PRINCE2 Glossary of Terms - E
E - embedding to exploit
This is an A-Z glossary of terms, from the 2009 edition. PRINCE2® is a registered trade mark of AXELOS Limited.
- accept to avoid
- baseline to Business Case
- centre of excellence to customer's quality expectations
- Daily Log to DSDM Atern
- embedding (PRINCE2) to exploit
| F - H
- fallback to host site
- impact to Issue Report
| L - 0
- Lesson Log to output
- performance targets to Project Support
- quality to quality tolerance
- records to role description
- schedule to supplier
- tailoring to trigger
| U - W
- user acceptance to Work Package
What an organization needs to do to adopt PRINCE2 as its corporate project management method. See also, in contrast, ‘tailoring’, which defines what a project needs to do to apply the method to a specific project environment
End Project Report
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 an assessment of how well the project has done against the original Project Initiation Documentation
end stage assessment
The review by the Project Board and Project Manager of the End Stage Report to decide whether to approve the next Stage Plan. According to the size and criticality of the project, the review may be formal or informal. The authority to proceed should be documented as a formal record.
End Stage Report
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.
enhance (risk response)
A risk response
to an opportunity where proactive actions are taken to enhance both the probability of the event occurring and the impact of the event should it occur.
A control that takes place when a specific event occurs. This could be, for example, the end of a stage, the completion of the Project Initiation Documentation
, or the creation of an Exception Report
. It could also include organizational events that may affect the project, such as the end of the financial year.
A situation where it can be forecast that there will be a deviation beyond the tolerance levels agreed between Project Manager and Project Board (or between Project Board and corporate or programme management).
This is a review by the Project Board to approve (or reject) an Exception Plan.
This is a plan that often follows an Exception Report. For a Stage Plan exception, it covers the period from the present to the end of the current stage. If the exception were at project level, the Project Plan would be replaced.
A description of the exception situation, its impact, options, recommendation and impact of the recommendation. This report is prepared by the Project Manager for the Project Board.
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 chair of the Project Board. He or she represents the customer and is responsible for the Business Case
exploit (risk response)
A risk response
to an opportunity by seizing the opportunity to ensure that it will happen and that the impact will be realized.
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