Action list B

project name:

1 Objective:

to keep track of the status of all actions.

This summary does not replace the project planning.

2 Short explanation of the project::

ID

Product-name

Necessary action

Submitted by

Responsible

Status

Date recorded

Comment

1

Open

2

Closed

3

Waiting for

The Action list is a tool for the project manager to keep all current actions up to date. The Action list is not a replacement for the project planning. A daily updated Action list makes it possible to hand over current actions in a structured manner in the event of serious problems (for example the sudden absence of the project manager). The Action list furthermore makes it possible for the project manager to keep pace with important events and information in respect of every action. The Action list is concerned with information that is not indicated in other building blocks.

List of Terms PRINCE2 (ed. 2005)

Term

Acceptance Criteria

Acceptance of the completion of support and management Activity network

Baseline

Benefits Business Case

Change authority

Change budget Change control Communication Plan Concession

Description

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.

Formal acceptance from those who are to support and manage the product. The method of acceptance can vary from a simple letter of acceptance to a detailed maintenance contract.

A flow diagram showing the activities of a plan and their interdependences. The network shows each activity's duration, earliest start and finish times, latest start and finish times and float. Also known as 'planning network'. 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.

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

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. 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.

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

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

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

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

Configuration

Configuration audit

Configuration control

Configuration Item

Configuration Item

Records

Configuration

Librarian

Configuration management

Configuration Management Plan Contingency budget

Contingency plan

Critical path

Customer

Customer's Quality Expectations

All the products of which realisation and/or control are to be managed. In the context of a project, the configuration of the project result is the total of the deliverables.

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

A product of which realisation and/or control must be managed.

The registration of all important information for realising and managing a configuration item.

The person responsible for configuration management within a project. The Configuration Librarian reports to the Project Manager. 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.

The plans describing how deliverables in a project are managed in a clear and structured manner.

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.

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. 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. The person or group who commissioned the work and will benefit from the end results.

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.

Daily Log Demand

Earned value analysis End Project Report

End result

End stage assessment

Exception Report

Executive

A record of jobs to do or to check that others have done, commitments from the author or others, important events, decisions or discussions. A Daily Log should be kept by the Project Manager and any Team Managers. A description of a required characteristic of a product or service to be delivered.

Earned value analysis is a method for measuring project performance. It indicates how much of the work done so far and the task, assignment or resources.

End Stage Report Exception

Exception assessment Exception Plan

A report given by the Project Manager to the Project Board that confirms the handover of all products and provides an updated Business Case and an assessment of how well the project has done against its Project Initiation Document.

The product or service in a project for delivery.

The review by the Project Board and Project Manager of the End Stage Report to decide whether to approve the next Stage Plan (unless the last stage has now been completed). According to the size and criticality of the project, the review may be formal or informal. The approval to proceed should be documented as an important management product.

A report given by the Project Manager to the Project Board at the end of each management stage of the project. This provides information about the project performance during the stage and the project status at stage end. A situation where it can be forecast that there will be a deviation beyond the tolerance levels agreed between the Project Manager and the Project Board (or between the Project Board and corporate or programme management, or between a Team Manager and the Project Manager). This is a meeting of the Project Board to approve (or reject) an Exception Plan.

This is a plan that often follows an Exception Report. For a Team Plan exception, it covers the period from the present to the end of the Work Package; for a Stage Plan exception, it covers the period from the present to the end of the current stage. If the exception were at a project level, the Project Plan would be replaced.

Description of the exception situation, its impact, options, recommendation and impact of the recommendation to the Project Board. This report is prepared by the relevant manager to inform the next higher level of management of the situation.

The single individual with overall responsibility for ensuring that a project meets its objectives and delivers the projected benefits. This individual should ensure that the project or programme maintains its business focus, that it has clear authority and that the work, including risks, is actively managed. The Executive is the chairperson of the Project Board, representing the customer, and is the owner of the Business Case.

Feasibility study

Follow-on Action Recommendation

Gantt chart

Highlight Report Issue Log

Lessons Learned Log

Lessons Learned Report

Management product

Notification of Project Closure

Notification of Project End

Notification of Project Start

Notification of Stage End

Off-Specification

Post-implementation review

A feasibility study is an early study of a problem to assess if a solution is feasible. The study will normally scope the problem, identify and explore a number of solutions, and make a recommendation on what action to take. Part of the work in developing options is to calculate an outline Business Case for each as one aspect of comparison.

A report that can be used as input to the process of creating a Business Case/Project Mandate for any follow-on PRINCE2 project and for recording any followon instructions covering incomplete products or outstanding Project Issues.

This is a diagram of a plan's activities against a time background, showing start and end times and resources required.

Time-driven report from the Project Manager to the Project Board on stage progress.

Contains all Project Issues including Requests for Change raised during the project. Project Issues are each allocated a unique number and are filed in the Issue Log under the appropriate status. See also Project Issue. An informal collection of good and bad lessons learned about the management and specialist processes and products as the project progresses. At the end of the project, it is formalised and structured into a Lessons Learned Report. See also Lessons Learned Report.

A report that describes the lessons learned in undertaking the project and includes statistics from the quality control of the project's management products. It is approved by the Project Board and then held centrally for the benefit of future projects.

A deliverable to be completed during the project in order to control the realisation of the deliverable and to ensure the quality to be delivered. Advice from the Project Board to all stakeholders that the project is being closed and that the team members and supporting facilities such as space, material and access are no longer necessary from a certain date. Notification from the Project Manager to the parties concerned that the project is nearly complete and also the signal to start the process Closing a Project.

A report from the Project Board to the organisation where the project is being carried out to the effect that the project is being started and requesting the necessary supporting services be made available.

Notification from the Project Manager to the parties concerned that the Stage is nearly complete and at the same time the signal for starting the process Managing Stage Boundaries.

Something that should be provided by the project, but currently is not (or is forecast not to be) provided. This might be a missing product or a product not meeting its specifications. It is one type of Project Issue. See: Post-project review.

Post-project review

Post-Project Review Plan

PRINCE2 PRINCE2 project

Process Producer

Product

Product Breakdown Structure Product Checklist Product Description

Product Flow Diagram Product life span

Product Status Account

Product-based planning

Programme Progress report

Progress review

One or more reviews held after project closure to determine if the expected benefits have been obtained. Also known as post-implementation review. The document laying down how, when and by whom the current benefits and those to be realised will be measured and recorded in order to establish whether the Business Case of the project will be realised. A method that supports some selected aspects of project management. The acronym stands for PRojects IN Controlled Environments. A project whose product(s) can be defined at its start sufficiently precisely so as to be measurable against predefined metrics and that is managed according to the PRINCE2 method.

That which must be done to bring about a particular result in terms of information to be gathered, decisions to be made and results to be achieved. This role represents the creator(s) of a product that is the subject of a quality review. Typically, it will be filled by the person who has produced the product or who has led the team responsible.

Any input to or output from a project. PRINCE2 distinguishes between management products (which are produced as part of the management or quality processes of the project) and specialist products (which are those products that make up the final deliverable). A product may itself be a collection of other products.

A hierarchy of all the products to be produced during a plan.

A list of the major products of a plan, plus key dates in their delivery. A description of a product's purpose, composition, derivation and quality criteria. It is produced at planning time, as soon as possible after the need for the product is identified.

A diagram showing the sequence of production and interdependences of the products listed in a Product Breakdown Structure.

The product's total life span from the original idea to make the product up to and including replacement or dismantling of the product. Several projects may be carried out during the product life span such as a feasibility study, realisation, an upgrade or renovation and the final replacement or dismantling.

A report on the status of the product. This includes, among other things, information on the current status, the previous status and the changes planned and implemented.

A four-step technique leading to a comprehensive plan based on creation and delivery of required outputs. The technique considers prerequisite products, quality requirements and the dependencies between products. A portfolio of projects selected, planned and managed in a co-ordinated way. A report on the progress of a Work Package submitted by the Team Manager to the Project Manager at set times or intervals.

An assessment of the progress of the project at team level at set times or intervals.

Project

Project Approach

Project Assurance Project Brief

Project Initiation

Document

Project Issue

Project life cycle

Project management

Project Management Structure

Project management team

Project Manager

Project Mandate Project organisation

Project owner

A temporary organisation that is created for the purpose of delivering one or more business products according to a specified Business Case. A description of the way in which the work of the project is to be approached. For example: Are we building a product from scratch or buying in a product that already exists? Are the technology and products that we can use constrained by decisions taken at programme level?

The Project Board's responsibilities to assure itself that the project is being conducted correctly.

A description of what the project is to do; a refined and extended version of the Project Mandate, which the Project Board approves and which is input to project initiation.

A logical document that brings together the key information needed to start the project on a sound basis and to convey that information to all concerned with the project.

A term used to cover any concern, query, Request for Change, suggestion or Off-Specification raised during the project. They can be about anything to do with the project.

The total life cycle of a project from start to finish. A project starts following authorisation of carrying out of the initial stage by the Project Board and finishes with confirmation of project closure by the Project Board. Management tasks required in order to realise the project outcome. This includes planning, organising, monitoring and control of all aspects of the project and the motivation of all persons involved.

The total management structure required in order to initiate, set up and manage a project. The Project Management Structure includes corporate or programme management, the Project Board, the Project Manager, the Team Managers plus the supporting and assurance roles of Project Support and Project Assurance.

Covers the entire management structure of Project Board, Project Manager, plus any Team Manager, Project Assurance and Project Support roles. The person given the authority and responsibility to manage the project on a day-to-day basis to deliver the required products within the constraints agreed with the Project Board.

Information created externally to the project that forms the terms of reference and is used to start up the PRINCE2 project.

Temporary organisation responsible for setting up, carrying out and managing a project. Project organisation includes the Project Board, the Project Manager, the Team Managers, Project Support, Project Assurance and project staff.

Is not a PRINCE2 term but is used in many organisations and is equivalent to "Executive".

Project Quality Plan Project Support

Project Plan A high-level plan showing the major products of the project, when they will be delivered and at what cost. An initial Project Plan is presented as part of the Project Initiation Document. This is revised as information on actual progress appears. It is a major control document for the Project Board to measure actual progress against expectations.

A plan defining the key quality criteria, quality control and audit processes to be applied to project management and specialist work in the PRINCE2 project. It will be part of the text in the Project Initiation Document. An administrative role in the project management team. Project Support can be in the form of advice and help with project management tools, guidance, administrative services such as filing, and the collection of actual data. The provision of any Project Support on a formal basis is optional. Tasks either need to be done by the Project Manager or delegated to a separate body and this will be driven by the needs of the individual project and Project Manager.

Project Support Office A unit set up to provide certain administrative services for one or more projects. The Project Support Office often provides its services for several projects.

The totality of features and characteristics of a product or service that bear on its ability to satisfy stated and implied needs.

Contains all planned and completed quality activities. The Quality Log is used by the Project Manager and Project Assurance as part of reviewing progress.

Quality Quality Log

Quality review

Quality system

Recommendation for

Project

Closure

Request for Change

Reviewer Risk

Risk deadline Risk Log

Risk profile

A quality review is a quality checking technique with a specific structure, defined roles and procedure designed to ensure a product's completeness and adherence to standards. The participants are drawn from those with an interest in the product and those with the necessary skills to review its correctness. The complete set of quality standards, procedures and responsibilities for a site or organisation.

A recommendation prepared by the Project Manager for the Project

Board (at the end of the project) for sending a recommendation for project closure to all stakeholders as soon as the Project Board agrees that the Project can be closed.

A request for adapting the current specification of the required product. A change request is a Project Issue.

A person asked to review a product that is the subject of a quality review. Risk can be defined as uncertainty of outcome, whether positive opportunity or negative threat. Every project has risks associated with it. Project management has the task of identifying risks that apply and taking appropriate steps to take advantage of opportunities that may arise and avoid, reduce or react to threats.

The deadline on which and the period in which a risk occurs.

Contains all information about the risks, their analysis, countermeasures and status. Also known as Risk Register.

A graphical representation of information normally found in the Risk Log.

Risk tolerance line

Senior Supplier

Senior User Specialist product

Specification Sponsor

Stage

Stage Plan

Stakeholders Supplier Team Manager Tolerance

User(s)

Work Package

The risk tolerance line is one drawn between risks that can be accepted or for which suitable actions have been planned, and risks that that are considered sufficiently serious to require referral to the next higher level of project authority.

The Project Board role that provides knowledge and experience of the main discipline(s) involved in the production of the project's deliverable(s). Represents the supplier interests within the project and provides supplier resources.

The Project Board role accountable for ensuring that user needs are specified correctly and that the solution meets those needs.

A product that has to be made during the project as part of the specifications. It may be part of the final outcome or a semi-finished product on which one or more subsequent product depends.

A detailed statement of what the user wants in terms of products, what these should look like, what they should do and with what they should interface. Not a specific PRINCE2 role but often used to mean the major driving force of a project. May be the equivalent of Executive or corporate/programme management.

A stage is the section of the project that the Project Manager is managing on behalf of the Project Board at any one time, at the end of which the Project Board wishes to review progress to date, the state of the Project Plan, Business Case and risks, and the next Stage Plan in order to decide whether to continue with the project.

A detailed plan for the Project Manager for management control during the management stage of a project. For the Project Board, the Stage Plan is also the basis for authorising the start of the respective stage and making the necessary staff and resources available.

Parties with an interest in the execution and outcome of a project. They would include business streams affected by or dependent on the outcome. The group or groups responsible for the supply of the project's specialist products.

A role that may be employed by the Project Manager or Senior Supplier to manage the work of project team members.

The permissible deviation above and below a plan's estimate of time and cost without escalating the deviation to the next level of management. Separate tolerance figures should be given for time and cost. There may also be tolerance levels for quality, scope, benefit and risk. Tolerance is applied at project, stage and team levels.

The person or group who will use the final deliverable(s) of the project. The set of information relevant to the creation of one or more products. It will contain a description of the work, the Product Description(s), details of any constraints on production such as time and cost, interfaces, and confirmation of the agreement between the Project Manager and the person or Team Manager who is to implement the Work Package that the work can be done within the constraints.

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