Glossary of Terms

This glossary contains definitions used by the Project Change Frame® and other methodologies supported by Lindsay McKenna Limited.

A number of definitions are taken from the Project Management Book of Knowledge (PMBOK®) from the Project Managment Institute. These are denoted by having (PMI) at the end of the definition..

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Tangible Benefits
Those benefits which can be measured or closely approximated (e.g., increased revenue, cost savings).
The smallest indivisible part of an activity that is needed to track a project, such that it becomes impractical, or of no benefit, to break down the activity any further.
An interdependent group of people, working to a common performance goal, for which they hold themselves mutually accountable.
Team Member
See Project Team Member
Team Members, Invisible
People who do not work directly on the Project Team but undertake tasks that are necessary for the fulfillment of project work.
Team Performance Chart
This chart, detailed in the Practitioner's Guide to High Performance Teamwork, provides guidance on how to transform a collection of individuals into a team who feel ownership for their goals and co-operate to deliver high quality work.
This chart features three distinct States that the team has to manage, and nine essential elements to accomplish and sustain in order for high performance to be possible.
Teamworking Charter
A behavioural and practical reference point, covering how the Project Team will work together to accomplish its goals, and the expectations and commitments between each Team Member.
The premature closure of a project due to an issue which cannot be addressed or because the risks have become too high.
Time-Scaled Network Diagram
Any project network diagram drawn in such a way that the positioning and length of the activity represents its duration. Essentially, it is a Bar Chart that includes network logic. (PMI)
Top-down Budgeting
Budgets are created by using parametric relationships.
A monetary value is placed on an individual unit (product, service, materials).
An estimate of the number of units required is then converted to currency by multiplying the quantity of units by the unit price.
This approach to budgets can achieve -/+ 20% accuracy. See also Early Estimating and Bottom Up Budgeting.
Transformational Change
Changes that are capable of altering entire industries and cultures.
In the context of project management, the stage when people have started the process of disengaging from the status quo and developing new behaviours, practices and attitudes, but have not yet become attached to the new desired future state.
This stage is typified by high ambiguity, perceived and actual lack of control, and resistance.

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