The current PRINCE2 official glossary is very good, however, it can be difficult to understand
if you do not already have experience with PRINCE2.
A snapshot; a position or situation that is recorded. A baselined product is 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.
A point of measure to which a product is compared. Once a product is baselined, it
becomes a touchstone of referance for the following versions of the same product. For
example, if a plan is changed during a review, the new plan replaces the old one and
becomes a control document (a baseline) for the future progress of the project.
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, can be updated in Project Brief and a fuller version
should appear in the Project Initiation Document.
A document that explains the reasons for the project in terms of costs, risks and
benefits. It explains in detail why the project should be done, why the final outcome is
desired. During the project lifetime whenever a risk appears the odds should be
weighted against the Business Case to check if the benefits still exist within the
expected time and cost constraints. For example, if a company is running a project to
develop and implement a new client management software, the Business Case should
include the improved efficiency for client management so more clients could be handled
within a certain period of time. On the other hand if a new, cheaper yet as efficient
software appears on the market before conclusion, the benefit of changing to the new
software should be considered by comparing the pontial outcomes to the desired
benefits on the Business Case.
Part of the Project Initiation Document describing how the project’s stakeholders and interested
parties will be kept informed during the project.
A description of the means and frequency of communication between the project and
the project’s stakeholders.
A description of the flow of information between the project and its stakeholders. It
defines the method and frequency of the information exchange. During the start-up, the
traffic of communication and reporting may be higher. The Communication
Management Strategy provides an organised approach to deliver reports on a timely
basis to those who need the information for decision making and/or othe pruposes.
The person or group who commissioned the work and will benefit from the end results.
The owner of the final product of the project. Representative to those who are going to
use the final product.
An item that the project has to create as part of the requirements. It may be part of the final
outcome or an intermediate element on which one or more subsequent deliverables are
dependent. According to the type of project, another name for a deliverable is ‘product’.
A specialist product that is handed over to a user. Note that management products are
not outputs but are created solely for the purpose of managing the project.
Project specific products that are delivered to the customer/user. Such products are
also called the specialist products. In this sense management products are not
considered as outputs.
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 a Project Assessment
Project Manager’s report to the Project Board that confirms the delivery of outputs to the
customer and assesses the project with an updated Business case. It also includes
reviews on overall project performance and team performance.
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.
Project Manager’s report to the Project Board that provides information on project
performance during each stage and the overall project status up to that point. An End
Stage Report should contain all the necessary information for the Board to decide
whether to continue the project or not.
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 maintains its
business focus, that it has clear authority and that the work including risks is actively managed.
The Executive is the Project Board chairperson, representing the customer, and is the owner of
the Business Case.
The person responsible to ensure the project satisfies its goals and delivers the
intended benefits. The Executive is the chairperson of the Project Board and represents
the Customer. He or she is also responsible for the Business Case.
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 follow-on instructions covering
incomplete products or outstanding Project Issues
A report created by the Project Manager at the end of a project that puts together
recommendations on how to handle incomplete outputs, ongoing Issues and existing
risks once the project is complete.
Time-driven report from the Project Manager to the Project Board on stage progress.
A report on the stage progress, prepared regularly by the Project Manager for the
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.
A register used to capture and maintain information on all of the issues that are being
managed formally. The Issue Register should be monitored by the Project Manager on
a regular basis.
A log that keeps track of all the existing issues. It is monitored by the Project Manager
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 documents any lessons that can be usefully applied to other projects. The
prupose of the report is to provoke action so that the positive lessons from a project
become embedded in the organization’s way of working and that the organization is
able to avoid the negative lessons on future projects.
A document that lists the lessons gained during the project. It helps to avoid possible
mistakes and to repeat positive actions in future projects.
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.
Any input to a project or output produced during the project. A PRINCE2 project creates
two kinds of products, Specialist products and Management products. The creation of
the specialist products is the reason that the project was started and these are the
products that will be given to the users. Management products are documents used
solely for the purpose of communication among the project management team and
managing the project. E.g. Project Plan, Business Case, so the Users are only
interested in the Specialist products.
A 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 technique used to create a detailed plan that focuses on the required products. The
technique is based on prerequisite products, quality requirements and dependencies
A hierarchy of all the products to be produced during a plan (during a project).
A ranking list of all the products defined in the plan.
A list of the major products of a plan, plus key dates in their delivery.
A list of all the major products to be produced, along with their dates of 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.
Information on the product’s purpose, composition, derivation and quality criteria. A
product is defined as soon as its need is identified.
A diagram showing the sequence of production and interdependencies of the products listed in
a Product Breakdown Structure. (so what has to be produced 1st, 2nd, 3rd etc…)
A diagram showing the order of production and the prerequisites for each product
defined in the Product Breakdown Structure.
The Project Board’s appoints persons to this role to assure that the project is being conducted
correctly. This role provides assurance that the project is going according to the information
provided by the Project Manager.
The Project Board’s responsibilities to assure itself that the project is being conducted
correctly. The Project Board members each have a specific area of focus for Project
Assurance, namely business assurance for the Executive, user assurance for the
Senior User, and supplier assurance for the Senior Supplier.
The Project Board’s delegation of its assurance functions to another entity to make sure
the project runs smoothly.
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.
Statement that describes the purpose, time, cost and performance requirements, and
constraints for a project. It is created pre-project during the Starting up a Project
process and is used during the Initiating the Project process to create the Project
Initiation Documentation and its components. It is superseded by the Project Initiation
Documentation and not maintained.
A document that outlines the project within its time, cost and performance constraints
and defines its purpose. It is used to create the Project Initiation Documentation and is
not updated during the project..
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 logical set of documents 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
A set of documents that contain essential information to start the project. It is also used
to communicate the project with its stakeholders.
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.
A relevant event that has happened, was not planned, and requires management
action. It can be any concern, query, requst for change, suggestion or off-specification
raised during a project. Project Issues can be about anything to do with the project.
An unforeseen event that requires management intervention. It can be any unplanned
topic related with the project.
This term is used in this manual to define the period from the start-up of a project to the
handover of the finished product to those who will operate and maintain it.
The planning, monitoring and control of all aspects of a project and the motivation of all those
involved in it to achieve the project objectives on time and to the specified cost, quality and
The conducting of the project in view of the project objectives. This includes the
management of the human and nonhuman resources within the limits of cost, quality
Covers the entire management structure of Project Board, Project Manager, plus any Team
Manager, Project Assurance and Project Support roles.
Defines the total management structure of the project from top to bottom, from the
Project Board to the Team Managers and the suport staff.
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.
The person appointed by the Project Board to manage the daily progress of the project
to deliver the end product within the limits set by the Board.
Information created externally to the project that forms the terms of reference and is used to
start up the PRINCE2 project.
Information provided by the upper management outlining what is desired from the
project. This is an external document and is used as an input for the Starting up a
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 control document for measuring progress. It shows the required products of the
project, their delivery dates and costs.
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.
A strategy defining the quality techniques and standards to be applied, and the various
responsibilites for achieving required quality levels during a project
A plan of action that defines the quality requirements and control methods for all the
products in the project.
The totality of features and characteristics of a product or service that bear on its ability to
satisfy stated needs. Also defined as ‘fitness for purpose’ or ‘conforms to requirements’.
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 (eg: avoid, reduce or react to threats)
Contains all information about the risks, their analysis, countermeasures and status.
A record of identified risks that are faced by an organization and its exposure to those
This is a Project Board role that represents the supplier interests.
The Project Board role accountable for ensuring that user needs are specified correctly and that
the solution meets those needs.
The Project Board role that represent the future users of the project’s product. The
Senior User is responsible to ensure the product satisfies the quality and functionality
requirements of the user.
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.
Stage (Management Stages and Technical Stages)
Management Stage: The section of a 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 will
wish to review progress to date, the state of the Project Plan, the Business Case and
risks, and the next Stage Plan in order to decide whether to continue with the project.
Technical Stage: A method of grouping work together by the set of techniques used, or
the products created. This results in stages covering elements such as design, build
and implementation. Such stages are technical stages and are a separate concept from
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.
The estimated time and cost allowance in the project plan to tolerate possible deviations
without the need of the Project Board intervention.
The end users of the project’s final deliverable.