Project management

Business Analyst

A business analyst is responsible for defining business needs in a project, enabling the identification of optimal solutions during its implementation. Within a project team, they often act as a “link” between the IT team, the project team, and other stakeholders. Their tasks vary at each stage of the project but primarily involve providing the project team and PMO with the information necessary to execute the project.

Make-or-Buy Analysis

This is an analysis aimed at deciding whether it is more cost-effective to purchase or produce the resources needed to complete the project. It takes into account the costs of producing resources (e.g., semi-finished products, equipment, software, etc.), human resources, and more. Based on this analysis, a decision is made on whether creating these resources or purchasing them is more economical.

Resource usage variance analysis

This analysis is primarily aimed at evaluating the efficiency of resource utilization in a project. It allows for the assessment of expenditure and resource management efficiency at every stage of the project’s lifecycle. It helps in early detection of deviations (both positive and negative) and enables the implementation of measures to optimize the project execution process.

Project risk analysis

 

Risk analysis allows for the identification, estimation, and evaluation of risks within a project. It helps the project manager categorize specific risks, avoid their occurrence, and better plan actions at various stages of the project’s lifecycle. An important element of risk analysis is creating potential responses to risks. Key aspects of this analysis include determining the probability of a risk occurring and its impact on the project’s execution. Risk analysis is a critical component of project definition and planning.

APM (Organization and Certification)

APM, or the Association for Project Management, is a British organization that unites professionals (especially practitioners) involved in project execution. In addition to developing and enhancing the competencies of project managers, the organization conducts training and is responsible for certifying project managers. Additionally, it issues APM certificates, which confirm project management skills based on IPMA standards (International Project Management Association).

Product backlog

In practice, this is a list of tasks, requirements, and actions needed to complete a project. The product backlog also includes descriptions of the tests the completed product should pass successfully. Importantly, it usually contains tasks for the next 2-4 sprints. This term is directly associated with the SCRUM methodology, and the Product Owner is responsible for creating this document.

Sprint backlog

This is a collection of tasks to be completed during a specific sprint. Like the product backlog, the sprint backlog is directly related to the SCRUM methodology. Each task in a sprint should be described in the backlog and include details such as the person responsible for its execution, estimated time for completion, task status, and functional description. The sprint backlog is typically managed by the development team or, in project management contexts, by the Project Manager.

Beneficiary

In project management, there are many types of beneficiaries:

1. Final beneficiary – an entity commissioning a specific project to meet certain needs or expectations (e.g., an institution).
2. Project beneficiary – often present in projects funded by the EU; a person or organization without legal personality that implements projects using national or foreign funds.
3. Actual beneficiary – a person or organization that genuinely uses the outcomes of the project (e.g., software or products).
   Depending on the context, this term defines various roles within a project.

Resource balancing

This involves optimizing resource utilization during project execution to increase the chances of timely completion of each phase. This may include both budget allocation and time management for team members involved in the project, ensuring better use of their time and skills.

Project Office

A structure within an organization whose primary role is to support project teams in their work. This office is responsible for actions related to project implementation at every stage—from initiation through monitoring and control to closure. Unlike the Project Management Office (PMO), the project office is established temporarily for a specific project and is typically dissolved after project completion.

Project Management Office (PMO)

This is a permanent structure within an enterprise responsible for supporting project teams and minimizing project failure risks (e.g., risk monitoring). The PMO oversees all phases of project execution and is a core element of many organizational structures.

Project budget

In practice, this is the financial plan for the project, detailing expenses often divided into individual phases and specific activities. Its main purpose is to track expenditures and indirectly optimize project costs. When combined with cost analysis, the budget enables more efficient resource management within the project.

Burndown chart

This is a method of visualizing progress, particularly during a specific sprint. Often displayed as a chart, it helps determine how many tasks have been completed and how many remain. The fewer tasks left, the more the “work is burning through,” meaning tasks are being completed faster—hence the name.

 

Critical Path Method (CPM)

The Critical Path Method (CPM) is a project planning technique designed to better understand the interdependencies between processes and participants during project execution. Developed in the late 1960s in the USA, CPM helps improve operational efficiency and optimize project realization across all stages of the project life cycle. The method involves considering the outcomes of implementing plans and analyzing their effectiveness in terms of goals, budgets, and allocated resources. By enabling real-time planning, CPM allows for quicker identification of opportunities and challenges within a project, leveraging this knowledge to improve outcomes.

Project life cycle

The project life cycle is a universal framework describing sequential stages of project execution, from the conception of an idea to its conclusion and evaluation. Depending on the methodology, these stages may be named differently, but understanding their characteristic steps enhances resource management and process optimization at every phase. Prominent authors such as Lewis, Kruger, and Mantel/Meredith highlight key life cycle elements, which remain largely consistent across methodologies.

Daily Scrum

The Daily Scrum is a brief, daily meeting for project teams, originating from Agile practices. Commonly associated with development teams, it is also applicable across other domains like marketing and accounting. The purpose is to summarize sprint progress in under 15 minutes. Many practitioners recommend holding these meetings while standing to encourage brevity and focus on essentials. This format, also known as a daily standup, enables swift reporting of progress and challenges.

Environmental decision

An environmental decision is critical for projects potentially impacting the natural environment. It is based on an environmental impact assessment (EIA), which evaluates both positive and negative effects. A key element of this decision is the report detailing these impacts, forming the basis for project approvals or adjustments.

Project diagnosis

Project diagnosis identifies challenges faced by the project team and evaluates the degree of task completion. Its primary goal is to recognize and understand both current and future potentials and obstacles. This process improves the financial and temporal efficiency of project execution.

DMAIC

DMAIC is a structured problem-solving method used to transform failures into learning opportunities or successes. The acronym represents five stages: Define, Measure, Analyze, Improve, and Control. These steps facilitate understanding how a given state was achieved and provide insights to address similar challenges in the future.

Client requirements documentation

This process involves capturing the client’s requirements in a clear and prioritized manner, regardless of whether the project is for internal or external stakeholders. Proper documentation should address key questions about the project’s purpose, operations, and usability. Including detailed comments and prioritizations ensures better project execution by the team.

Group dynamics

Introduced by K. Lewin, group dynamics explores the principles governing group interactions. In the context of project teams, it emphasizes maintaining a balance between solidarity (team cohesion) and tension (motivation to act). Five universal stages of group dynamics align closely with project life cycle stages, providing psychological and social insights into team collaboration.

Epic

In Scrum methodology, an Epic refers to a large task or objective that contributes to a broader goal. If an Epic is too extensive for one sprint, it can be divided into smaller user stories and tasks, distributed across multiple sprints.

Escalation

Escalation refers to the intensification of conflicts within a project team, often resulting from internal (e.g., poor management) or external (e.g., changing client requirements) factors. Early intervention by the project manager can mitigate these tensions, while delayed responses risk team dysfunction or dissolution. Friedrich Glasl’s nine-stage escalation model is a valuable tool for managing such situations.

Task duration estimation

Accurate estimation of task durations is critical in project management. This process considers factors like required breaks and individual team member efficiency. Techniques include expert advice, historical data analysis, and the Delphi method.

Project stages

Projects typically progress through five stages: initiation, planning, execution, monitoring and control, and closure. Each stage requires tailored tools and performance metrics, ensuring effective management throughout the project.

Project evaluation

Evaluation is one of the final project stages, assessing both project outcomes and the processes leading to completion. Strategic and operational evaluations identify strengths, weaknesses, and areas for improvement, providing insights for future projects. EU-funded initiatives often require systematic evaluation as part of compliance.

Extreme Programming (XP)

Facilitation

Facilitation supports team members’ competency development through self-driven work while maintaining a positive team atmosphere. A facilitator (e.g., project manager) fosters growth and collaboration, aligning the team’s development pace with project needs.

Project phases

In PRINCE2 methodology, the project phases include preparation, initiation, execution, and closure. This approach emphasizes the processes within each phase, ensuring structured and efficient project management.

Feature-Driven Development (FDD)

Feature-Driven Development (FDD) emphasizes client communication and incremental delivery of project results. It enables clients to evaluate and refine project features continuously, improving alignment with real needs. Good practices include object modeling and incremental builds.

Financial project evaluation

This involves assessing a project’s financial viability through a detailed analysis of costs at all stages, including maintenance and external factors like inflation. Financial evaluation determines a project’s profitability and justifies investment decisions.

Free Float

Free float is a time reserve in project schedules, allowing flexibility if a stage exceeds its planned duration. This buffer ensures minimal disruption to subsequent phases.

General contractor

A general contractor oversees comprehensive project execution, analyzing tender specifications and ensuring the project’s conformity to the investor’s requirements. This role often extends beyond construction to include technological or IT components.

GERT (Graphical Evaluation and Review Technique)

Graphical Evaluation and Review Technique (GERT) is a network-based method that allows for the evaluation of both time and the likelihood of specific tasks occurring. This is one of the reasons why this method is effective in the execution of research and development projects, where defining exact timeframes required to achieve the intended goal is difficult or impossible. Nevertheless, the GERT method itself is at least complex, and creating a suitable system for managing research and development projects remains a challenge. However, while the method works during the execution of such projects, it requires the project management team to demonstrate significant discipline and precision in planning at every stage of the project’s lifecycle.

Identification of threats and opportunities in the project

Identifying threats and opportunities accompanies the organization at every stage of the project. This is an essential aspect of the work of the entire project team, enabling the anticipation of project risks and, where possible, preventing them, or in some cases, turning them into opportunities.

Increment

The increase of something: resources, values, prices, or… population. This is a well-known category in both demography (e.g., natural increase), and other fields such as economics (income increase, production, etc.) or statistics (relative growth).

Managing authority

This term is directly related to the use of EU budget funds. It refers to a public administration body or an appropriate minister responsible for overseeing the use of these funds. The legal basis for the managing institution is the EU Council Regulation of July 14, 2004.

Investment

Investing

This means acquiring products, assets, or ownership in order to obtain financial benefits – both in the form of interest and dividends, as well as future savings, for example, in the course of running a project. Every investment carries inherent risks – loss of value of the acquired resource or its inflation or obsolescence. This risk should be considered in the analysis that precedes the profitability evaluation of a specific investment.

IPMA

International Project Management Association, is an organization focused on certification and the development of standards related to project management. Among the projects and services offered by both the Swiss headquarters of IPMA and the Polish branch of this non-profit organization, IPMA certificates are particularly noteworthy. The certification has four levels: A, B, C, and D – confirming the competence of project team members, from specialists (D) to directors (A). The IPMA certification is prestigious and certainly a source of pride for the certified person as well as the company employing them.

Milestone

In project management, the meaning of this term is similar to its everyday use: it signifies the achievement of an important point in the project’s execution. Reaching a milestone is a success for the team (especially if it is achieved on time and within budget) and an opportunity for both celebration and project evaluation. On the other hand, milestones should be a constant part of every project, and their appropriate placement throughout the project lifecycle helps to manage resources more effectively. The “milestone” can be defined in various ways: launching a complex functionality, completing a sub-project phase, etc. It is also important for milestones to point to subsequent actions and correspond with the following “turning points.”

Project Charter

This is one of the most important documents for an ongoing (or planned) project. It is created by the person or entity responsible for initiating or authorizing the specific process. The project charter is a collection of information about the project, ranging from preliminary requirements (for example, drawn from tender documents or others) for the final product, to stakeholder expectations, as well as a detailed project schedule or budget.

Key quality factors

These are an essential component of Project Cycle Management (PCM), which defines the factors influencing or guaranteeing the satisfactory quality of a completed project at every stage. Among the activities ensuring the final quality of the project outcome are active participation and responsiveness of beneficiaries, the economic viability of the actions taken, and concern for the natural environment during project execution.

Key Performance Indicators (KPI)

These are indicators for achieving and fulfilling the intended goals during the execution of a project. Their main task is to make work within the project easier by indicating short- and medium-term goals, as well as providing tools for evaluating the project execution process, its assumptions, and schedules.

Project evaluation committee

This is a body formed during the project selection process, tasked with choosing the best funding applications. Such a committee is typically established in organizations awarding grants or financial support. This body is usually composed of specialists with the competence to assess the substantive content of proposed projects, as well as representatives from the funding organization. Despite its advisory role, in many organizations, the committee essentially selects the projects that will receive funding.

Steering committee

As the name suggests, the steering committee is responsible for guiding the project. This body makes the most important decisions related to the project’s execution and represents the interests of all parties involved in the project (i.e., its beneficiaries and stakeholders). The committee can authorize plan changes or even the abandonment of the project.

Conceptualization

Also known as the “initiation phase,” this is an extremely important time in the project. During this phase, the team analyzes the key elements related to the project’s execution and focuses on defining them in a way that is understandable for all stakeholders (especially those not professionally involved in project execution). The result of this process is often a set of definitions concerning the project being executed. These definitions form the basis for mapping and analyzing the project.

Project control

This is the process of checking the current status of the project, determining which actions are being correctly executed, and which require intervention from the management team or a review of budget status. Control is a routine activity but allows for timely identification of deviations in the project and taking corrective actions. During project control, tools such as Gantt charts, dependency tree techniques, or network diagrams can prove useful. The selection of tools or methodologies for control depends on the specific team or project management office.

Criteria for success and failure in Project Management

Beyond the actual execution of the project – including its evaluation and timely completion of the assigned tasks – it is crucial to assess the project management process itself. The basis for this assessment is determining the conditions in which the management system works and under which conditions it can be considered inadequate. This means not only evaluating the execution of the project but also analyzing the consequences of its implementation. Therefore, a project completed correctly and according to the client’s requirements can be evaluated as a success, but additional information will indicate whether the final outcome actually produces positive effects after implementation.

Team formation

This is the process of building a team aimed at achieving maximum efficiency from each of its members and, therefore, from the team itself. In team formation, members must not only know their roles but also find their place within the structure of tasks and responsibilities. In a well-formed team, members can effectively complement each other’s competencies and better understand the common goal. Team formation is associated with the soft skills of the team leader and sub-team leaders, and directly impacts the atmosphere within the team. The widely accepted team formation model is Tuckman’s model, which defines four stages: forming, storming (conflict), norming, and finally performing (routine).

Agile Manifesto

This document was published in 2001 and outlines the principles of agile project management. It is the result of the work of a team of developers who combined their experiences to create a new, lightweight approach to software development. The manifesto contains four key values and twelve principles that facilitate an approach to software creation focused on people. The key values clearly indicate a new approach for software development teams: individuals and interactions over processes and tools; working software over comprehensive documentation; customer collaboration over contract negotiation; responding to change over following a plan. The effectiveness of this project management approach is evidenced by the fact that Agile methods, originally designed for development teams, are now applied in many other types of projects.

Benefits map

This is a document that helps identify the connections between specific actions and stages in a project and its goals. The benefits map can also serve as a note that helps clarify – both for the project team and stakeholders – the relationships between specific actions and the expected goals. Key questions that the benefits map should answer include “why are we doing this?”, “what will it achieve?”, and “what could this specific action lead to?”.

Critical chain method

This is a project planning and management method developed by Dr. E. Goldratt. It focuses on ensuring the resources necessary for the timely completion of a project. Many project management theorists and practitioners believe that this method significantly accelerates team performance while reducing costs associated with task execution and the overall project. Planning in this methodology is similar to the critical path method.

Resource control methods

These methods focus on monitoring the resources used during project task execution and those needed for further progress. This enables better cost optimization within the project and reduces the risk of costly delays, such as those resulting from the late procurement of needed resources. Among the resource control methods are cost-time analysis (CPM, critical path method) and Work Breakdown Structure (WBS). The choice of resource control methods is often linked to the selected project execution methodology.

PCM Methodology

The Product Cycle Management methodology, recommended by the European Union (largely due to its popularity), helps to clearly define the goals and outcomes of a project and the steps leading to its execution. The project lifecycle in PCM is divided into: planning, identification, development, financing, implementation, and evaluation. Interestingly, this methodology is closely connected with the evaluation of projects funded by the EU Development Assistance Committee (OECD) – its application has significantly improved the effectiveness of aid programs and the better use of funds by their beneficiaries.

PRINCE II Methodology

PRINCE II stands for Project In Controlled Environment, which is a project management methodology that assumes a project is an organization created for a certain period, aimed at delivering business products. This approach emphasizes the business outcomes of a project rather than the process itself. Each stage of project execution, based on the PRINCE II methodology, has the same long-term goal and focuses on delivering components that make up this goal. PRINCE II methodology describes 8 key project execution processes: preparation, strategic management, initiation, stage control, product development management, stage scope management, and finally, project closure.

Phase models

Their main purpose is to demonstrate the project lifecycle: its successive stages, until realization. The final element of each project phase is a milestone, and all phases contribute to the project lifecycle. Working with phase models allows the project manager to better manage the work and react earlier to deviations from the plan – for example, by analyzing actions or results within the “milestone.”

Project team models

These are designed to optimize the use of team members and their competencies during project execution. Several types of models approach this task in different ways, and as you might expect, they work better in different applications. Among the most popular project team models are: isomorphic (a simple structure where the manager plays a central role, staying in contact with all members and supervising the execution of tasks), expert (where tasks and responsibilities are divided based on the competencies of specific members), collective (based on team management, with no single leader, focusing on communication between team members), and surgical (which focuses on the work of one team member and delegates “distracting” tasks to others). Each of these methods has its advantages and disadvantages, which is why hybrid models are often used – for example, partially surgical (where one specialist “puts everything together”) and partially expert (where experts prepare individual “components” that the “surgeon” assembles in consultation with the other experts). In other words, as many project team models as there are hybrid methods applied in their work.

Motivating in a project

This is an aspect of project team management. Motivation usually falls to the project manager, who should use appropriate motivation to ensure, on the one hand, a clear division of tasks and certainty that the project is being appropriately executed, and on the other, that the person has all the necessary resources (time, competencies, and other means) to carry out the tasks. Furthermore, motivation in a project typically has two dimensions: financial and non-financial. In other words, employees may be motivated by the opportunity for additional remuneration for completing tasks on time, or they may see the project as an opportunity for development and therefore be motivated by the chance to improve their skills.

Information flow in a project

This refers to the communication process – both within the project team and between the project team and other stakeholders. Beyond the obvious communication elements (sender, intention, recipient, etc.), information flow in a project also involves defining specific project elements and the way they are formulated in technical documentation. Each project team has developed or strives to develop its own communication system.

Statement of Work (SOW)

A Statement of Work is a document that defines, among other things, the client’s expectations and the work schedule, along with deadlines for its completion. This document is usually one of the key attachments to a project execution contract or internal company documentation, such as PMO documents. It is crucial to use clear language in the SOW and precisely define the scope of work or specific tasks, as this helps avoid errors and misunderstandings during project delivery.

Operationalization

This is closely related to research and development projects, which often require the definition of terms used during their execution. It allows for the practical assessment of the effectiveness and precision of a selected definition (for example, whether it is understood by the team members, etc.).

Task time optimization (Crashing)

As the name suggests, this method allows for reducing the time spent on tasks, thus providing savings in team work or accelerating project execution. It is essential for projects that are delayed or need to be completed in a very short time. Task time optimization can lead to additional costs in project execution, such as using more expensive (but faster) production methods or higher team or subcontractor rates. Task time optimization can also involve updating the project team’s work schedule.

Resource utilization optimization (Leveling)

Similar to task time optimization, resource utilization optimization focuses on finding better ways to use resources during project execution. This often involves using existing resources or shifting the completion of a project stage, for example, when it results in significant savings. Unlike task time optimization, resource savings focus on reducing project execution costs.

Project Savings

This is an essential element of a project, important both during the planning and execution phases. It is especially relevant in long-term projects, where costs may fluctuate due to inflation. In many situations, it may be necessary to accumulate resources in advance; in others, the cost of storing them may reduce the savings and prompt a later purchase of materials. However, project savings are not just about prudent (and budget-compliant) resource management but also about managing the team (and its time) and risk assessment. Each of these elements, properly used and executed, allows for introducing savings in the team’s work.

PERT

This is a project planning and control method, which stands for Project Evaluation and Review Technique. It allows for determining the project’s execution time and identifying time reserves for its completion. This method relies more on estimations (thus the execution time is given in ranges), making it ideal for research and development projects or those where setting precise deadlines is difficult or impossible.

Project plan

This is a document that is inherently linked to any project. It should answer questions regarding the project’s purpose or the problem it solves, the roles involved in its execution, and, above all, define the framework within which the project is realized. This includes the sequence of tasks, their assignment, and the competencies of individual project team members and stakeholders. In addition to the project plan, other documents, such as quality, risk, and financial management plans, can be created. These additional documents help support the project team in its work.

Sprint planning

This term comes from SCRUM methodology and refers to a meeting where tasks for the upcoming sprint are determined. During this planning, the Product Owner, along with the Scrum Master and development team, defines sprint tasks based on the team’s competencies, their alignment with the current business situation, or the latest product updates. This enables better use of team resources and accelerates product development. Critical aspects of sprint planning include determining the sprint backlog and estimating tasks – these elements help with easier evaluation and the scheduling of each team member’s work. Additionally, sprint planning includes defining its specific goal, by which the entire team will be held accountable.

Critical path planning

This defines the longest path for completing the successive stages of a project, with the assumption that the next stage cannot start before the previous one finishes. The execution time for each stage is considered “safe,” meaning it is not too short, allowing for a time buffer, which is crucial if delays occur. Additionally, the execution time component can be part of optimizing the critical path, where the time may be made “more aggressive” to accelerate project completion. The main task of critical path planning is to define the total project duration and identify risks related to its execution (“bottlenecks”). It also helps to make better use of available resources and schedule tasks to avoid delays.

Parkinson's Law

This is an interesting principle that, although crucial in project management, also applies in everyday life. The basic premise of Parkinson’s Law is that “work expands to fill the time available for its completion.” This means that if the estimated time for a task is 8 hours, the worker will spend those 8 hours on it, even if it turns out the task could have been completed in less time. Although this law assumes setting timeframes or time for rest, it suggests the need for better time utilization rather than executing tasks within a specific timeframe. In other words, the execution of the task depends on the task itself, not the time given. This approach leads to better time management and helps maintain a positive work atmosphere (few things demotivate team members as much as seeing others procrastinate aimlessly).

Priority

This refers to the importance of a task, goal, etc., determined relative to other tasks, goals, etc. In other words, priority defines the level of importance in relation to similar elements.

Budgeting procedure

This procedure aims to define the budget not only for the entire project but also for its individual elements. During the process, it is essential not only to estimate the costs of components but also to account for predicted changes and the possible impact of specific outcomes on the budget (such as inflation or seasonal increases in resource prices). The budgeting procedure allows for the creation of different types of budgets: those for achieving goals (e.g., marketing, operations, etc.), as well as those considering the time horizon for execution (short-term or long-term).

Design process

This process aims to create a solution to the problem the project team faces, i.e., to create a method for executing the project. The design process involves tasks such as analyzing the project’s situation and context, planning the project execution cycle, and the actual design work. The outcome of the design process is the creation of project documentation, an essential element that describes the project itself and the path to its execution.

Product owner

A key member of the scrum team, the Product Owner represents the client’s interests. They oversee the team’s work, ensuring proper planning, timely execution, and quality of the project stages. The Product Owner’s primary task is to “translate” client requirements into descriptions of specific actions and communicate them clearly to the team. Additionally, they manage the backlog and create project documentation.

Project product

This refers to the goal of the project, i.e., what is intended to be created during its execution. Along with the budget, time, and quality, the concept of the project product is one of the four key dimensions of the project. The product should be described at the beginning of the project work and should include all the needs, goals, etc., of the commissioned project.

Project Sub-products

The project product usually consists of sub-products – their combination creates the final product. Sub-products are subject to verification according to previously established criteria.

Prototyping and modeling

Sprint Review

 

A meeting aimed at evaluating the completed sprint. It serves as a summary of activities, an assessment of achievements, and an opportunity for team members to discuss. Sprint reviews are an effective control tool in scrum-based teams. Besides the team members, this meeting typically includes the client and company management. During the meeting, the outcomes of the specific sprint (new features, additional project elements, etc.) are presented clearly.

KISS Rule

Keep It Simple, Stupid – a principle encouraging focus on execution and effectiveness, rather than overcomplicating problems. It speeds up task completion and emphasizes practical methods for carrying out tasks.

 

Risk register

A document listing all opportunities and threats related to a specific project. It is created in the early stages of a project and is a key component of the risk management plan. It typically contains a list of potential project risks and methods to prevent them. In many cases, the register also includes actions to mitigate the negative impact of these risks on the project, helping to accelerate the risk elimination process and reduce negative effects on the final project outcome.

Retrospective

The second meeting, following the sprint review, that summarizes the iteration (sprint). The goal of the retrospective is to identify ways to improve team performance and analyze unmet goals, finding methods to address them in the future. It is an internal meeting for the scrum team, involving the team members and the scrum master. The key question of the retrospective is always, “What can we do to make the next sprint more effective?”

Project reserves

 

Directly related to risk management in the project, these define the “margin” of actions, such as financial, time, etc. Reserves are defined during project planning and should include elements from the risk register.

Residual/Acceptable Risk

 

The risk that remains after taking all actions to mitigate it. It is related to project risk management, and the project management office (PMO) or the team member assigned to monitor it should oversee it throughout the project’s execution.

Scrum Master

A specialist in the scrum team responsible for ensuring adherence to scrum procedures and supporting the team and product owner in project execution. The scrum master leads daily meetings (daily scrum) and the sprint retrospective. They should possess strong soft skills, coupled with analytical abilities and a willingness to learn and solve problems.

Project reporting

Important for communicating with project stakeholders and in the process of planning further actions. It allows for summarizing a project phase (e.g., reaching a milestone), revising plans, and adjusting them if needed. Reporting enables both progress tracking and optimization of project work. Key tools for reporting include various reports, from current ones (what’s happening, what’s in progress, next steps) to cumulative ones (e.g., quarterly) and deviation reports (showing discrepancies between the plan and actual results).

Sprint

An iteration of a project in agile methodology. It is a set of tasks executed by the development team within a specific time frame (up to one month) with a clear goal (e.g., developing a new feature of the project). Sprint planning precedes its start, and during the sprint, the development team meets daily in daily scrums. The sprint is concluded with a retrospective and sprint review.

Feasibility study

 

A formal study conducted during the project planning phase. Its main purpose is to answer the question “Can this project be completed?” (probability of success). Additionally, it provides a financial feasibility evaluation. The feasibility study presents the project and its potential outcomes in a market, social, and other contexts, beyond just answering “yes, it’s feasible.”

Subproject

Complex projects can be divided into subprojects. This allows the project management team to manage execution more easily and reduce inertia in completing larger parts of the project. A subproject can be delegated to another department or outsourced to another company, especially if it requires different competencies or would be unprofitable for the team executing the project

Task duration estimation

An important time management procedure in project execution. It helps define project phases and create schedules. When estimating task duration, not only technical aspects but also project risk factors and previous experiences with similar projects should be considered. If estimating task duration is impossible (e.g., the team has not worked on similar tasks), expert opinions may be sought. Task durations can be estimated as predicted (most likely), optimistic (shortest), pessimistic (longest), and probable (most realistic).

Project management system

 

A system designed to facilitate project execution. This system integrates company-established practices with selected project management software. A well-implemented project management system automates processes and speeds up project completion.

Project execution environment

Everything surrounding the project, from competition to politics, society, economics, and execution areas. Each of these elements may or may not influence the project and its execution process. Considering these factors during project planning helps avoid problems and provides better answers regarding the project’s feasibility or profitability.

Test-Driven Development

TDD is an approach to software development that emphasizes heavy testing. The primary principle is to create tests first, followed by production code. Although this may require developers to change their approach, it brings many benefits, such as early problem-solving and error identification. TDD is closely associated with agile teams, though the first concepts appeared in the 1970s.

 

Project justification

A document that provides the business foundation for a project after analyzing the project environment, risks, and feasibility. This document also outlines the long-term and short-term perspectives for the project. The information in this document aids in planning and guiding the project to execution.

Bottleneck

 

An element in a process chain with limited capacity that can cause production or project execution delays. Identifying bottlenecks is essential, but more important is implementing corrective measures to reduce their negative impact on the project execution process.

Gantt Chart

 

A graphical project planning tool introduced by Henry Lurence Gantt in 1917. It visually displays task relationships and their execution schedule. It is created during project planning and is usually part of the project documentation. A drawback of the Gantt chart is its simplicity and lack of commentary options, though electronic versions have expanded its functionality.

Project requirements and objectives

A collection of characteristics the project must have to achieve its goal, for which the project team and client are responsible. The project requirements usually come from the client, but the project team defines and refines them. As the objective and requirements are clarified, client expectations may change, or the project may lack business justification. The SMART criteria are useful for evaluating the feasibility and relevance of project objectives.

Project scope

 

Also known as functional specification, it defines the set of indicators that help understand the project better and ensure its successful execution according to the client’s requirements. Clearly defining the project scope improves quality and enhances execution efficiency.

Project closure

 

The final phase of a project. Beyond the formal completion (final report, project delivery, invoice payment), it includes project evaluation and a summary of actions taken. The conclusions drawn from this analysis can lead to better management and execution of future projects.

Project Management

 

The process of executing a project, involving the appropriate division of tasks and control over their completion. This includes managing the budget, human resources, materials, and other resources.

SMART Principle

A method for defining objectives in a way that supports their achievement. The acronym stands for specific, measurable, achievable, relevant, and time-bound.

 

 

Development team

 

The unit responsible for implementing product features (usually software). It typically consists of developers with complementary competencies required for creating the product. The development team actively participates in all stages of planning, execution, and sprint review.

Project Team

The unit responsible for executing a specific project. It is managed by the project manager. Like the development team, the project team consists of a small number of people with complementary skills, allowing them to carry out the project. The team’s composition may change depending on the project.

Iron Triangle