| Term |
Definition |
| Benefits realisation |
The actual achievement of intended benefits (tangible and intangible) following the implementation or completion of a programme, project or initiative. |
| Change agent network |
Involves employees at various levels helping to prepare the organisation for change. |
| Change capability maturity assessment |
An evaluation of an organisation’s current competency (knowledge, skill and ability) to plan, manage and sustain change. |
| Change impact analysis |
An assessment of how project changes will impact stakeholders, processes, tools, organisation structures, roles, and technology. It involves a description of the change, who and what will be affected, and the degree of change to be introduced (or that was introduced) in specific areas of the organisation. |
| Change readiness assessment |
An early analysis of stakeholder preparedness and receptivity to change. It helps to identify potential barriers that may cause resistance to a change initiative, and provides opportunities to develop a plan to remove these barriers to increase willingness to accept and support change. |
| Continuous improvement |
An on-going drive to improve processes and capabilities. It focuses on creating efficiency, delivering value to the customer, and creating a culture that promotes and incorporates improvement activities into day-to-day operations. |
| Instructor-led training (ILT) |
Detailed classroom-based training, conducted in a face-to-face or virtual setting with minimum one instructor and ideally up to 25 participants. |
| Knowledge transfer (KT) |
The transfer of targeted skills and knowledge between key subject-matter experts (SMEs) or knowledge holders to designated knowledge receiver(s). |
| Metrics |
Metrics, simply put, are measurements. Metrics could include organisation results, quantification of system usage, average response time, benefits achieved, etc. (i.e., the measures that an organisation believes are vital for its success). They are a quantified measure of the degree to which a process, component or system possesses a given attribute. |
| Personas |
Personas are fictional characters based on values, behaviours, beliefs, attitudes, motivations, and demographics of real users that you may have gathered from your experience with MDAs |
| Programme |
“A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.” – PMBOK Guide 6th Edition. |
