| Parametric Estimating |
Estimating using an algorithm in which parameters that represent different attributes of the project are used to calculate project effort, cost, and/or duration. Parametric estimating is usually used in top-down Estimating. |
| PDF |
Portable Document format |
| Percentage of Annual Fleet Turnover |
This attribute is applicable to Technology hardware for which fleet turnover is applicable. This attribute is not applicable for Technology software. It is the proportion of the fleet which is replaced annually under a capital management plan.
(See also "Fleet Turnover") |
| Performance |
A dimension in the assessment of Application and Technology Technical Condition in the Queensland Government ICT Portfolio Assessment Methodology. It measures how well and how speedily an Application or Technology works in all situations including at peak load.
(See also "ICT Portfolio Assessment Methodology") |
| Personal information for the purposes of all Information Privacy Principles (IPP) other than IPP 6&7 |
Information or an opinion (including information or opinion forming part of a data-base), whether true or not, and whether recorded in a material form or not, about an individual whose identity is apparent, or can reasonably be ascertained from that information or opinion. |
| Personal information for the purposes of IPP 6&7 |
This information is limited to information concerning an individual's "personal affairs" as the phrase "personal affairs" has been interpreted in the freedom of information Act 1992. |
| PERT Diagram |
A type of network diagram deriving its name from the PERT technique. PERT stands for Program Evaluation Review Technique. A PERT technique can be used to schedule, organise, and coordinate tasks within a project. The term is often used as a synonym for network diagram. |
| Physical Security |
The means used to provide physical protection of resources against deliberate or accidental threats. |
|
PKI (Public Key Infrastructure) |
See "Public Key Infrastructure (PKI)". |
| Planning |
The process of establishing and maintaining the definition of the scope of a program or project, the way it will be performed (procedures and tasks), roles and responsibilities and the time and cost estimates. |
| PMBOK |
The Project Management Body of Knowledge (PMBOK) is a document published by the Project Management Institute of the USA. It provides a basic reference for anyone interested in the profession of Project Management. PMBOK specifically addresses nine basic Project Management Knowledge Areas - Project Integration Management, Project Scope Management, Project Time Management, Project Cost Management, Project Quality Management, Project Human Resource Management, Project Communications Management, Project Risk Management, and Project Procurement Management. The information within PMBOK complements the Queensland Government Project Management Methodology. |
| Point-in-Time |
One of the Standard Information Chronometry types used to indicate the relevance of an Information Asset over time. It describes an asset which is exchanged on the request of a consumer and specifies the date and time (or other versioning identification) upon which the Information Asset is to be retrieved.
This class of information is often used in response to a query or in order to make a decision within a business process (for example, the validity of a qualification at the start of a year, the list of illnesses recorded for a given patient at the 30 June 2007, version 3 of a particular report).
Point-in-time information when sent from one agency to another should be treated as ephemeral and not incorporated into the repositories of the consuming agency.
(See also "Information Chronometry") |
| Policy |
Sets outs a government plan or course of action intended to influence and determine decisions, actions, and other matters relative to a particular purpose. A policy, like legislation, contains a set of rules expressed as an obligation, an authorisation, permission or a prohibition. |
| Pornography |
The explicit description or exhibition of obscene literature, art or photography, generally intended to stimulate erotic rather than aesthetic or emotional feelings. |
| Portability |
A dimension in the assessment of an Application's Technical Condition in the Queensland Government ICT Portfolio Assessment Methodology. It measures how readily an Application can be used in a different technology environment other than the one in which it was created without requiring major rework. In general, programs that adhere to standard program interfaces are portable and need only be recompiled for the operating system to which they are being ported.
(See also "ICT Portfolio Assessment Methodology") |
| Portfolio |
A grouping of programs, projects, activities, investments or assets selected, managed and monitored to optimise business return and strategic alignment. The composition of the portfolio should be adjusted as more knowledge is gained and in response to changes in the environment. |
| Portfolio Management |
The management of the portfolio/s, including prioritisation of investments. Portfolio Management would normally be performed by Portfolio Management specialists or a Portfolio Management Office. |
| Post Project Review |
One or more reviews held after project closure to determine if the expected benefits have been obtained, and the Project Business Case met. |
| PPP (3P) |
Acronyms used to refer to Projects, Programs and Portfolios. Also used to refer to Public Private Partnerships (in procurement) and Population, Participation and Productivity (in economics). |
| Predecessor Task |
A task (or activity) that must be started or finished before another task or milestone can be performed. |
| Premier Support Service (PSS) |
This is a service provided by Microsoft to the Queensland Government for the support of its software. |
| Preservation |
Preservation involves storing, protecting and maintaining records. |
| PRINCE2 (Project in Controlled Environments) |
Developed by the Unitied Kingdom Office of Commerce, PRINCE2 is a project management methodology. It covers the management, control and organisation of a project. The Queensland Government Project Management Methodology is based on PRINCE2. |
| Priority Grid |
A visual mechanism for understanding the priority of an initiative relative to all other initiatives using the assessments of its Attractiveness and Achievability. Where the initiative falls on the grid will determine whether the organisation should commit to the initiative/drop the initiative or further investigate the benefits relative to the resourcing required.
The quadrants of the grid are as follows:
-
Drop - will deliver low level of return but appear difficult to implement;
-
Distraction - will deliver low benefits but appear easy to implement;
-
Prove - likely to deliver high level of benefits but will be difficult to implement; and
- Commit - likely to deliver high level of benefits and easy to implement.
|
| Probability |
The likelihood of a specific outcome, measured by the ratio of specific outcomes to the total number of possible outcomes. |
| Process |
A series of steps or actions performed to bring about a particular outcome, in terms of information to be gathered, decisions to be made and results which must be achieved. |
| Process Register |
See "Business Process Register". |
| Producer |
This role represents the creator(s) of a document which is the subject of a Quality Review. Typically it will be filled by the person who has produced the product, or who led the team responsible. |
| Product |
Any input to or output from a project (tangible or measurable). The Project Management methodology distinguishes between Management Products (which are produced as part of the management of the project), and Business Products (which are those products which make up the final deliverable/s). Quality products (which are produced for or by the quality process) are a type of management product. A product may itself be a collection of other products. Also used to refer to the project’s material outcome - service, event, or material object. |
| Product Breakdown Structure |
A hierarchical decomposition of all the products to be produced during a plan. |
| Product Checklist |
A list of the major products of a plan, plus key dates in their delivery. |
| Product Description |
A description of a product's purpose, composition, derivation and quality criteria. It is produced at planning time, as soon as the need for the product is identified. |
| Product Flow Diagram |
A diagram showing the sequence of production and interdependencies of the products listed in a Product Breakdown Structure. |
| Product Leadership |
One of the three disciplines identified in the Treacy-Wiersema Value-Discipline model. It is characterised by products that are simply the best in their market and highly valued by customers. Examples include Mercedes-Benz and Sony.
(See also "Treacy-Wiersema Value-Discipline Model") |
| Profile |
A Profile is a standalone document that can be read independently of any of the other planning documents and is also used as input for other activities in the ICT planning process. It summarises the previous information collection and analysis into a document which can be presented back to the business for their consideration and thus provides a tool to gather business validation for the previous activities.
(See also "Business Profile", "Information Profile", "Application Profile", "Technology Profile") |
| Program |
A temporary structure created to coordinate, direct and oversee the implementation of a set of related projects and activities in order to deliver outcomes and benefits related to an organisation's strategic objectives. A program produces an end-state and is finite (albeit often years in duration). |
| Program Assurance |
Independent assessment and confirmation that the program as a whole, or any aspects of it, are on track, applying relevant practices and procedures, and that the projects, activities and business rationale remain aligned to the program's objectives. |
| Program Board |
A group or committee that may be established to assist with the direction setting and leadership of a program. The Sponsoring Group may form a Program Board, which would be chaired by the Senior Responsible Owner. |
| Program Brief |
An outline description of the program's objectives, desired benefits, risks, costs and timeframes. |
| Program Business Case |
A document aggregating the specific program information on overall costs, the anticipated benefit realisation, the timeframe, and the risk profile of the program. Provides the justification for the program i.e. the expected benefits outweigh the estimated costs and risks; or meets strategic goals. |
| Program Definition |
The collection of information defining the program covering: Vision Statement, Blueprint, Program Business Case, Program Organisation Structure, Project List, Benefit Profiles, Stakeholder Map. |
| Program Interface |
The specific method prescribed by a computer operating system or by an application program by which an application program can communicate with the operating system or another application. |
| Program Management |
The delivery and management of programs - it is usually performed by Program Management specialists. |
| Program Manager |
The role responsible for the set-up, management, and delivery of the program. Must be allocated to a single individual. |
| Program of Work |
See "Forward Work Plan". |
| Program Office |
The function providing the information hub to the program and its delivery objectives. Provides assistance to program role holders. Often project support is contained within the Program Office. |
| Program Organisation |
How the program will be managed throughout its lifecycle, the roles and responsibilities of individuals involved in the program, and personnel management or Human Resources arrangements. |
| Program Plan |
A comprehensive document scheduling the program's projects and activities, their costs, resources, risks and transitional activities, together with monitoring and control activities. |
| Project |
A temporary process or endeavour, which has a clearly defined start and end time, a structured set of activities and tasks, a budget and a specified business case. It is developed to achieve a unique and well-defined product, service, goal or objective or deliver well defined benefits and is managed according to a specific project management methodology. |
| Project Assurance |
The Project Board's responsibilities to assure itself that the project is being conducted correctly (may also refer to the roles assigned to the individuals outside the Board who assist the Board with the assurance role). |
| Project Board |
The decision making body for the project. Comprised of a Project Executive/Sponsor, Senior User and Senior Supplier, the Project Board makes decisions in regards to project viability and issues as they are escalated. They provide guidance to the Project Manager and communicate project status to corporate or program management. The Project Board is not a democracy controlled by votes. The Executive is the key decision maker because they are ultimately responsible to the business. They are supported by the Senior User and the Senior Supplier. |
| Project Brief |
A description of what the project is to do; a refined and extended version of the Project Mandate, which has been agreed by the Project Board and which is input to Project Initiation. Also may be known as the Project Charter. |
| Project Business Case |
Information which describes the justification for setting up and continuing a project. It provides the reasons (answers the question 'why?') for the project. It is updated at key points throughout the project. |
| Project Closure Notification |
Advice from the Project Manager to inform everyone involved in the project that the project resources can be disbanded and support services, such as space, equipment and access, demobilised. |
| Project Executive / Sponsor |
The chairman of the Project Board, representing the Business interests of the project. |
| Project Initiation Document (PID) |
A logical document the purpose of which is to bring together the key information needed to start the project on a sound basis; and to convey that information to all concerned with the project. The Project Initiation Document is a contract between the Project Board and the Project Manager so that there is a common understanding of: the reasons for doing the project, how, when and what key products are to be delivered, scope, constraints, roles, quality requirements, risks, project control procedures, reporting information and the next stage plan. |
| Project Issue |
A term used to cover both general issues and change requests raised during the project. Project Issues can be about anything to do with the project. They cover questions, suggestions, Requests For Change and Off-Specifications. |
| Project List |
A list of all of the program's projects and activities that together will deliver the required 'future state' described in the Blueprint and hence achieve the capabilities expressed in the Vision Statement. Also known as the Project Portfolio. |
| Project Management |
The delivery and management of projects - it is usually performed by Program Management specialists. |
| Project Management Team |
A term to represent the entire management structure of Project Board, Project Manager, plus any Team Managers and project assurance roles. |
| Project Manager |
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. |
|
Project Mandate |
The direction given externally to the project, which forms the terms of reference and is used to start-up the project. |
| Project Office |
A group set up to provide certain administrative services to the Project or Team Managers. Often the group provides its services to many projects. The Project Office may be a component of a Program Office. |
| 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 in later versions as information on actual progress appears. It is a major control document for the Project Board to measure actual progress against expectations. |
| Project Quality Plan |
The definition of key quality criteria, quality control and audit processes to be applied to project management and technical work in the project. It forms part of the Project Initiation Document. |
| Project Records |
A collection of all approved management, specialist and quality products and other material, which is necessary to provide an auditable record of the project. |
| Project Start-Up Notification |
Advice to everyone to be involved with the project that the project is about to start and requesting any required project support services. |
| Protection |
A dimension in the assessment of the Technical Condition of an Information Asset or a Technology in the Queensland Government ICT Portfolio Assessment Methodology. It deals with the extent of security measures in place to protect an asset from malicious modifications leading to information loss and/or corruption.
For a Technology, assessment involves measuring the level of protection provided for its users. It includes consideration of both its official security certification (gained under an official accreditation system) with an assessment of the comprehensiveness and timeliness of its security patch service.
(See also "ICT Portfolio Assessment Methodology") |
| Prove |
A quadrant of the Initiative Priority Grid containing initiatives which have a score of high Attractiveness but low Achievability. The organisation should investigate these initiatives further because of their complexity and resource requirements. If it can be shown that the risks inherent in the initiative can be addressed, the organisation may commit to the initiative.
(See also "Initiative Priority Grid") |
|
PSS (Premier Support Service) |
See "Premier Support Service (PSS)". |
| Public Authority |
As defined by the Public Records Act 2002, Schedule 2. |
| Public Key Infrastructure (PKI) |
The combination of software, encryption technologies and services that enables organizations to protect the security of their electronic communications and on-line transactions. |
| Public Records |
As defined by the Public Records Act 2002, Schedule 2. |
| Published |
A Content Type for an Information Asset. See "Published Content".
(See also "Content Type") |
| Published Content |
Unstructured content assembled from its component pieces, into a desired format and disseminated to a wide target audience. Published content is only changed through either a “replacement” publication process or removal of access to the content.
Unlike Authored Content, Published Content is typically less restricted in its distribution and often exposed to public or external access. Examples included: Smart Directions PDF available from www.governmentict.qld.gov.au , Intranet sites, Internet sites/content, Government Gazette, Re-prints of legislation and Brochures on changes to road rules. |