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| Peer Review - Review of a project or phase of a project by individuals with equivalent knowledge and background who are not currently members of the project team and have not participated in the development of the project. |
| Performance Gap - The gap or difference between what customers and stakeholders expect and what each process and related sub process produces. Defined in terms of quality, quantity, time, and costs related to products and services performed. |
| Performance Measures - Performance measures describe how success in achieving the agency goals will be measured and tracked. Performance measure targets provide the quantifiable answer to the question, "How will we know when we've been successful in achieving our goal?" Analyzing the gaps between current performance levels and performance targets helps organizations identify priority areas needing improvement and develop strategies that will close the gap. |
| Performance Reference Model (PRM) - Is a framework that establishes a common language in which Enterprise Architects (EAs) can describe the outputs and measures used to achieve program and business objectives. |
| Performance Review Presentations - Performance reviews are internal reviews of project office (not contractor) performance and status. These reviews are formal and in-person with the OSI Assistant Director and the project team. These reviews are conducted quarterly and typically do not involve the sponsor or contractor. |
| Phases - Distinct stages of a development project or of a version within a project; the high-level divisions of a project. |
| Planning Advance Planning Document (PAPD) - A PAPD is an approval document used to request federal approval and funding for the Initiation, Planning and Procurement phases of a project. There are no approval documents comparable to a PAPD in the state process. Upon selection of a vendor and agreement on project costs, the project submits an Implementation Advanced Planning Document (IAPD). |
| Planning Advanced Planning Document Update (PAPDU) - A PAPDU is an updated to the PAPD submitted to the project’s federal stakeholder annually or as needed during the planning phase to report project progress and changes. Upon selection of a vendor and agreement on project costs, the project submits an IAPD. |
| Platform - The hardware and systems software on which applications software is developed or installed and operated. |
| Policy Impact Analysis - If performed as part of a BPR effort, this document describes any impacts to the existing policies, particularly if there are changes needed. This document should also highlight areas where the automated system will streamline or assist with implementing policy, and areas where changes in implementing the policy will occur (for instance, changing a team leads manual approval to an automated approval). A Policy Impact Analysis may also be completed as part of the analysis of proposed legislation or policy changes, in which case it describes the anticipated effect of the legislation or policy on the new/existing system. |
| Position Descriptions (PD)- A document describing the tasks, knowledge, skills and abilities required for a given staff position. PDs are specific to a position on a project and should be consistent with the approved position classification. |
| Primary key - Column or combination of columns whose values uniquely identify a row in a table. The primary key may have a specific meaning in the business domain or may be a counter value. Primary keys do not allow null values. |
| Prime Contractor - The contractor who has primary responsibility for developing or integrating the given system, or the primary contractor performing work on the system. |
| Process - Related business activities performed to produce an end product of provide a business service. A process has a specific beginning and an end point marked by the delivery of a product of output. |
| Process Gap Analysis - This document describes the differences between the current method of doing business and the desired or proposed way of doing business. Generally produced as part of a BPR study, it focuses on identifying what needs to be done to achieve the desired way of doing business. |
| Process Implementation Plan - A document used to implement large-scale process changes, such as part of a BPR process. The plan describes the approach to implementing, training, monitoring and correcting the new/modified processes in the actual county/local office location(s). For smaller scale process changes, this information may be included in the Implementation Plan. |
| Process Improvement Plan - The Process Improvement Plan describes how the project will tailor and administer the OSI mandates for continuous process improvement to project-specific conditions. The OSI Enterprise Project Management Office coordinates process improvement initiatives at the OSI-level. The Process Improvement Program is typically described as a section within the Quality Management Plan. |
| Product Description - The product description documents the characteristics of the product or service that the project is to create. |
| Procedures - (1) Step-by-step instructions on ways to perform a given task or activity; may be accompanied by a statement of purpose and policy for a task, examples of the results of the task, and so forth. (2) Prescribed method to perform specified work. |
| Project - A project is a temporary endeavor undertaken to create a unique product or service. It is an organized effort representing a level of commitment and ability to deliver a defined product or service to the customer within an agreed cost and/or time constraint. |
| Project Charter - Document issued by senior management that gives the project manager authority to apply organizational resources to project activities and formally recognizes the existence of a project. |
| Project Closeout - Process to provide for project acceptance by the project s ponsor, completion of various project records, final revision and issue of documentation to reflect the "as-built" condition, and retention of essential project documentation. |
| Project Environment - Written statements relative to the project, which help to clarify scope, objectives and other relevant factors that cannot be known at a given point in time. |
| Project Justification - Use of the business need or purpose that the project was undertaken to address to provide the basis for evaluating future investment trade-offs. |
| Project Management (PM) - The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements. |
| Project Management Body Of Knowledge (PMBOK) - Totality of knowledge within the project management profession. As in other professions, such as law, medicine, and accounting, the body of knowledge rests with the practitioners and academics involved in its application and advancement. The PMBOK includes practices that have been widely applied and proven, as well as innovative and advanced practices with more limited use and application. |
| Project Management Institute (PMI), Inc. - International, non-profit professional organization dedicated to advancing the state-of-the-art in the management of projects. The PMI is the largest organization, nationally and internationally, providing the ethical and professional standards applicable to practitioners of project management. |
| Project Management Life Cycle - The sequential major time periods through which any project passes, namely:
• Initiating
• Planning
• Executing
• Monitoring & Controlling
• Closing
Each period may be identified as a phase and further broken down into stages.
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| Project Management Office (PMO) - An organization that oversees and/or mentors groups of projects. Often the PMO is responsible for establishing policies and standards for the projects/organization, reviewing and consolidating project reports for external stakeholders, and monitoring project performance against the organization's standards. There is usually a single PMO per state department or agency. |
| Project Management Professional (PMP) - Professional certification awarded by the Project Management Institute to individuals who have met the established minimum requirements in knowledge, education, experience, and service in the discipline of project management. |
| Project Manager (PM) - The Project Manager is the person(s) assigned by the OSI Assistant Director to manage a designated OSI project. Project Managers include the primary manager (sometimes referred to as the Project Director) and the Assistant Project Managers. |
| Project Master Schedule - The high-level schedule which summarizes all the efforts required to implement the project. It includes (generally by reference) the milestones and key activities of the prime contractor and any consultants. It may also include milestones and key activities from the counties/local offices. The master schedule focuses on dependencies and critical path. |
| Project Office (PO) - The group responsible for performing a project, including administrative, fiscal, contract, technical and quality assurance staff. The project office (or just project) may oversee a contractor who is performing the primary activities (planning, development, etc.), or the project itself may be performing all project activities. |
| Project Objectives - (1) Identified, expected results and benefits involved in successfully completing the project. (2) Quantifiable criteria that must be met for the project to be considered successful. (3) Project scope expressed in terms of output, required resources, and schedule. |
| Project Outcomes - A result or consequence of the project activity. |
| Project Requirements - A statement or model identifying a capability, physical characteristic, or quality factor that bounds a need for which a solution will be pursued. |
| Project Scope - (1) All the work required to deliver a project's product or service with the specified features and functions. (2) The work that must be done in order to deliver a product with the specified features and functions. |
| Project Sponsor - Person in an organization whose support and approval is required for a project to start and continue. |
| Project Toolset Change Control Process - The change control process utilized by the organization to allow for the customization of the project office suite of tools to meet the specific needs of the project. Unlike the "project" change control process, this process is limited to the OSI standard set of project office tools. Some tools and changes must be coordinated at the division level while other changes may be coordinated at the project level, depending on the nature of the change and whether the tool is considered an OSI standard tool. |
| Project Training Plan - The Project Training Plan includes training that is unique to the specific needs of the project (e.g. welfare training, unemployment insurance training, etc.) and is determined as the special project need arises. Also refer to the OSI Training Plan for general training requirements for all projects in OSI. |
| Project Work Plans - The detailed list of activities required to complete specific tasks on the master schedule. The activities list focuses on specific measurable tasks, task assignments, and due dates. Work plan data is rolled-up to specific tasks of the master schedule. |
| Project-Specific Orientation / Training - Project-Specific Orientation/Training is provided to new project office staff for the purpose of familiarizing them with project-specific information. |
| Project Stakeholder - Individual or organization who is actively involved in the project or whose interests may be affected, either positively or negatively, as a result of project execution or successful project completion. Also, sometimes called party-at-interest. |
| Proposal Evaluation Report - The report describing the results of the proposal evaluation effort, including the identification of the selected bidder. The report summarizes the criteria used, the bidders who responded, the specific scores for each bidder and any preference criteria applied. The DGS Analyst assigned to the procurement coordinates the development of this report, which is forwarded to DGS management for approval. |
| Prototype - Small or full-scale, and usually functioning, form of a newly developed product, which is used to evaluate the product design. |
