the average time an item spends in the system (W).

log

A casual record of information related to the project, maintained by the project manager and not requiring formal agreement on its structure.

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manage by exception

A strategy where deviations beyond agreed tolerances are escalated for decision-making rather than addressed within the original plan.

management

The coordination and oversight of tasks guided by agreed operational methods, where collaborative creation of these methods enhances adherence and engagement.

management approaches

Defined methods and responsibilities for executing various aspects of project management, including but not limited to change, quality, and risk management.

management product

Key documents used for project administration and ensuring quality, such as reports and plans, which remain consistent across projects and may be adapted as required.

maturity

An evaluation of the dependability and effectiveness of a process or function, with higher maturity indicating alignment with business goals and continuous improvement.

maturity model

A framework for assessing the level of capability and maturity in various organisational competencies and practices.

milestone

Significant points or events within a project’s schedule that denote important achievements or the completion of major deliverables.

minimum viable product (MVP)

An MVP is a product with the minimum features needed to gather validated learning about customer reception and future development pathways.

MoSCoW

The MoSCoW technique is a prioritisation method that categorises tasks or requirements into four groups: Must have, Should have, Could have, and Won’t have, to aid in effective deadline management.

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Plan-Do-Check-Act (PDCA)

A cyclical model for continuous improvement in processes, encompassing planning, execution, evaluation, and implementation of changes.

Product Owner

The Product Owner is a Scrum role responsible for the oversight of the Product Backlog, focusing on maximising value through prioritisation and backlog management.

product roadmap

A strategic overview of the anticipated development of a product over time, showing long-term objectives and milestones.

project kick-off

An initial event that brings the team together to understand the project’s visions and objectives, setting the stage for project execution.

prototype

An early, functional version of a product used to validate concepts and understand customer needs, potentially leading to further development or being discarded.

pull system

A workflow methodology where new work is started only as current work in progress is completed, as seen in Kanban systems.

push system

A system where tasks are allocated or work is scheduled without considering current workload or capacity constraints.

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quality

A measure of how well a product, service or system meets defined standards and satisfies the required specifications or expectations.

quality assurance

An independent review process ensuring that products or services will meet established standards before undergoing quality control tests.

quality control

The operational techniques and activities used to fulfil requirements for quality, involving performance monitoring and addressing of deviations.

quality management approach

A strategy outlining the quality standards, techniques, and responsibilities required to ensure the project’s products meet the necessary quality levels.

quality planning

The process of detailing the quality requirements of the project’s products and establishing related product descriptions and quality management strategies.

quality criteria

Specifications and measurable indicators that define the required quality standards a product should achieve to be deemed acceptable.

quality review technique

A structured approach for validating that a product, often documented, meets its defined quality criteria and is suitable for its intended purpose.

quality specification

Documented indicators that detail how quality will be assessed and the benchmark levels a finished product must achieve.

quality register

A log detailing all quality activities planned and undertaken, used as a monitoring tool to ensure progress is in line with quality objectives.

quality review

An assessment to determine whether a product is complete, adheres to standards, and has met its prescribed quality targets.

quality specifications

Defined standards and measurements a product must meet to ensure it satisfies the requirements and quality goals set for it.

quality tolerance

The permissible range within which a product’s quality metrics may vary, as documented in its description and the overall project product description.

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RACI

A model defining roles and responsibilities in terms of being responsible, accountable, consulted, and informed.

records

Documents that capture the ongoing details of project progress, including logs and registers for various project aspects.

reduce (risk response)

A strategy to diminish the likelihood or impact of a risk event through proactive risk management measures.

release

A set of products prepared for delivery, having undergone thorough testing and quality assurance, ready to be implemented as a unit.

residual risk

The level of risk that remains after risk responses have been implemented.

resource

Materials, services, tools, and other elements necessary for successfully executing a plan.

responsible

The individual(s) tasked with the completion of a specific activity or task, with the authority to do so.

Retrospective

A Retrospective is a regular session to reflect on and enhance the current work process, promoting continuous improvement in line with Agile principles.

reviewer (in quality context)

An individual or group separate from the product’s creator, tasked with assessing whether the product meets the defined requirements.

requirement

A detailed description of what a product should do or the manner in which it should perform its functions, which can be articulated as a user story.

reports

Documents that relay updates or statuses of certain aspects of a project to stakeholders.

request for change

A formal suggestion for modifications to an established baseline, classified as an issue.

resource

Assets including people, equipment, materials, and finances allocated to achieve project objectives.

responsible

The individual or individuals with designated authority and expectation to carry out a particular task within a project.

reviewer (in quality context)

A party independent of the production team that evaluates whether a product satisfies its intended requirements as per its product description.

risk

An event or set of events that, if they materialise, would impact the fulfilment of objectives, characterised by the likelihood of occurrence and potential impact.

risk action owner

An individual tasked with implementing actions related to a risk, who regularly reports on the action’s progress to the risk owner.

risk appetite

The level of risk that an organisation is willing to pursue or retain, reflecting its approach to risk-taking.

risk budget

Funds allocated for implementing responses to identified threats and opportunities within a project.

risk evaluation

An assessment process to understand the collective influence of identified threats and opportunities on a project.

risk exposure

The degree to which an organisation is open to risk at any given time.

risk impact

The potential consequences on project objectives should a specific risk occur.

risk management

A structured approach for identifying, assessing, and managing risks throughout a project.

risk management approach

The method detailing the objectives, procedures, responsibilities, and other aspects of managing project risks.

risk management strategy

A documented approach outlining the framework for managing risks, including roles, responsibilities, and thresholds for a project’s risk activities.

risk owner

The person accountable for overseeing all aspects of a particular risk, including execution of response strategies.

risk probability

The estimated likelihood of occurrence for a given risk.

risk profile

An overview of the types of risks facing an organisation and its susceptibility to those risks.

risk register

A log comprising all identified risks, their current status, and history pertinent to the project.

risk response

Specific actions taken to adjust a situation to an acceptable level of risk for the organisation.

risk tolerance

The threshold levels of risk exposure that can be exceeded with appropriate approvals, prompting specific actions if surpassed.

risk velocity

The rate at which a risk could affect project objectives if it were to occur.

role

A position designated to a person or group within a project, defining their function and responsibilities.

role descriptions

Documentation outlining the specific responsibilities and expectations for a role within the project management team.

risk proximity

The timeframe within which a risk may potentially occur.

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safety analysis

A technique to test the reliability of calculations or models by varying inputs and assessing the potential impacts to determine robustness.

SAFe (Scaled Agile Framework)

SAFe is a structured framework for enabling Agile practices across an enterprise at scale.

safe-to-fail

An experimental approach designed to limit the impact of failure on the wider system.

schedule

A visual representation, like a Gantt chart, that outlines the sequence of tasks and resource assignments within a plan.

scope

The extent of what a plan will deliver, represented by a product breakdown structure and the corresponding product descriptions.

scope tolerance

The allowable variation in a plan’s scope before escalation to a higher management level is required.

Scrum

Scrum is an iterative framework for managing product development, designed for teams to address complex problems while efficiently delivering high-value products.

Scrum Master

The Scrum Master role within a Scrum team responsible for ensuring the team adheres to Scrum values and rules.

Scrumban

Scrumban is an approach that combines Scrum practices with Kanban principles within the Scrum framework.

senior supplier

A member of the project board who provides knowledge and represents the interests of the suppliers contributing to the project deliverables.

senior user

A role within the project board tasked with defining user needs and ensuring the project’s outputs meet these requirements.

share (risk response)

A risk management strategy that involves a win/lose arrangement shared between two parties for both opportunities and threats.

specialist product

Project-specific outputs that are central to the project’s plan and are delivered to meet its objectives.

spike (or spiking)

A spike is a focused initiative to gather further information and reduce uncertainty, aiding in decision-making for the project.

sponsor

The primary advocate and supporter of a programme or project, responsible for its overall direction and momentum.

Sprint

A Sprint is a set duration during which specific work is to be completed and made ready for review.

Sprint zero

An initial Sprint used to perform preparatory activities, establishing a foundation for subsequent Sprints.

stakeholder

Individuals, groups, or organisations that have an interest in or can influence the outcome of a project.

stage plan

A comprehensive plan providing the basis for managing a stage of a project, consisting of detailed guidelines for control.

start-up

The preparatory phase where initial project activities are conducted to establish the project’s base documents and approach.

supplier

The entity responsible for providing the necessary components or services required for producing the project’s outputs.

supplier subject matter expert

A specialist role within the project team that contributes specific expertise required for the development of the project product.

sustainability management approach

An approach that outlines the management of sustainability objectives within a project, ensuring targets are achieved.

sustainability tolerance

The permissible deviation in sustainability targets before needing to be escalated for management review.

SWOT analysis

An approach that identifies the strengths, weaknesses, opportunities, and threats related to a business change or project.

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team dynamics

Patterns of interaction among team members that influence the team’s performance and project outcomes.

team manager

An individual who oversees product development within a team, acting under the project manager’s direction.

team plan

An optional, detailed guide used by a team for management and control during product creation.

test driven

An approach where tests or quality criteria are established before product development begins.

test-driven

The practice of creating tests for product functionality before the product itself is developed, ensuring quality from the outset.

threat

A potential risk that could adversely affect a project’s objectives or benefits.

timebox

A timebox is a fixed period during which specific work must be completed and ready for review, with a set end date.

time-driven control

A management control mechanism that is enacted at regularly scheduled intervals.

time tolerance

The allowable range of deviation from a plan’s scheduled time before the need for escalation arises.

tolerance

The permissible range of variation for project objectives that can exist without the need for escalation to higher management levels.

trading (or swapping)

The process of exchanging one project requirement for another to manage change effectively within the scope of work.

transfer (risk response)

A risk response strategy where a third party assumes part of the risk, typically via insurance or contractual agreement.

transformation

A significant change in an organisation’s operations encompassing all or part of its business practices.

transparency

A crucial Agile tenet that involves making as much information as possible visible to facilitate effective project work.

trigger

An event or condition that initiates the commencement of a PRINCE2 process.

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user

The entity or group that will operate or directly benefit from the project’s products.

user acceptance

Formal approval provided by the end-users upon successful delivery and verification of the project’s products.

user story

A method of expressing requirements through concise narratives focusing on what users need and why.

user’s quality expectations

The anticipated level of quality for the project’s final product, outlined in the project product description.

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validated learning

The insights gained through experimental testing and evaluation to determine the success of an initiative.

value

The advantages or benefits obtained in relation to the resources expended to achieve them.

velocity

Velocity is the rate at which a project team delivers work items, used to estimate future deliverables under similar conditions.

vision

A declaration of the desired long-term outcome of a project or initiative.

visioning

The process of defining the overarching goals and aspirations of a project, clarifying its purpose and desired future state.

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waterfall method

A waterfall method is a progressive and sequential approach to development with distinct phases, where each phase begins only after the previous one has been completed.

work in progress (WIP)

Activities or tasks that have been started but not yet completed within the system or timebox.

work-in-progress (WIP) limit

A restriction on the quantity of work items permitted in a particular stage of the system at any one time, integral to a pull system.

work breakdown structure

A decomposed hierarchy of all work to be undertaken on a project, linking the products to be delivered with the work packages.

work package

A set of information defining the work, products, and constraints related to the delivery of project components.

work package description

Detailed documentation of what is needed for the creation of specific products, including work description, product specs, constraints, and confirmation of mutual agreement.

workshop

A collaborative session aimed at achieving a particular goal, such as defining requirements or solving a problem, though interactive engagement.

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