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The Pareto Principle, also known as the 80/20 principle, is a method for prioritising tasks or issues. The principle states that approximately 80% of the result is achieved with 20% of the effort, and the remaining 20% of the result requires 80% of the effort. The Pareto Principle is used to set priorities by prioritising tasks or issues that have the greatest impact.

In the participative approach, all stakeholders of the project are actively involved in information and communication processes, as well as decision-making processes.

Part-time project work occurs when team members work partly on the project and partly in their original department. This can lead to complications if responsibilities are unclear.

A performance description is a document that details the specific requirements and expectations of a project or service. It defines the scope, quality, performance criteria and other important aspects to ensure that all parties have a common understanding of the service to be provided.

A performance specification is a document that sets out all the client's requirements and expectations for a project. It includes objectives, scope of delivery and boundary conditions and serves as the basis for the execution of the project.

Performance variance is the difference between the planned and actual costs incurred for a specific task or work package. It indicates whether the task is on time and on budget or not.

A performing team works collaboratively, efficiently, and purposefully, achieving excellent results.

The PESTEL analysis evaluates the various influences (political, economic, sociocultural, technological, environmental, and legal) on a project.

The phase model in a project structure plan means that the project is structured by phases rather than its functions or objects.

The planned costs of earned value are the remuneration claim justified by the work performed, usually calculated as the completion value. Also referred to as earned value, work value, actual completion value or budgeted cost of work performed.

The planned costs of planned performance are the costs planned for the work up to a certain date. With a smooth process, they should match the planned costs of earned value.

In this agile estimation technique, team members assess the effort required for user stories. They use playing cards with numerical values to estimate the complexity or effort of the work in an abstract form without referring to costs or time aspects. The individual user stories are therefore evaluated in relation to each other. This method encourages discussion within the team and helps to obtain realistic estimates of the work involved.

The Plus-Delta method is a retrospective technique applied after completing a project or a specific period. Team members reflect on the positive aspects (Plus) and areas for improvement (Delta). This helps solidify the experiences from the project and optimise future projects or phases. The Plus-Delta method is also suitable for enhancing the effectiveness of the Sprint retrospective at the end of each Scrum Sprint.

Portfolio management refers to the process of planning, prioritising, controlling, and monitoring multiple projects. It ensures that resources are efficiently utilised to achieve the strategic goals of all projects.

Portfolio visualisation are graphical overviews that evaluate projects based on specific criteria, usually along two dimensions. They are popular due to their simplicity, but the limitation to only two dimensions can be problematic because projects have more characteristics than just two.

Precedence relationship show the quantifiable dependence between events or tasks in a project. They are represented in network plans as different types of sequencing, such as finish-start, start-start, finish-finish, or start-finish.

The premortem method is a reflective technique in which individuals imagine what goals and achievements should be mentioned in a hypothetical eulogy about their own life.

Prioritisation refers to establishing priority rules, especially in conflict situations, such as resource allocation or goal pursuit.

Prioritisation methods are techniques for ranking tasks, functions, or projects based on their importance or significance. They help efficiently allocate limited resources by focusing initially on the most critical elements. Prioritisation techniques include the MoSCoW method or the Eisenhower matrix.

Process goals are goals that focus on the course of the project, such as adherence to the schedule, budget, or team building. They contrast with outcome goals, which focus on the end product.

A process instruction is a process description in which the rules and regulations for operational processes, e.g. for the development of products or the provision of a service, are defined.

A process model is a planning and management tool that visually represents workflows.

Process optimisation refers to the systematic improvement of workflows to increase efficiency, quality, and performance. This includes analysing existing processes, identifying bottlenecks or inefficiencies, and implementing measures for optimisation.

Process organisation deals with the set of rules and tools (what, when, where, with what, in what order) needed to efficiently design and implement business processes in a project or project management system.

A process schedule, also known as a network, is a structured representation of a complex process, divided into various sub-steps or processes. It provides an overview of the duration, the amount of work involved and other important parameters for each individual element / activity. In addition, it shows the relationships between these elements and provides a framework for earliest and latest possible dates without specifying them.

Processing capacity refers to the available capacity, such as in person-days or machine hours, planned or already consumed for the execution of work packages or tasks.

Procurement logistics includes all processes from demand notification to the delivery of material or equipment to the deployment site. In autonomous project management, this is often a part of project management itself.

The Product Backlog is a prioritised list of tasks and activities, known as Product Backlog Items (PBI), contributing to achieving the Product Goal.

A Product Backlog Item (PBI) is an entry in the Product Backlog and can take various forms, such as tasks, activities, user stories, epics, or themes.

The Product Goal is the desired outcome of a Scrum project and serves as a guiding principle for development work. It is realised through the Sprints of the Scrum team.

The product manager plays a key role in project management and is responsible for planning, developing, and launching a product. This includes monitoring the product lifecycle and developing a plan for the optimal market launch of the product.

The Product Owner is the customer or their representative. They develop, communicate, and share the Product Goal, ensure everyone understands the Product Backlog, and are responsible for the transparency and visibility of the Product Backlog.

The Product Vision is a term from the agile Scrum framework. It encompasses the ideal goal of a product from the customer's perspective and is defined by the Product Owner. It helps align the individual views of customers and aids the development team in understanding the product and prioritising tasks accordingly.

A program is a collection of related projects managed together. Unlike a project portfolio, a program is limited in time.

A program manager is responsible for overseeing multiple interconnected projects (a program). They ensure the implementation of strategies, efficient collaboration, and contribute to achieving overarching organisational goals.

A project is a unique undertaking with defined goals and resources. It differs from other endeavors due to its uniqueness and specific organisation.

Project approval is the business decision that officially confirms that a project may begin or continue. It can be provisional or final, or used as a synonym for the authorisation of the project processes.

A project archive is a systematic collection of information, documents, and data generated during various phases of a project. It aims to document past projects and allows quick access to valuable resources, insights, and best practices for future projects.

Project authorisation is the business decision to implement a project idea. It marks the official starting point of a project.

The project budget refers to the total financial sum available for carrying out a project.

A project check aims to clarify the differences between a routine task and a genuine project.

The project closure process follows the execution process and includes all steps necessary to properly conclude a project. This involves handing over the delivered results, completing project control (evaluation of cost, revenue, and financial situation), dissolving the project organisation and project evaluation (reviewing experiences and lessons learned from the project).

Project control encompasses the monitoring and control of project processes, with exact tasks and responsibilities contractually defined.

The project control function is the coordinated monitoring and control of activities, resources and processes in order to achieve the project objectives in terms of deadlines, costs and performance. It includes recognising deviations, initiating corrective measures and maintaining effective communication within the project team and with stakeholders.

The project controller, also simply referred to as a controller, is responsible for controlling a project. They ensure that the project status is transparent and support the project manager in steering the project.

Project controlling involves the ongoing monitoring and adjustment of project goals concerning time, cost, and performance.

Project costs encompass all expenses related to a project.

A project database is a centralised electronic platform storing relevant information and data about ongoing and completed projects. The database facilitates efficient management of project information and documents.

Project documentation is a collection of essential data from a project, including information on configuration, organisation, resource utilisation, approach, and achieved goals.

Project duration indicates how many time units (such as months or workdays) are scheduled for the implementation of a project. This timeframe is initially estimated, then calculated, possibly shortened, planned, executed, monitored, corrected if necessary, and documented.

The project environment is the entire context in which the project is developed and implemented, which can influence or be influenced by it.

The project file, also known as the project manual, is a collection of documents serving as a basis for project planning. It is relevant for all team members until project completion. It should not be confused with the project management manual.

Project implementation includes all steps and processes required to achieve the Project Goal.

Project information comprises data necessary for the planning, control, and monitoring of a project.

A project information system (PIS) is a system of tools and procedures for collecting, processing, and storing project information. It also includes regulations and databases.

Project initiation is the first phase of project management and is the process by which a project is officially started. In this phase, the objectives, scope, resources, schedule and project stakeholders are identified and defined. Project initiation lays the foundation for an orderly and structured project workflow and serves as a reference point for all subsequent project phases.

A distinction is made between two types of project interfaces: organisational and technical interfaces. The former describes the points of contact or communication channels for the transfer of information and products between different elements within a project or between a project and its environment. Technical interfaces are points of contact and technical dependencies between different projects or within a project between different trades that need to be considered and monitored separately, especially during the implementation phase. Effective management of project interfaces is important to ensure a smooth process and to minimise conflicts.

The project life cycle includes all phases of a project from its conception to the closing phase. Each phase has specific goals, tasks, and outcomes that are traversed in an organised sequence to ensure the successful completion of the project.

Project management involves methods and tools for the effective and efficient execution of a project. Key tasks include analysis, planning, control, monitoring, administration, review, and documentation of all project aspects, as well as leading and motivating project participants.

Project management costs are the financial and personnel resources required for the successful execution of a project. These should be listed as a separate sub-task in the work breakdown structure (WSB).

The project management manual is a collection of rules that apply to the planning and execution of all projects within an organisation.

Project management methods are structured approaches, techniques, and tools used to efficiently plan, execute, monitor, control, and conclude projects. Examples of such methods include Waterfall, Agile, Lean, or Kanban. The selection of the appropriate method depends on project requirements, team structure, and goals.

The project management office (PMO) coordinates projects within an organisation. It ensures transparency and may have different roles depending on the organisation, such as training in project management or standardising processes and developing standards.

The project management process includes all activities necessary for the planning, execution, and completion of a project. These are divided into phases such as project preparation, project start, project implementation, and project closure.

A project management system is an organisational framework designed to efficiently plan and execute projects.

Project management tools refer to the set of instruments and software used for project management.

A project manager, also known as a project leader, is a person who is responsible for the planning, implementation and control of a project. They coordinate the progress of the project and monitor the work to ensure that the project goals are achieved. The project manager is also responsible for communication within the team and with stakeholders, as well as for solving problems in the project. To be successful, a project manager must have good organisational skills, leadership qualities and an understanding of the project topic.

A project objective is a clear, verifiable, specific result to be achieved by a project, including any prescribed conditions for its achievement. Objectives may compete or complement each other.

Project organisation refers to the structure and flow of projects and may vary throughout the project. The three common formats are staff organisation, autonomous project organisation, and matrix project organisation.

The project outcome is the final goal of the project and can vary depending on the type of project. It can be a physical product, a service, or a change within an organisation.

Project personnel is the overarching term for all individuals involved in any form in a project, whether as responsible parties or contributors.

The project plan is the central document summarising the entire planning of a project, including costs, schedule, and structure.

Project planning involves setting goals, allocating tasks and resources, and creating schedules and budgets. It aims to efficiently control the project progress and increase the likelihood of successful completion.

A project portfolio comprises multiple projects within an organisation that are related in a specific way. The project portfolio manager ensures transparency and coordination but does not replace the project managers of individual projects.

Project preparation includes all necessary steps and processes that must be completed before the actual start of a project.

Project prioritisation is the orderly ranking of projects, whereby projects with a higher priority receive preferential resources, especially in bottleneck situations.

A project process is the complete sequence necessary to achieve the project goal. It includes management and execution processes.

Project progress is a measure of the current status of project realisation. It can be indicated in the form of completed milestones or as a percentage of completion.

A project progress report documents the current status and developments of a project.

A project report provides an overview of the current status of the project.

A project review is a time-specific, comprehensive examination of the project status.

Project selection involves evaluating various project proposals based on specific criteria such as expected profit or return on investment.

The project sponsor is the person or organisation commissioning the project.

A project status report is regular documentation representing the current state of a project. The report aims to provide stakeholders with an overview of project progress and identify potential issues early on.

Project structure is the arrangement of various elements within a project and is presented in the work breakdown structure.

The project team is made up of a group of people with different skills and backgrounds. Each team member brings specific knowledge and experience to the project. They work closely together to achieve the project goals and utilise their individual skills to overcome challenges. The team members communicate regularly, share information and support each other to make the project a success.

A project team meeting is a gathering of the project team. If held regularly, it can be referred to as a Jour fixe.

Project team members are individuals who participate in a project. This includes not only assigned team members but also others who take on project-related tasks.

Project termination is the premature conclusion of a project, often due to failure to achieve its goals. Timely termination can minimise losses.

Project total costs refer to the entirety of costs attributed to a project.

A promoter is a person who advocates and supports a project. This can be a subject matter promoter with special expertise or a power promoter with special authority.