PRINCE2 2009 Glossary of Terms RO v1 4

PRINCE2 Glossary of Terms English - Romanian
Termen
Description
Descriere
accept (risk
response)
A risk response to a threat where a conscious and

deliberate decision is taken to retain the threat, having
discerned that it is more economical to do so than to
attempt a risk response action. The threat should
continue to be monitored to ensure that it remains
tolerable.
Acceptare (rspuns de risc) o categorie de rspuns de risc, pentru o

ameninare, unde este luat o decizie deliberat de a accepta ameninarea, ca
urmare a inelegerii faptului c este mult mai economic s facem acest lucru
dect s ncercm o alt aciune de rspuns. Ameninarea trebuie s fie
monitorizat n continuare pentru a ne asigura c rmne n limite tolerabile.
acceptance
The formal act of acknowledging that the project has

met agreed
acceptance criteria and thereby met the requirements
of its
stakeholders.
Acceptan - Actul formal care ntiineaz c proiectul a ndeplinit criteriile de

acceptan stabilite i prin urmare ndeplinete cerinele stakeholderilor.
acceptance
criteria
A prioritized list of criteria that the project product

must meet before
the customer will accept it, i.e. measurable definitions
of the
attributes required for the set of products to be
acceptable to key
stakeholders.
acceptance criteria - O lista de criterii prioritizat pe care produsul proiectului

trebuie s o ndeplineasc nainte ca clientul s o accepte, ex. definiii
msurabile ale atributelor necesare pentru setul de produse pentru a vor fi
acceptate de principalii stakeholderi.
activity
A process, function or task that occurs over time, has

recognizable
results and is managed. It is usually defined as part of a
process or
plan.
Activitate - Un proces, funcie sau obligaie care apare n timp, are rezultate
recunoscute i este gestionat. De obicei este definit ca fiind parte dintr-un
proces sau plan.
PRINCE2 Glossary of Terms English - Romanian v.1.4

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agile methods
Principally, software development methods that apply

the project
approach of using short time-boxed iterations where
products are
incrementally developed. PRINCE2 is compatible with
agile
principles.
Metode agile n principal, metode de dezvoltare software care se aplic

pentru abordarea proiectului utiliznd aciuni repetate comprimate pe termen
scurt unde produsele sunt dezvoltate incremental. PRINCE2 este compatibil cu
principiile agile .
approval
The formal confirmation that a product is complete

and meets its
requirements (less any concessions) as defined by its
Product
Description.
Aprobare Confirmarea formal c respectivul produs este finalizat i

ndeplinete toate cerinele (fr concesii) dup cum este specificat n Product
Description.
approver
The person or group (e.g. a Project Board) who is

identified as
qualified and authorized to approve a (management or
specialist)
product as being complete and fit for purpose.
approver Persoana sau grupul (ex. Project Board) definit ca fiind calificat sau
autorizat s aprobe c un produs (de management sau specializat) este finalizat
i poate fi utilizat n scopul pentru care este destinat.
assumption
A statement that is taken as being true for the

purposes of
planning, but which could change later. An assumption
is made
where some facts are not yet known or decided, and is
usually
reserved for matters of such significance that, if they
change or turn
out not to be true, there will need to be considerable
replanning.
Ipotez O declaraie care este considerat a fi adevrat n scopurile

planificrii, dar care poate fi modificat ulterior. Se creeaz o ipotez atunci
cnd anumite date nu sunt nc cunoscute sau decise, i de obicei este rezervat
chestiunilor importante care, dac se modific sau se dovedesc a nu fi
adevrate, va fi necesar o replanificare considerabil.

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assurance
All the systematic actions necessary to provide

confidence that the
target (system, process, organization, programme,
project,
outcome, benefit, capability, product output,
deliverable) is
appropriate. Appropriateness might be defined
subjectively or
objectively in different circumstances. The implication
is that
assurance will have a level of independence from that
which is
being assured. See also Project Assurance and quality
assurance.
Assurance/Garantare Toate aciunile sistematice necesare pentru a oferi

ncredere c inta (sistem, proces, organizare, program, proiect, rezultat,
beneficiu, aptitudine, ieire produs, livrabil) este cea corespunztoare.
Garantarea poate fi definit subiectiv sau obiectiv n circumstane diferite.
Implicaia este c assurance/garantarea va avea un nivel de independen fata
de ceea ce este garantat. A se vedea de asemenea Project Assurance i
quality assurance .
authority
The right to allocate resources and make decisions

(applies to project, stage and team levels).
Autoritate Dreptul de a aloca resurse i de a lua decizii (se aplic nivelurilor de

proiect, etap/stage i de echip/team).
authorization
The point at which an authority is granted.
Autorizare Punctul n care o autoritate este delegat.
avoid (risk
response)
A risk response to a threat where the threat either can

no longer have an impact or can no longer happen.
Evitare (rspuns de risc) Un rspuns de risc la o ameninare unde aceasta fie

nu mai are niciun impact sau nu se mai ntmpl.
baseline
Reference levels against which an entity is monitored

and controlled.
Baseline/Linie de referin Niveluri de referin fa de care o entitate este

monitorizat i controlat.
baseline
management
product
A type of management product that defines aspects of

the project
and, once approved, is subject to change control.
Baseline management product/linie de referin produs de management Un

tip de produs de management care definete aspectele proiectului, i, odat
aprobat, este supus controlului schimbrii.
benefit
The measurable improvement resulting from an

outcome perceived
as an advantage by one or more stakeholders.
Beneficiu mbuntirea msurabil care rezult n urma unui efect perceput

ca fiind un avantaj de ctre unul sau mai muli stakeholderi.

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Benefits
Review Plan
A plan that defines how and when a measurement of

the achievement of the projects benefits can be
made. If the project is being managed within a
programme, this information may be created and
maintained at the programme level.
Benefits Review Plan/BRP/Planul de Revizuire a Beneficiilor Un plan care

stabilete cum i cnd poate fi efectuat msurarea realizrilor beneficiilor
proiectului. Dac proiectul este gestionat n cadrul unui program, aceast
informaie poate fi creat i meninut la nivelul programului.
benefits
tolerance
The permissible deviation in the expected benefit that

is allowed before the deviation needs to be escalated
to the next level of management. Benefits tolerance is
documented in the Business
Case. See also tolerance.
Tolerana beneficiilor Abaterea beneficiului ateptat care este permis inainte

ca abaterea s fie ridicat la urmtorul nivel de management. Tolerana
beneficiilor este documentat n Business Case. A se vedea de asemenea
tolerance.
Business Case
The justification for an organizational activity (project),

which
typically contains costs, benefits, risks and timescales,
and against
which continuing viability is tested.
Business Case - Justificarea pentru o activitate organizaional (proiect), care de

obicei cuprinde costuri, beneficii, riscuri i termene, i fa de care este testat
viabilitatea continu.
centre of
excellence
A corporate coordinating function for portfolios,

programmes and
projects providing standards, consistency of methods
and
processes, knowledge management, assurance and
training.
Center of Excelence/CoE/Centru de excelen O funcie de coordonare

corporativ pentru portofolii, programe i proiecte care asigur standarde,
consistena metodelor i a proceselor, cunoaterea managementului, asigurare
i instruire.
Change
Authority
A person or group to which the Project Board may

delegate responsibility for the consideration of
requests for change or off-specifications.
The Change Authority may be given a change budget
and can approve changes within that budget.
Change Authority/Autoritatea de Schimbare O persoan sau grup cruia

Project Board/Comitetul de Proiect i poate delega responsabilitatea pentru
luarea n considerare a cererilor pentru schimbare sau off-specifications/nespecificaii.
Autoritatea de schimbare poate administra un buget de schimbare i poate
aproba schimbri n cadrul bugetului.

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change
budget
The money allocated to the Change Authority available

to be spent on authorized requests for change.
Change budget/Buget de schimbare Banii alocai Autoritii de Schimbare

disponibili pentru a fi cheltuii pentru cereri autorizate de schimbare.
change
control
The procedure that ensures that all changes that may

affect the projects agreed objectives are identified,
assessed and either
approved, rejected or deferred.
Change Control/Control de schimbare Procedura care asigur c toate

schimbrile care pot afecta obiectivele stabilite ale proiectului sunt identificate,
evaluate, iar apoi fie sunt aprobate, respinse sau amnate.
checkpoint
A team-level, time-driven review of progress.
Checkpoint
Report
Checkpoint/Punct de control revizuirea progresului, la nivelul de echip, la

momente predefinite.
A progress report of the information gathered at a Checkpoint Report/Raport checkpoint Un raport al progresului informaiilor
checkpoint,
adunate la un checkpoint/punct de control, care este furnizat de o echip, ctre
which is given by a team to the Project Manager and Managerul de Proiect i care include date de raportare aa cum sunt stabilite n
which
Work Package/Pachetul de Lucru.
provides reporting data as defined in the Work
Package.
closure
notification
Advice from the Project Board to inform all

stakeholders and the
host sites that the project resources can be disbanded
and support
services, such as space, equipment and access,
demobilized. It
should indicate a closure date for costs to be charged
to the
project.
Notificare de nchidere ntiinarea din partea Project Board/Comitetului de

Proiect pentru a informa toi stakeholderii i locaiile care gzduiesc, c,
resursele proiectului pot fi innapoiate i serviciile de suport, cum ar fi spaiul,
echipamentul i accesul, demobilizate. Ar trebui s indice o dat de nchidere
pentru costurile ce vor fi alocate la proiect.
closure
recommendation
A recommendation prepared by the Project Manager

for the Project
Board to send as a project closure notification when
the board is
satisfied that the project can be closed.
Recomandare nchidere O recomandare pregtit de Managerul de Proiect

pentru Project Board/Comitetul de Proiect pentru a fi trimis ca o notificare de
nchidere a proiectului n momentul n care comitetul este mulumit c proiectul
poate fi nchis.

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Communication
Management
Strategy
A description of the means and frequency of

communication
between the project and the projects stakeholders.
Communication Management Strategy O descriere a mijloacelor i a

frecvenei comunicrii dintre proiect i stakeholderii proiectului.
concession
An off-specification that is accepted by the Project

Board without
corrective action.
Concesie O off-specification/ne-specificaie care este acceptat de Project

Board/Comitetul de Proiect fr a lua nicio aciune corectiv.
configuration
item
An entity that is subject to configuration management.

The entity
may be a component of a product, a product, or a set
of products in
a release.
Configuration item/Element de configurare O entitate care este supus

managementului de configurare. Entitatea poate fi o component a unui produs,
un produs, sau un set de produse dintr-un release.
Configuration
Item Record
A record that describes the status, version and variant

of a
configuration item, and any details of important
relationships
between them.
Configuration item records O nregistrare care descrie starea, versiunea i

varianta unui element de configurare, i a oricror detalii a celor mai importante
relaii dintre acestea.
configuration
management
Technical and administrative activities concerned with

the creation,
maintenance and controlled change of configuration
throughout the
life of a product.
Configuration management Activitile tehnice i administrative cu privire la

crearea, gestionarea i schimbarea controlat a configuraiei pe ntreaga durat
a produsului.
Configuration
Management
Strategy
A description of how and by whom the projects

products will be
controlled and protected.
Configuration Management Strategy O descriere a modului i a persoanei care

va controla i proteja produsele proiectului.

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configuration
management
system
The set of processes, tools and databases that are used

to manage
configuration data. Typically, a project will use the
configuration
management system of either the customer or
supplier
organization.
configuration management system Setul de procese, unelte i baze de date

care sunt folosite pentru a gestiona datele de configurare. De obicei, proiectul va
folosi sistemul de gestionare a configuraiei a organizaiei clientului sau
furnizorului.
constraints
The restrictions or limitations that the project is bound

by.
Constrngeri Restriciile sau limitrile prin care proiectul este obligat s le

respecte.
contingency
Something that is held in reserve typically to handle

time and cost
variances, or risks. PRINCE2 does not advocate the use
of
contingency because estimating variances are
managed by setting
tolerances, and risks are managed through appropriate
risk
responses (including the fallback response that is
contingent on the
risk occurring).
Contingency/Contingen Ceva care este pstrat n rezerv, de obicei, pentru a

gestiona varianele timpului i costului sau a riscurilor. PRINCE2 nu susine
utilizarea contingenei, deoarece estimarea varianelor sunt gestionate prin
configurarea toleranelor, iar riscurile sunt gestionate corespunztor prin
intermediul rspunsurilor de risc (inclusiv rspunsul de rezerv care este
contingent la concretizarea riscului).
corporate or
programme
standards
These are over-arching standards that the project must

adhere to.
They will influence the four project strategies
(Communication
Management Strategy, Configuration Management
Strategy,
Quality Management Strategy and Risk Management
Strategy) and
the project controls.
Standarde corporative sau de programe Acestea sunt standarde majore la

care proiectul trebuie s adere. Acestea vor influena cele patru strategii ale
proiectului (Strategia de Gestionare a Comunicrii, Strategia de Gestionare a
Configuraiei, Strategia de Gestionare a Calitii i Strategia de Gestionare a
Riscului) i controalele proiectului.

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corrective action
A set of actions to resolve a threat to a plans

tolerances or a defect
in a product.
Aciuni corective Un set de aciuni pentru a rezolva o ameninare asupra

toleranelor unui plan sau a defectului unui produs.
cost tolerance
The permissible deviation in a plans cost that is

allowed before the
deviation needs to be escalated to the next level of
management.
Cost tolerance is documented in the respective plan.
See also tolerance.
Tolerana costului Abaterea admisibil a costului unui plan care este

autorizat nainte ca deviaia s fie escalat/ridicat la urmtorul nivel de
management.Tolerana costului este documentat n planul corespunztor. A se
vedea de asemenea tolerance.
customer
The person or group who commissioned the work and

will benefit
from the end results.
Customer/Client Persoana sau grupul care a comisionat lucrarea i va beneficia

de rezultatele finale.
customers
quality
expectations
A statement about the quality expected from the

project product,
captured in the Project Product Description.
Customers Quality Expectations/CQE/Ateptrile cu privire la calitate ale

clientului O declaraie cu privire la calitatea dorit de la produsul proiectului,
cuprins n cadrul Descrierea Produsului Proiectului.
Daily Log
Used to record problems/concerns that can be

handled by the
Project Manager informally.
Daily Log Folosit pentru a nregistra situaii / interese care pot fi gestionate
informal de Managerul de Proiect.
deliverable
See output.
Livrabile A se vedea output.

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dependencies
(plan)
The relationship between products or activities. For

example, the
development of Product C cannot start until Products
A and B have
been completed. Dependencies can be internal or
external.
Internal dependencies are those under the control of
the Project
Manager. External dependencies are those outside the
control of
the Project Manager for example, the delivery of a
product
required by this project from another project.
Dependene (plan) Relaia dintre produse sau activiti. De exemplu,

dezvoltarea Produsului C poate ncepe doar dac Produsele A i B au fost
finalizate. Dependenele pot fi interne sau externe. Dependenele interne sunt
cele care se afl sub controlul Managerului de Proiect. Dependenele externe
sunt cele care nu se afl sub controlul Managerului de Proiect de exemplu,
livrarea unui produs necesar acestui proiect de la un alt proiect.
dis-benefit
An outcome that is perceived as negative by one or

more
stakeholders. It is an actual consequence of an activity
whereas, by
definition, a risk has some uncertainty about whether
it will
materialize.
Dis-benefit/Dezavantaj Un rezultat care este perceput ca fiind negativ de unul

sau mai muli stakeholderi. Reprezint o consecin prezent a unei activiti,
ntruct, prin definiie, un risc are o anumit incertitudine referitoare la
materializarea acestuia.
DSDM Atern
An agile project delivery framework developed and

owned by the
DSDM consortium. Atern uses a time-boxed and
iterative approach
to product development and is compatible with
PRINCE2.
DSDM Atern - Un cadru de livrare a proiectului agile dezvoltat i deinut de

consoriul DSDM. Atern folosete o abordare pe termen scurt i iterativ pentru
dezvoltarea produsului i este compatibil cu PRINCE2.

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embedding
(PRINCE2)
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.
Embedding/ncorporare (PRINCE2) Ceea ce este necesar pentru o organizaie

pentru a adopta PRINCE2 ca metod de management de proiect corporativ. A
se vedea de asemenea, n contrast, tailoring/customizarea, care stabilete
ceea ce trebuie s realizeze proiectul pentru a aplica metoda intr-un mediu
specific de proiect.
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 Project Report/EPR/Raportul de ncheiere Proiect Un raport nmnat de

Managerul de Proiect Project Board-ului/Comitetului de Proiect, care confirm
predarea tuturor produselor i furnizeaz un Business Case actualizat i o
evaluare a modului n care proiectul a performat versus PID/Documentaia
pentru Iniierea Proiectului.
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 Assesment/Evaluare de finalizare etapa Revizuirea efectuat de

Project Board/Comitetul de Proiect i de Managerul de Proiect a ESR/Raportului
de Finalizare Etap pentru a decide dac va aproba urmtorul Stage Plan/Plan de
Etap.
n conformitate cu dimensiunea i gradul de criticitate a proiectului, revizuirea
poate fi formal sau informal. Autorizarea de a continua trebuie documentat
cu o nregistrare formal.
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.
End Stage Report/ESR/Raport de Finalizare a Etapei Un raport nmnat de

Managerul de Proiect Project Board-ului/Comitetului de Proiect la finalul fiecrei
etape de gestionare a proiectului. Acesta furnizeaz informaii cu privire la
performana proiectului pe parcursul etapei i a strii proiectului la finalul
etapei.

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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.
Enhance/Intensificare (raspuns de risc) Un rspuns de risc la o oportunitate

unde sunt luate aciuni proactive pentru a intesifica att probabilitatea apariiei
evenimentului ct i impactul, dac evenimentul se materializeaz.
event-driven
control
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.
Event-driven Control/Control dirijat de evenimente Control care are loc n

momentul n care apare un eveniment specific. Ar putea fi, de exemplu, finalul
unei etape, finalizarea PID/Documentaiei pentru Iniializarea Proiectului, sau
crearea unui Raport de Excepie. Ar putea include de asemenea evenimente
organizaionale care pot afecta proiectul, cum ar fi sfritul anului financiar.
exception
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).
Excepie O situaie n care poate fi previzionat existena unei deviaii mai

presus de nivelurile de toleran stabilite ntre Managerul de Proiect i Project
Board/Comitetul de Proiect (sau ntre Project Board/Comitetul de Proiect i
managementul de program sau corporativ).
exception
assessment
This is a review by the Project Board to approve (or

reject) an
Exception Plan.
Exception Assesment/Evaluarea excepiei Aceasta este o revizuire a Project

Board-ului/Comitetului de Proiect pentru a aproba (sau respinge) un Plan de
Excepie.

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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.
Exception Plan/Plan de Excepie Acesta este un plan care adesea urmeaz

unui Raport de Excepie. Pentru un Stage Plan/Plan de Etap de excepie, acesta
acoper perioada prezent pn la finalul etapei actuale. Dac excepia se afla la
nivel de proiect, Planul Proiectului ar trebui nlocuit.
Exception Report
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.
Exception Report/Raport de Excepie O descriere a unei situaii de excepie,

impactul acesteia, opiunile, recomandarea i impactul recomandrii. Acest
raport este pregtit de Managerul de Proiect pentru Project Board/Comitetul de
Proiect.
Executive
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.
Executive Un singur individ cu responsabilitate deplin pentru a se asigura c

proiectul i ndeplinete obiectivele i livreaz beneficiile previzionate. Acest
persoan trebuie s se asigure c proiectul i pstreaz obiectivul central, are
autoritate deplin, iar proiectul, inclusiv riscurile, sunt gestionate ntr-o manier
activ. Executivul este conducatotul Project Board/Comitetului de Proiect. El sau
Ea reprezint clientul i este responsabil pentru 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.
Exploit/Exploatare (rspuns de risc) Un rspuns de risc la o oportunitate de

exploatare a oportunitii prin a se asigura c acesta va avea loc i c impactul va
fi realizat.

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fallback (risk
response)
A risk response to a threat by putting in place a

fallback plan for the
actions that will be taken to reduce the impact of the
threat should
the risk occur.
Fallback/Rezerv (rspuns de risc) Un rspuns de risc la o ameninare prin

punerea n aplicare a unui plan de rezerv cu aciuni ce vor fi luate pentru a
reduce impactul ameninrii n cazul materializrii riscului.
follow-on action
recommendations
Recommended actions related to unfinished work,

ongoing issues
and risks, and any other activities needed to take a
product to the
next phase of its life. These are summarized and
included in the
End Stage Report (for phased handover) and End
Project Report.
Follow-on action recomandations/Recomandri de aciuni ulterioare

Aciunile recomandate referitoare la lucrrile nefinalizate, chestiunile i riscurile
n curs de desfurare, i orice alte activiti necesare pentru a duce produsul n
urmtoarea faz a ciclului su. Acestea sunt rezumate i incluse n ESR/Raportul
de Finalizare a Etapei (pentru predarea n etape) i EPR/Raportul de Finalizare
Proiect.
governance
(corporate)
The ongoing activity of maintaining a sound system of

internal
control by which the directors and officers of an
organization ensure
that effective management systems, including financial
monitoring
and control systems, have been put in place to protect
assets,
earning capacity and the reputation of the
organization.
Guvernare (corporativ) Activitatea continu de meninere a unui sistem

coerent de control intern prin care directorii i ofierii unei organizaii se asigur
c sistemele de management efective, inclusiv monitorizarea financiar i
sistemele de control, au fost puse n practic pentru a proteja activele,
capacitate de ctig/profitabilitate i reputaia organizaiei.

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governance
(project)
Those areas of corporate governance that are

specifically related to
project activities. Effective governance of project
management
ensures that an organizations project portfolio is
aligned to the
organizations objectives, is delivered efficiently and is
sustainable.
Guvernare (proiect) - Acele zone ale guvernrii corporative care sunt referitoare
la activitile proiectului. Guvernarea efectiv a managementului proiectului
garanteaz c portofoliul de proiecte al organizaiei este aliniat la obiectivele
organizaiei, este livrat eficient i este durabil.
handover
The transfer of ownership of a set of products to the

respective
user(s). The set of products is known as a release.
There may be
more than one handover in the life of a project
(phased delivery).
The final handover takes place in the Closing a Project
process.
Handover/Predare Transferul proprietii a unui set de produse ctre

utilizatorul (ii) respectivi. Setul de produse este cunoscut ca un release. Pot
exista mai multe predri pe durata ciclului unui proiect (livrare pe etape).
Predarea final are loc n procesul de nchidere a Proiectului.
Highlight Report
A time-driven report from the Project Manager to the

Project Board
on stage progress.
Highlight Report/Raport de sumar al progresului Un raport la intervale

regulate de timp, de la Managerul de Proiect la Project Board/Comitetul de
Bord, pentru progresul etapei in curs.
host site
A site where project work is being undertaken (for

example, an
office or construction site).
Site-ul Gazda Locul unde lucrarea proiectului este ntreprins (de exemplu, un
birou sau antier).
impact (of risk)
The result of a particular threat or opportunity actually

occurring, or
the anticipation of such a result.
Impact (de risc) Rezultatul unei ameninri sau oportuniti particulare care s-a
materializat sau anticiparea unui astfel de rezultat.

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inherent risk
The exposure arising from a specific risk before any

action has
been taken to manage it.
Inherent risc/Risc inerent - Expunerea care decurge dintr-un risc specific nainte
ca orice aciune s fie luat pentru a-l gestiona.
initiation
stage
The period from when the Project Board authorizes

initiation to
when they authorize the project (or decide not to go
ahead with the
project). The detailed planning and establishment of
the project
management infrastructure is covered by the Initiating
a Project
process.
Initiation Stage/Etapa de iniiere Perioada din momentul n care Project

Board/Comitetul de Proiect autorizeaz iniierea pn n momentul n care
autorizeaz proiectul (sau se decide s nu continue proiectul). Planificarea
detaliat i stabilirea infrastructurii de gestionare a proiectului este acoperit de
procesul de Initiating a Project/IP/Iniiere a Proiectului.
issue
A relevant event that has happened, was not planned,

and requires
management action. It can be any concern, query,
request for
change, suggestion or off-specification raised during a
project.
Project issues can be about anything to do with the
project.
Issue/Chestiune Un eveniment relevant care a avut loc, nu a fost planificat i

solicit intervenia managementului. Poate fi orice preocupare, ntrebare, cerere
de schimbare, sugestie sau off-specification/ne-specificri aprute pe parcursul
proiectului. Issues/Chestiunile proiectului pot fi referitoare la orice are legtur
cu proiectul.
Issue Register
A register used to capture and maintain information

on all of the
issues that are being managed formally. The Issue
Register should
be monitored by the Project Manager on a regular
basis.
Issue Register Un registru folosit pentru a reine i a menine informaiile cu

privire la toate chestiunile care sunt gestionate ntr-o manier formal. Issue
Register ar trebui monitorizat regulat de Managerul de Proiect.

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Issue Report
A report containing the description, impact assessment

and
recommendations for a request for change, offspecification or a
problem/concern. It is only created for those issues
that need to be
handled formally.
Issue Report Un raport care cuprinde o descriere, evaluare a impactului i

recomandri pentru o cerere de schimbare, off-specification/ne-specificare sau
o problem/preocupare. Este creat doar pentru acele chestiuni care trebuie
soluionate formal.
Lessons Log
An informal repository for lessons that apply to this

project or future
projects.
Lessons Log Un depozit informal pentru nvmintele care se aplic acestui

proiect sau viitoarelor proiecte.
Lessons
Report
A report that documents any lessons that can be

usefully applied to
other projects. The purpose of the report is to provoke
action so
that the positive lessons from a project become
embedded in the
organizations way of working and that the
organization is able to
avoid the negative lessons on future projects.
Lessons Report Un raport care s documenteze orice nvminte care pot fi

aplicate n mod util altor proiecte. Scopul raportului este de a provoca aciunea,
astfel nct nvmintele pozitive dintr-un proiect s se integreze n modul de
lucru al organizaiei, iar organizaia s poat evita nvmintele negative in
proiectele viitoare.
logs
Informal repositories managed by the Project Manager

that do not
require any agreement by the Project Board on their
format and
composition. PRINCE2 has two logs: the Daily Log and
the
Lessons Log.
Log-uri Arhive informale gestionate de Managerul de Proiect care nu solicit

niciun acord din partea Project Board-ului/Comitetului de Proiect cu privire la
form i structur. PRINCE2 deine dou registre: Daily Log i Lessons Log.

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management
product
A product that will be required as part of managing the

project, and
establishing and maintaining quality (for example,
Highlight Report,
End Stage Report etc.). The management products stay
constant,
whatever the type of project, and can be used as
described, or with
any relevant modifications, for all projects. There are
three types of
management product: baselines, records and reports.
Produs de management Un produs care va fi necesar ca fcnd parte din

gestionarea proiectului, stabilirea i meninerea calitii (de exemplu, Highlight
Report, End Stage Report etc.). Produsele de management rmn constante,
indiferent de tipul de proiect i pot fi folosite n toate proiectele, aa cum au fost
descrise sau cu anumite modificri relevante. Exit trei tipuri de produse de
management: baselines/Linie de referin, records/nregistrri i rapoarte.
management
stage
The section of a project that the Project Manager is

managing on
behalf of the Project Board at any one time, at the end
of which the
Project Board will wish to review progress to date, the
state of the
Project Plan, the Business Case and risks, and the next
Stage Plan
in order to decide whether to continue with the
project.
Management Stage/Etapa de management Seciune a unui proiect pe care

Managerul de Proiect o gestioneaz n numele Project Board-ului/Comitetului de
Proiect la un anumit moment, la finalul creia Project Board-ul/Comitetul de
Proiect va dori s revizuiasc progresul pn n prezent, situaia Planului de
Proiect, Business Case riscurile, i urmtorul Plan de Etap pentru a decide dac
va continua proiectul.
milestone
A significant event in a plans schedule, such as

completion of key
Work Packages, a technical stage, or a management
stage.
Milestone Un eveniment semnificativ n desfurarea unui plan, cum ar fi

finalizarea Work Packages/Pachetelor de Lucru, o etap tehnic, sau o etap de
management.

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offspecification
Something that should be provided by the project, but

currently is
not (or is forecast not to be) provided. This might be a
missing
product or a product not meeting its specifications. It
is one type of
issue.
Off-specification Un lucru care ar trebui furnizat de proiect, ns n prezent nu

este (sau nu se estimeaz c va fi) furnizat. Ar putea fi un produs lips sau un
produs care nu i ndeplinete specificaiile. Este unul din tipurile de chestiuni.
operational
and
maintenance
acceptance
A specific type of acceptance by the person or group

who will
support the product once it is handed over into the
operational
environment.
Acceptana operaional i de ntreinere Un anumit tip de acceptan de

ctre persoana sau grupul care va susine produsul imediat ce este predat
mediului operaional.
outcome
The result of change, normally affecting real-world

behaviour and/or
circumstances. Outcomes are desired when a change is
conceived.
They are achieved as a result of the activities
undertaken to effect
the change.
Outcome Rezultatul schimbrii, care afecteaz n mod normal comportamentul

real i/sau circumstanele. Outcome-urile sunt dorite atunci cnd este conceput
o schimbare. Sunt atinse ca un rezultat al activitilor efectuate pentru a
implementa schimbarea.
output
A specialist product that is handed over to a user(s).

Note that
management products are not outputs but are created
solely for the
purpose of managing the project.
Output Un produs de specialitate care este predat unui utilizator(i). A se reine

c produsele de management nu reprezint output ci sunt create exclusiv n
scopul gestionrii proiectului.
performance
targets
A plans goals for time, cost, quality, scope, benefits

and risk.
Obiective de performan intele unui plan n materie de timp, cost, calitate,

scop, beneficii i risc.

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plan
A detailed proposal for doing or achieving something

which
specifies the what, when, how and by whom. In
PRINCE2 there are
only the following types of plan: Project Plan, Stage
Plan, Team
Plan, Exception Plan and Benefits Review Plan.
Plan O propunere detaliat pentru realizarea sau obinerea unui lucru care
specific ce, cnd, cum i de cine. In PRINCE2 exist numai urmtoarele tipuri de
plan: Plan de Proiect, Stage Plan/Plan de Etap, Team Plan/Plan de Echip, Plan
de Excepie i BRP/Plan de Revizuire a Beneficiilor.
planned
closure
planning
horizon
The PRINCE2 activity to close a project.
Planned closure/nchidere planificat Activitatea PRINCE2 de a nchide

proiectul.
Planning Horizon/Orizont de Planificare Perioada de timp pentru care este
posibil a planifica cu precizie.
portfolio
All the programmes and stand-alone projects being

undertaken by
an organization, a group of organizations, or an
organizational unit.
Portofoliu Toate programele i proiectele de sine stttoare care sunt

executate de o organizaie, grup de organizaii, sau o unitate organizaional.
premature
closure
The PRINCE2 activity to close a project before its

planned closure.
The Project Manager must ensure that work in
progress is not
simply abandoned, but that the project salvages any
value created
to date, and checks that any gaps left by the
cancellation of the
project are raised to corporate or programme
management.
Premature closure/nchiderea prematur Activitatea PRINCE2 de a nchide un

proiect nainte de nchiderea planificat. Managerul de Proiect trebuie s se
asigure c lucrul aflat n curs de desfurare nu este abandonat pur i simplu, iar
proiectul salveaz orice valoare creat pn n prezent, i verific ca orice decalaj
lsat de anularea proiectului s fie adus la cunotin managementului de
program sau corporativ.
The period of time for which it is possible to accurately

plan.

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prerequisites
(plan)
Any fundamental aspects that must be in place, and

remain in
place, for a plan to succeed.
Prerequisites/Precondiii (plan) Orice aspecte fundamentale care trebuie s

fie la locul lor, i s rmn acolo, pentru ca planul s aib succes.
PRINCE2
A method that supports some selected aspects of

project
management. The acronym stands for PRojects IN a
Controlled
Environment.
PRINCE2 O metod care susine anumite aspecte selectate ale

managementului de proiect. Acronimul provine de la Proiecte ntr-un Mediu
Controlat.
PRINCE2
principles
The guiding obligations for good project management

practice that
form the basis of a project being managed using
PRINCE2.
Principii PRINCE2 Obligaiile directoare pentru buna practic de gestionare a

proiectului, care formeaz baza unui proiect gestionat folosind PRINCE2.
PRINCE2
project
probability
A project that applies the PRINCE2 principles.
Proiect PRINCE2 Un proiect care aplic principiile PRINCE2.
This is the evaluated likelihood of a particular threat or

opportunity
actually happening, including a consideration of the
frequency with
which this may arise.
Probabilitate Aceasta este probabilitatea evaluat a unei ameninri sau

oportuniti care se manifest n prezent, inclusiv luarea n considerare a
frecvenei cu care poate aprea.
problem/concern
A type of issue (other than a request for change or offspecification)

that the Project Manager needs to resolve or escalate.
Problem/concern Un tip de issue/chestiune (alta dect cea a unei cereri de

schimbare sau off-specification/ne-specificaie) pe care Managerul de Proiect
trebuie s o rezolve sau s o escaleze.
procedure
A series of actions for a particular aspect of project

management
established specifically for the project for example, a
risk
management procedure.
Procedur O serie de aciuni pentru un anume aspect a managementului de

proiect stabilit n mod specific pentru proiect - de exemplu, o procedur de
management de risc.

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process
A structured set of activities designed to accomplish a

specific
objective. A process takes one or more defined inputs
and turns
them into defined outputs.
Proces - Un set de activiti structurat creat pentru a ndeplini un obiectiv

specific. Un proces necesit una sau mai multe intrri definite i le transform n
output-uri definite.
producer
The person or group responsible for developing a

product.
Producer Persoana sau grupul responsabil pentru dezvoltarea produsului.
product
An input or output, whether tangible or intangible,

that can be
described in advance, created and tested. PRINCE2 has
two types
of products management products and specialist
products.
Produs Un input sau output, indiferent dac este tangibil sau intangibil, care
poate fi descris, n avans, creat i testat. PRINCE2 deine dou tipuri de produse
produse de management i produse de specialitate.
product
breakdown
structure
product checklist
A hierarchy of all the products to be produced during a

plan.
Product Breakdown Structure/PBS/Structura de defalcare a produsului Ierarhia tuturor produselor care urmeaz a fi produse pe parcursul unui plan.
A list of the major products of a plan, plus key dates in

their delivery.
Product checklist Lista cu cele mai importante produse ale planului, plus datele
cheie ale livrrii acestora.
Product
Description
A description of a products purpose, composition,

derivation and
quality criteria. It is produced at planning time, as soon
as possible
after the need for the product is identified.
Product Description/Descrierea Produsului Descrierea scopului unui produs, a

compoziiei, derivaiei i a criteriilor de calitate. Este produs n momentul
planificrii, ct mai rapid posibil, dup ce s-a identificat necesitatea pentru
produs.
product flow
diagram
A diagram showing the sequence of production and

interdependencies of the products listed in a product
breakdown
structure.
Product Flow Diagram/PFD/Graficul de flux a produsului Graficul care

prezint secvena produciei i interdependenele produselor enumerate n
product breakdown structure/ structura defalcat a produsului.

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Product Status
Account
A report on the status of products. The required

products can be
specified by identifier or the part of the project in
which they were
developed.
Product Status Account Un raport asupra strii produselor. Produsele

solicitate pot fi specificate de identificator sau de partea proiectului n care erau
dezvoltate.
product-based
planning
A technique leading to a comprehensive plan based on

the creation
and delivery of required outputs. The technique
considers
prerequisite products, quality requirements and the
dependencies
between products.
Product-Based Planning/PBP/Planificare bazata pe produs Tehnic ce duce la

un plan comprehensiv bazat pe crearea i livrarea output-urilor necesare.
Tehnica ia n considerare produsele necesare, cerine de calitate i dependenele
dintre produse.
programme
A temporary flexible organization structure created to

coordinate,
direct and oversee the implementation of a set of
related projects
and activities in order to deliver outcomes and
benefits related to
the organizations strategic objectives. A programme is
likely to
have a life that spans several years.
Program Structur de organizare temporar flexibil, creat pentru a

coordona, direciona i supraveghea implementarea unui set de proiecte i
activiti pentru a livra outcom-uri i beneficii referitoare la obiectivele
strategice ale organizaiei. Este probabil ca programul s aib o durat de via
care se ntinde pe o perioad de civa ani.
project
A temporary organization that is created for the

purpose of
delivering one or more business products according to
an agreed
Business Case.
Proiect Organizaie temporar creat n scopul de a livra unul sau mai multe
produse de business n conformitate cu un Business Case agreat.

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project approach
A description of the way in which the work of the

project is to be
approached. For example, are we building a product
from scratch
or buying in a product that already exists?
Project Aproach- Descrierea modului n care va fi abordat livrarea n proiect.

De exemplu, construim un produs de la zero sau cumprm un produs care
exist deja?
Project
Assurance
The Project Boards responsibilities to assure itself that

the project
is being conducted correctly. The Project Board
members each
have a specific area of focus for Project Assurance,
namely
business assurance for the Executive, user assurance
for the
Senior User(s), and supplier assurance for the Senior
Supplier(s).
Project Assurance- Responsabiliti ale Project Board/Comitetului de Proiect ce

trebuie s se asigure c proiectul este gestionat corect. Membrii Project Boardului/Comitetului de Proiect au fiecare n parte o anumit zon de focalizare
pentru Project Assurance, i anume business assurance pentru Executiv, user
assurance pentru Senior User(s), i supplier assurance pentru Senior Supplier(s).
project
authorization
notification
Advice from the Project Board to inform all

stakeholders and the
host sites that the project has been authorized and to
request any
necessary logistical support (e.g. communication
facilities,
equipment and any project support) sufficient for the
duration of the project.
Notificarea de autorizare a proiectului Anunul Project Board-ului/Comitetului

de Proiect de a informa toi stakeholderii i gazdele site-ului c proiectul a fost
autorizat i s solicite sprijinul logistic necesar (ex. Faciliti de comunicare,
echipament i suport pentru proiect) suficient pentru durata de desfurare a
proiectului.

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Project Brief
Statement that describes the purpose, cost, time and

performance
requirements, and constraints for a project. It is
created pre-project
during the Starting up a Project process and is used
during the
Initiating a Project process to create the Project
Initiation
Documentation and its components. It is superseded
by the Project
Initiation Documentation and not maintained.
Project Brief Declaraia care descrie scopul, costul, timpul i cerinele de

performan i constrgerile pentru un proiect. Se creeaz n pre-proiect pe
parcursul Start up a Project/SU i este utilizat pe parcursul Initiatig a Project/IP
pentru a crea PID/Documentaia pentru Iniierea Proiectului i a componentelor
acestuia. Este nlocuit de PID/Documentaia pentru Iniierea Proiectului i nu mai
este actualizat.
Project Initiation
Documentation
A logical set of documents that brings together the key

information
needed to start the project on a sound basis and that
conveys the
information to all concerned with the project.
Project Initiation Documentation/PID/Documentaie pentru Iniierea

Proiectului Un set logic de documente care consolideaz toate informaiile
cheie necesare de a porni pe baze solide un proiect i de a transmite aceste
informaii celor interesai de proiect.
project lifecycle
The period from the start-up of a project to the

acceptance of the
project product.
Project lifecycle/Ciclul de via a proiectului Perioada de la start-up/nceperea

proiectului pn la acceptarea produsului proiectului.
project
management
The planning, delegating, monitoring and control of all

aspects of
the project, and the motivation of those involved, to
achieve the
project objectives within the expected performance
targets for time,
cost, quality, scope, benefits and risks.
Managementul proiectului Planificarea, delegarea, monitorizarea i controlul

tuturor aspectelor proiectului, i motivarea celor implicai pentru a ndeplini
obiectivele proiectului cu respectarea intelor de performan pentru timp, cost,
calitate, scop, beneficii i riscuri.

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project
management
team
The entire management structure of the Project Board,

and Project
Manager, plus any Team Manager, Project Assurance
and Project
Support roles.
Project Management Team/PMT/Echipa de management a proiectului

ntreaga structur de management a Project Board-ului/Comitetului de Proiect i
Managerul de Proiect, plus orice roluri de Manager de Echip. Project Assurance
i Project Support implicate.
project
management
team
structure
An organization chart showing the people assigned to

the project
management team roles to be used, and their
delegation and
reporting relationships
Structura echipei de management a proiectului Diagrama organizaional care

arat persoanele numite pentru rolurile echipei de management de proiect a fi
utilizate, delegaii acestora i relaiile de raportare.
Project Manager
The person given the authority and responsibility to

manage the
project on a day-to-day basis to deliver the required
products within
the constraints agreed with the Project Board.
Project manager/Managerul de Proiect Persoana care are autoritatea i

responsabilitatea de a gestiona zilnic proiectul pentru a livra produsele solicitate
n conformitate cu constrngerile stabilite cu Project Board.
project mandate
An external product generated by the authority

commissioning the
project that forms the trigger for Starting up a Project.
Project mandate Un produs extern generat de autoritate care comisioneaz

proiectul i care este mecanismul de declanare pentru procesul Start-up a
Project/SU.
project office
A temporary office set up to support the delivery of a

specific
change initiative being delivered as a project. If used,
the project
office undertakes the responsibility of the Project
Support role.
Project office/birou de proiect Un birou temporar creat pentru a sprijini

livrarea unei iniiative de schimbare specific, livrat ca proiect. Dac este
folosit, project office/biroul de proiect i asum responsabilitatea rolului de
Project Support.

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Project Plan
A high-level plan showing the major products of the

project, when they will be delivered and at what cost.
An initial Project Plan is presented as part of the
Project Initiation Documentation. This is revised as
information on actual progress appears. It is a major
control document for the Project Board to measure
actual progress against expectations.
Project Plan/Plan de Proiect Un plan la nivel nalt care prezint produsele

importante ale proiectului, momentul n care vor fi livrate i la ce cost. Un Plan
de Proiect iniial este prezentat ca fiind parte din PID/Documentaia de Iniiere a
Proiectului. Acesta este actualizat, pe masur ce informaii noi apar n progresul
proiectului. Acesta este un document de control important pentru Project Board
pentru a msura progresul real fa de ateptri.
project
product
What the project must deliver in order to gain

acceptance.
Project product/Produsul proiectului Ceea ce trebuie s livreze proiectul

pentru a obine acceptana.
Project
Product
Description
A special type of Product Description used to gain

agreement from
the user on the projects scope and requirements, to
define the
customers quality expectations, and to define the
acceptance
criteria for the project.
Project Product Description/PPD/Descrierea Produsului Proiectului Un tip

special de Product Description/Descriere a Produsului folosit pentru a obine
acceptul utilizatorului pentru cerinele i scopul proiectului, pentru a defini
customers quality expectation/CQE/cerinele de calitate ale clientului, i de a
defini citeriile de acceptan pentru proiect.
Project
Support
An administrative role in the project management

team. Project
Support can be in the form of advice and help with
project
management tools, guidance, administrative services
such as filing,
and the collection of actual data.
The time factor of risk, i.e. when the risk may occur.
The impact of
a risk may vary in severity depending on when the risk
occurs.
Project Support/PS Rolul administrativ din echipa de management a

proiectului. Project Support poate fi sub forma unor sfaturi i ajutor cu
instrumentele de gestionare a proiectului, dirijare, serviciile administrative ale
managementului de proiect cum ar fi stocarea i colectarea datelor reale.
proximity (of
risk)
Proximitate (de risc) Factorul de timp a riscului, de ex. cnd riscul ar putea s
aprea. Impactul unui risc poate varia n gravitate n funcie de momentul n care
riscul se poate manifesta.

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quality
The totality of features and inherent or assigned

characteristics of a
product, person, process, service and/or system that
bears on its
ability to show that it meets expectations or satisfies
stated needs,
requirements or specifications.
Quality/Calitate Totalitatea trsturilor i a caracteristicilor inerente sau

atribuite ale unui produs, persoan, proces, serviciu i/sau sistem care se sprijin
pe capacitatea de a prezenta c ndeplinete ateptrile sau c satisface
necesitile expuse, solicitrile sau specificaiile.
quality
assurance
An independent check that products will be fit for

purpose or meet
requirements.
Quality assurance O verificare independent a faptului c produsele vor fi

potrivite scopului sau vor ndeplini cerinele.
quality control
The process of monitoring specific project results to

determine
whether they comply with relevant standards and of
identifying
ways to eliminate causes of unsatisfactory
performance.
Quality control/Controlul calitii Procesul de monitorizare a rezultatelor

specifice proiectului pentru a determina dac respect standardele impuse i de
identificare a mijloacelor de a elimina cauzele unei performane
nesatisfctoare.
quality criteria
A description of the quality specification that the

product must meet, and the quality measurements
that will be applied by those
inspecting the finished product.
Quality criteria/Criterii de calitate Descrierea specificaiei de calitate pe care

produsul trebuie s o ndeplineasc i msurtorile de calitate care vor fi aplicate
de cei care inspecteaz produsul finit.
quality
inspection
A systematic, structured assessment of a product

carried out by
two or more carefully selected people (the review
team) in a
planned, documented and organized fashion.
Inspecia calitii Evaluarea sistematic, structurat a unui produs, executat

de dou sau mai multe persoane selectate cu atenie (echipa de revizie) ntr-o
manier planificat, documentat i organizat.

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quality
management
The coordinated activities to direct and control an

organization with
regard to quality.
Quality management/Managementul calitii Activitile coordonate pentru

a direciona i controla o organizaie cu privire la calitate.
Quality
Management
Strategy
A strategy defining the quality techniques and

standards to be
applied, and the various responsibilities for achieving
the required
quality levels, during a project.
Quality Management Strategy Strategia care definete tehnicile de calitate i

standardele care vor fi aplicate, i diversele responsabiliti n obinerea
nivelurilor de calitate impuse, pe durata proiectului.
quality
management
system
The complete set of quality standards, procedures and

responsibilities for a site or organization. In the project
context,
sites and organizations should be interpreted as the
permanent
or semi-permanent organization(s) sponsoring the
project work, i.e.
they are external to the projects temporary
organization. A
programme, for instance, can be regarded as a semipermanent
organization that sponsors projects and it may have
a
documented quality management system.
Quality management system/Sistemul de management al calitii Setul

complet al standardelor de calitate, procedurilor i responsabilitilor pentru un
site sau organizaie. n contextul proiectului, site-uri i organizaii ar trebui
interpretate ca fiind organizaii permanente sau semi-permanente care
sponsorizeaz proiectul, si de ex. acetia sunt externi de organizaia temporar
a proiectului. De exemplu, un program poate fi privit ca fiind o organizaie semipermanent care sponsorizeaz proiectele i poate avea un sistem de
management al calitii bine documentat.
quality
records
Evidence kept to demonstrate that the required

quality assurance
and quality control activities have been carried out.
Quality records/nregistrri privind calitatea Evidenele pstrate pentru a

demonstra c asigurarea calitii solicitate i activitile de control a calitii au
fost efectuate.

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Quality
Register
A register containing summary details of all planned

and completed
quality activities. The Quality Register is used by the
Project
Manager and Project Assurance as part of reviewing
progress.
Quality Register/Registrul Calitii - Registrul care conine detalii sumare ale

tuturor activitilor de calitate, planificate i finalizate. Quality Register este
utilizat de Managerul de Proiect i de Project Assurance ca fiind parte din
progresul de revizuire.
quality review
See quality inspection.
Quality review - A se vedea quality inspection.
quality review
technique
A quality inspection technique with defined roles and a

specific
structure. It is designed to assess whether a product
that takes the
form of a document (or similar, e.g. a presentation) is
complete,
adheres to standards and meets the quality criteria
agreed for it in
the relevant Product Description. The participants are
drawn from
those with the necessary competence to evaluate its
fitness for
purpose.
Quality Review Technique/Tehnica de revizuire a calitii Tehnica de

inspectare a calitii cu roluri stabilite i o structura specific. Este creat pentru
a evalua dac un produs sub forma unui document (sau similar, ex. o prezentare)
este complet, respect standardele i ndeplinete criteriile de calitate stabilite
n Product Description. Participanii sunt selectai din cei care dein competene
necesare pentru a evalua compatibilitatea produsului pentru scopul respectiv.
quality
tolerance
The tolerance identified for a product for a quality

criterion defining
an acceptable range of values. Quality tolerance is
documented in
the Project Product Description (for the project-level
quality
tolerance) and in the Product Description for each
product to be
delivered.
Tolerana calitii Tolerana identificat pentru un produs pentru un criteriu

de calitate ce definete o gam de valori acceptabile. Tolerana calitii este
documentat n Project Product Description (pentru tolerana calitii la nivelul
proiectului) i n Product Description pentru fiecare produs care trebuie livrat.

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records
Dynamic management
information regarding
project progress.
maintain
Records/nregistrri Produsele de management dinamice care ntrein

informaiile cu privire la progresul proiectului.
reduce (risk
response)
A response to a risk where proactive actions are taken

to reduce
the probability of the event occurring by performing
some form of
control, and/or to reduce the impact of the event
should it occur.
Reducere (rspuns de risc) Rspunsul la un risc unde aciuni proactive sunt

luate pentru a reduce probabilitatea apariiei evenimentului prin executarea
unei forme de control, i/sau de a reduce impactul evenimentului n cazul n care
acesta apare.
registers
Formal repositories managed by the Project Manager

that require
agreement by the Project Board on their format,
composition and
use. PRINCE2 has three registers: Issue Register, Risk
Register
and Quality Register.
Registers/Registre Arhive formale gestionate de Managerul de Proiect care

solicit acordul din partea Project Board-ului asupra formatului, structurii i
utilizrii. PRINCE2 deine trei registre: Issue Register, Risk Register i Quality
Register.
reject (risk
response)
A response to a risk (opportunity) where a conscious

and deliberate
decision is taken not to exploit or enhance an
opportunity, having
discerned that it is more economical to do so than to
attempt a risk
response action. The opportunity should continue to
be monitored.
Respingere (rspuns de risc) Rspunsul la un risc (oportunitate) unde este

luat o decizie contient i deliberat, pentru a nu exploata sau a nu spori o
oportunitate, distingnd ca acest lucru este mult mai economic dect a apela la
o aciune de rspuns la risc. Oportunitatea ar trebui s fie monitorizat n
continuare.
release
The set of products in a handover. The contents of a

release are
managed, tested and deployed as a single entity. See
also
handover.
Release Setul de produse dintr-o predare. Coninuturile unui release sunt

gestionate, testate i lansate ca o singura entitate. A se vedea de asemenea,
handover.
products
that

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reports
Management products providing a snapshot of the

status of certain
aspects of the project.
Reports/Rapoarte Produse de management care furnizeaz un moment

instantaneu al strii unor anumite aspecte ale proiectului.
request for
change
A proposal for a change to a baseline. It is a type of

issue.
Request for change/RFC/Cerere pentru schimbare - Propunere pentru o

schimbare a unei baseline/Linie de referin. Este un tip de issue/chestiune.
residual risk
The risk remaining after the risk response has been

applied.
Residual risc/Risc rezidual Riscul care rmne dup ce rspunsul de risc a fost
aplicat.
responsible
authority
The person or group commissioning the project

(typically corporate
or programme management) who has the authority to
commit
resources and funds on behalf of the commissioning
organization.
Autoritatea responsabil Persoana sau grupul care comisioneaz proiectul (de

obicei management de program sau corporativ) care deine autoritatea de a
angaja resurse i fonduri din partea organizaiei de comisionare.
reviewer
A person or group independent of the producer who

assesses
whether a product meets its requirements as defined
in its Product
Description.
Reviewer O persoan sau grup independent de productor care evalueaz

dac un produs ndeplinete cerinele aa cum sunt definite n Product
Description/Descrierea produsului.
risk
An uncertain event or set of events that, should it

occur, will have
an effect on the achievement of objectives. A risk is
measured by a
combination of the probability of a perceived threat or
opportunity
occurring, and the magnitude of its impact on
objectives.
Risc Un eveniment incert sau set de evenimente care, dac vor avea loc, vor
avea efect asupra atingerii obiectivelor. Un risc este msurat printr-o combinaie
a probabilitii unei ameninri sau oportuniti percepute a avea loc, i
magnitudinea impactului acesteia asupra obiectivelor.

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risk actionee
A nominated owner of an action to address a risk.

Some actions
may not be within the remit of the risk owner to
control explicitly; in
that situation there should be a nominated owner of
the action to
address the risk. He or she will need to keep the risk
owner
apprised of the situation.
Risk actionee Un proprietar numit al unei aciuni pentru a adresa riscul.

Anumite aciuni nu pot fi n limita competenei risk owner-ului de a le controla n
mod explicit; n aceast situaie ar trebui numit un proprietar al aciunii pentru a
adresa riscul. El sau ea vor trebui s menin risk owner-ul informat cu situaia.
risk appetite
An organizations unique attitude towards risk taking

that in turn
dictates the amount of risk that it considers is
acceptable.
Risk appetite/Apetit de risc Atitudinea unic a unei organizaii fa de

abordarea riscului care la rndul su va dicta valoarea riscului pe care o
consider acceptabil.
risk
estimation
The estimation of probability and impact of an

individual risk, taking
into account predetermined standards, target risk
levels,
interdependencies and other relevant factors.
Estimare de risc Estimarea probabilitii i impactul unui risc individual, lund

n considerare standardele predeterminate, nivele int de risc,
interdependenele i ali factori relevani.
risk evaluation
The process of understanding the net effect of the

identified threats
and opportunities on an activity when aggregated
together.
Evaluare de risc Procesul de nelegere a efectului net, agregat, a ameninrilor

i oportunitilor identificate asupra unei activiti.
risk
management
The systematic application of principles, approaches

and processes
to the tasks of identifying and assessing risks, and then
planning
and implementing risk responses.
Management de risc Aplicarea sistematic a principiilor, abordarilor i

proceselor asupra activitilor de identificare i evaluare a riscurilor, iar apoi
planificarea i implementarea rspunsurilor de risc.

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Risk
Management
Strategy
A strategy describing the goals of applying risk

management, as
well as the procedure that will be adopted, roles and
responsibilities, risk tolerances, the timing of risk
management
interventions, the tools and techniques that will be
used, and the
reporting requirements.
Risk Management Strategy Strategia care descrie obiectivele de aplicare a

managementului de risc, precum i procedura care va fi adoptat, rolurile i
responsabilitile, toleranele de risc, momentele de timp ale interveniilor
managementului de risc, instrumentele i tehnicile care vor fi folosite i cerinele
de raportare.
risk owner
A named individual who is responsible for the

management,
monitoring and control of all aspects of a particular
risk assigned to
them, including the implementation of the selected
responses to
address the threats or to maximize the opportunities.
Risk owner Un individ numit care este responsabil cu gestionarea,

monitorizarea i controlul tuturor aspectelor unui risc anume, care i este
atribuit, inclusiv implementarea rspunsurilor selectate pentru a adresa
ameninrile sau de a maximiza oportunitile.
risk profile
A description of the types of risk that are faced by an

organization
and its exposure to those risks.
Profil de risc O descriere a tipurilor de risc care sunt ntmpinate de o

organizaie i expunerea la aceste riscuri.
Risk Register
A record of identified risks relating to an initiative,

including their
status and history.
Risk Register/Registrul de Risc Un registru cu riscuri identificate referitoare la

o iniiativ, inclusiv starea i istoricul acestora.
risk response
Actions that may be taken to bring a situation to a

level where
exposure to risk is acceptable to the organization.
These responses
fall into a number of risk response categories.
Risk response/Rspuns de risc Aciuni care pot fi luate pentru a aduce o

situaie la un nivel n care expunerea la risc este acceptabil de ctre organizaie.
Aceste rspunsuri intr n mai multe categorii de rspuns de risc.

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risk response
category
A category of risk response. For threats, the individual

risk
response category can be avoid, reduce, transfer,
accept or share.
For opportunities, the individual risk response category
can be
exploit, enhance, reject or share.
Risk response category /Categoria de rspuns de risc O categorie de rspuns

de risc. Pentru ameninri, categoria de rspuns de risc individual poate fi:
evit, reduce, transfer, accept sau partajeaz. Pentru oportuniti, categoria
de rspuns de risc individual poate fi: exploateaz, intensific, respinge sau
partajeaz.
risk tolerance
The threshold levels of risk exposure which, when

exceeded, will
trigger an Exception Report to bring the situation to
the attention of
the Project Board. Risk tolerances could include limits
on the plans
aggregated risks (e.g. cost of aggregated threats to
remain less
than 10% of the plans budget), or limits on any
individual threat
(e.g. any threat to operational service). Risk tolerance
is
documented in the Risk Management Strategy.
Tolerana la risc Nivelurile pragului de expunere la risc care, n momentul n

care este depit, va declana un Exception Report pentru a aduce situaia n
atenia Project Board-ului. Toleranele de risc pot include limitele riscurilor
agregate ale planului (ex. costul ameninrilor agregate trebuie s rmna mai
puin de 10% din bugetul planului), sau limitele oricrei ameninri individuale
(ex. o ameninare a serviciilor operaionale). Tolerana de risc este documentat
de Stategia de Gestionare a Riscului.

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risk tolerance
line
A line drawn on the summary risk profile. Risks that

appear above
this line cannot be accepted (lived with) without
referring them to a
higher authority. For a project, the Project Manager
would refer
these risks to the Project Board.
Risk tolerance line /Linia toleranei de risc O linie tras pe diagrama sumarului
profilului de risc. Riscurile care apar deasupra acestei linii nu pot fi acceptate (a
se convieui cu acestea) fr a le nainta unei autoriti competente. Pentru un
proiect, Mangerul de Proiect va escala aceste riscuri ctre Project Board.
role
description
A description of the set of responsibilities specific to a

role.
Descrierea rolului Descrierea unui set de responsabiliti specifice rolului.
schedule
Graphical representation of a plan (for example, a

Gantt chart),
typically describing a sequence of tasks, together with
resource
allocations, which collectively deliver the plan. In
PRINCE2, project
activities should only be documented in the schedules
associated
with a Project Plan, Stage Plan or Team Plan. Actions
that are
allocated from day-to-day management may be
documented in the
relevant project log (i.e. Risk Register, Daily Log, Issue
Register,
Quality Register) if they do not require significant
activity.
Schedule Reprezentarea grafic a unui plan (de exemplu, o diagram Gantt),

care descrie secvena activitilor, mpreun cu alocarea resurselor, ce livreaz
mpreun planul. n PRINCE2, activitile de proiect ar trebui documentate n
planificrile asociate cu Project Plan, Stage Plan sau Team Plan. Aciunile care
sunt alocate zilnic de management pot fi documentate n registrul de proiect
relevant (ex. Risk Register, Daily Log, Issue Register, Quality Register) dac nu
solicit o activitate semnificativ.

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scope
For a plan, the sum total of its products and the extent
of their
requirements. It is described by the product
breakdown structure for
the plan and associated Product Descriptions.
Scop Pentru un plan, suma total a produselor sale i amplitudinea cerinelor

acestora. Este descris de Product Breakdown Structure/PBS pentru plan i
Product Descriptions asociate.
scope
tolerance
The permissible deviation in a plans scope that is

allowed before
the deviation needs to be escalated to the next level of
management. Scope tolerance is documented in the
respective
plan in the form of a note or reference to the product
breakdown
structure for that plan. See tolerance.
Tolerana scop Deviaia permisibil n scopul unui plan care este permis
nainte ca deviaia s trebuiasc sa fie escalat la urmtorul nivel de
management. Tolerana scopului este documentat n planul respectiv sub
forma unei note sau referine la Product Breakdown Structure/PBS pentru
respectivul plan. A se vedea tolerance.

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Senior
Responsible
Owner
UK government term for the individual responsible for

ensuring
that a project or programme of change meets its
objectives and
delivers the projected benefits. The person should be
the owner of
the overall business change that is being supported by
the project.
The Senior Responsible Owner (SRO) should ensure
that the
change maintains its business focus, that it has clear
authority, and
that the context, including risks, is actively managed.
This individual
must be senior and must take personal responsibility
for successful
delivery of the project. The SRO should be recognized
as the owner throughout the organization.
The SRO appoints the projects Executive (or in some
cases may
elect to be the Executive).
Senior Responsible Owner Un termen al guvernului Marii Britanii pentru

individul responsabil cu asigurarea c proiectul sau programul de schimbare i
ndeplinete obiectivele i livreaz beneficiile proiectate. Persoana ar trebui s
fie proprietarul ntregii schimbri de afaceri care este sprijinit de proiect.
Proprietarul Responsabil Senior (SRO) ar trebui s se asigure c schimbarea i
menine interesul pentru afaceri focalizat, c deine autoritate deplin, iar
contextul, inclusiv riscurile, sunt gestionate activ. Acest individ trebuie s fie
senior i trebuie s i asume responsabilitatea personal pentru livrarea cu
succes a proiectului. SRO ar trebui recunoscut ca proprietar n ntreaga
organizaie.
SRO numete Executivul proiectului (sau n anumite cazuri poate alege s fie
Executivul).
Senior
Supplier
The Project Board role that provides knowledge and

experience of
the main discipline(s) involved in the production of the
projects
deliverable(s). The Senior Supplier represents the
supplier interests
within the project and provides supplier resources.
Senior Supplier Rol n Project Board/Comitetul de Proiect care asigur

cunotine i experien pentru disciplinele principale implicate n producia
livrabilelor proiectului. Senior Supplier reprezint interesele furnizorului n
cadrul proiectului i asigur resurse furnizorului.

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Senior User
The Project Board role accountable for ensuring that

user needs
are specified correctly and that the solution meets
those needs.
Senior User Rol n Project Board responsabil pentru a se asigura c necesitile

utilizatorului sunt corect specificate i c soluiile ndeplinesc aceste necesiti.
share (risk
response)
A risk response to either a threat or an opportunity

through the
application of a pain/gain formula: both parties share
the gain
(within pre-agreed limits) if the cost is less than the
cost plan; and
both share the pain (again within pre-agreed limits) if
the cost plan
is exceeded.
Share/Partajare (rspuns de risc) Un rspuns de risc fie la o ameninare sau o

oportunitate prin intermediul aplicrii unei formule de tip pierdere/ctig:
ambele pri mpart ctigul (n cadrul limitelor prestabilite) dac costul este mai
mic dect costul planului; i ambii mpart pierderea (din nou n cadrul limitelor
prestabilite) dac costul planului este depit.
specialist
product
A product whose development is the subject of the

plan. The
specialist products are specific to an individual project
(for example,
an advertising campaign, a car park ticketing system,
foundations
for a building, a new business process etc.) Also known
as a
deliverable or output.
Specialist product/Produs specializat Un produs a crui dezvoltare este n

obiectul planului. Produsele specializate sunt specifice unui proiect individual (de
exemplu, o campanie de publicitate, un sistem de taxare pentru parcarea
mainiii, fundaiile pentru o cldire, un proces de afaceri nou etc.). Este cunoscut
de asemenea ca livrabil sau output.

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sponsor
The main driving force behind a programme or project.

PRINCE2
does not define a role for the sponsor, but the sponsor
is most likely
to be the Executive on the Project Board, or the person
who has
appointed the Executive.
Sponsor Fora principal de conducere din spatele unui program sau proiect.
PRINCE2 nu definete un rol pentru sponsor, ns este probabil ca sponsorul s
fie Executivul din cadrul Project Board/Comitetul de Proiect, sau persoana care a
numit Executivul.
stage
See management stage or technical stage.
Etap A se vedea management stage sau technical stage.
Stage Plan
A detailed plan used as the basis for project

management control
throughout a stage.
Stage Plan/Plan de etap Un plan detaliat folosit ca baz pentru controlul

managementului de proiect pe durata ntregii etape.
stakeholder
Any individual, group or organization that can affect,

be affected by,
or perceive itself to be affected by, an initiative
(programme,
project, activity, risk).
Stakeholder/Prile interesate Orice individ, grup sau organizaie care poate

afecta, s fie afectat de, sau percepe s fie afectat de o iniiativ (program,
proiect,activitate, risc).
start-up
The pre-project activities undertaken by the Executive

and the
Project Manager to produce the outline Business Case,
Project
Brief and Initiation Stage Plan.
Start-up Activitile de pre-proiect preluate de Executiv i de Managerul de

Proiect pentru a produce schia Business Case, Project Brief i Initiation Stage
Plan/Plan de Etap de Iniiere .

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strategy
An approach or line to take, designed to achieve a

long-term aim.
Strategies can exist at different levels at the
corporate,
programme and project level. At the project level,
PRINCE2 defines
four strategies: Communication Management Strategy,
Configuration
Management
Strategy,
Quality
Management Strategy
and Risk Management Strategy.
Strategie Asumarea unei linii sau a unei abordri, creat pentru a obine un
obiectiv pe termen lung. Strategiile pot exista la diferite niveluri la nivel
corporativ, de program sau proiect. La nivel de proiect, PRINCE2 definete patru
strategii: Stategia de Gestionare a Comunicrii, Strategia de Gestionare a
Configuraiei, Strategia de Gestionare a Calitii i Strategia de Gestionare a
Riscului.
supplier
The person, group or groups responsible for the supply

of the
projects specialist products.
Furnizor Persoana, grupul sau grupurile responsabile pentru oferirea

produselor specializate ale proiectului.
tailoring
The appropriate use of PRINCE2 on any given project,

ensuring
that there is the correct amount of planning, control,
governance
and use of the processes and themes (whereas the
adoption of
PRINCE2 across an organization is known as
embedding).
Tailoring/Ajustare Utilizarea corect a PRINCE2 pentru orice proiect,

asigurndu-se c exist un grad corespunztor de planificare, control, guvernare
i utilizare a proceselor i temelor (spre deosebire de adoptarea PRINCE2 ntr-o
organizaie ce este cunoscut ca embedding/ncorporare).

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Team
Manager
The person responsible for the production of those

products
allocated by the Project Manager (as defined in a Work
Package) to
an appropriate quality, timescale and at a cost
acceptable to the
Project Board. This role reports to, and takes direction
from, the
Project Manager. If a Team Manager is not assigned,
then the
Project Manager undertakes the responsibilities of the
Team
Manager role.
Team Manager/Manager de Echip Persoana responsabil pentru producerea

acelor produse alocate de Managerul de Proiect (dup cum este stabilit n Work
Package/Pachetul de Lucru) la o calitate potrivit, interval de timp i la un cost
acceptabil de ctre Project Board. Acest rol raporteaz i preia indicaii de la
Managerul de Proiect. Dac nu este numit un Team Manager, atunci Managerul
de Proiect preia responsabilitile rolului Team Manager.
Team Plan
An optional level of plan used as the basis for team

management
control when executing Work Packages.
Team Plan/Plan de Echip Un nivel opional de plan utilizat ca baz pentru

controlul managementului de echip n momentul n care se execut Pachetele
de Lucru.
technical
stage
A method of grouping work together by the set of

techniques used,
or the products created. This results in stages covering
elements
such as design, build and implementation. Such stages
are
technical stages and are a separate concept from
management
stages.
Technical Stage/Etapa tehnic O metod de grupare a lucrului prin setul de

tehnici utilizate sau a produselor create. Aceasta are ca rezultat etape ce
acoper elemente, cum ar fi: proiectare, construcie i implementare. Aceste
etape sunt technical stages i reprezint un concept separat de management
stages.
theme
An aspect of project management that needs to be

continually
addressed, and that requires specific treatment for the
PRINCE2
processes to be effective.
Themes/Tema Un aspect al unui management de proiect care trebuie s fie

adresat continuu, i care solicit tratament specific pentru ca procesele PRINCE2
s fie eficace.

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time
tolerance
The permissible deviation in a plans time that is

allowed before the
deviation needs to be escalated to the next level of
management.
Time tolerance is documented in the respective plan.
See also
tolerance.
Tolerana de timp Deviaia permisibil a timpului unui plan care este permis
nainte ca deviaia s fie escalat la urmtorul nivel de management. Tolerana
de timp este documentat n planul respectiv. A se vedea de asemenea
tolerance.
time-driven
control
A management control that is periodic in nature, to

enable the next
higher authority to monitor progress e.g. a control
that takes place
every two weeks. PRINCE2 offers two key time-driven
progress
reports: Checkpoint Report and Highlight Report.
Time-driven control/Control dirijat de timp Control de management care prin

natura sa este periodic, pentru a permite urmtoarei autoriti competente s
monitorizeze progresul ex. control care are loc la fiecare dou sptmni.
PRINCE2 ofer doua rapoarte de progres principale dirijate de timp: Checkpoint
Report i Highlight Report.
tolerance
The permissible deviation above and below a plans

target for time
and cost without escalating the deviation to the next
level of
management. There may also be tolerance levels for
quality,
scope, benefit and risk. Tolerance is applied at project,
stage and
team levels.
Tolerana Deviaia permisibil deasupra i sub obiectivul unui plan n ceea ce

privete timpul i costul fr a escala deviaia la urmtorul nivel de
management. Pot exista de asemenea niveluri de toleran pentru calitate, scop,
beneficiu i risc. Tolerana se aplic la nivele de proiect, stage/etap i
team/echip.

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tranche
A programme management term describing a group of

projects
structured around distinct step changes in capability
and benefit
delivery.
Tran Un termen de management de program care descrie un grup de

proiecte structurate n jurul mai multor pai distinci de schimbare a
capabilitilor i a livrrii beneficiului.
transfer (risk
response)
A response to a threat where a third party takes on

responsibility for
some of the financial impact of the threat (for
example, through
insurance or by means of appropriate clauses in a
contract).
Transfer (rspuns de risc) Rspunsul la o ameninare unde o ter parte preia

responsabilitatea pentru o parte din impactul financiar al ameninrii (de
exemplu, prin intermediul asigurrii sau prin mijloacele unor clauze
corespunztoare dintr-un contract).
trigger
An event or decision that triggers a PRINCE2 process.
user
acceptance
A specific type of acceptance by the person or group

who will use
the product once it is handed over into the operational
environment.
Trigger/Declanator Un eveniment sau o decizie care declaneaz un proces

PRINCE2.
Acceptana utilizatorului Un tip specific de acceptan din partea persoanei
sau grupului care va utiliza produsul imediat ce este predat mediului operaional.
user
The person or group who will use one or more of the

projects
products.
User/Utilizator Persoana sau grupul care va utiliza unul sau mai multe din
produsele proiectului.
variant
A variation on a baselined product. For example, an

operations
manual may have an English variant and a Spanish
variant.
Variant O variaie a unui baseline. De exemplu, un manual de utilizare poate

avea o variant n limba Englez sau o variant n limba Spaniol.

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43

version
A specific baseline of a product. Versions typically use

naming
conventions that enable the sequence or date of the
baseline to be
identified. For example, Project Plan version 2 is the
baseline after
Project Plan version 1.
Versiune Un baseline specific a unui produs. De obicei versiunile folosesc

convenii de nume care permit identificarea secvenierii sau data baseline-urilor.
De exemplu, versiunea 2 a Planului de Proiect este baseline dup versiunea 1 a
Planului de Baz.
waterfall
method
A development approach that is linear and sequential

with distinct
goals for each phase of development. Once a phase of
development is completed, the development proceeds
to the next
phase and earlier phases are not revisited (hence the
analogy that
water flowing down a mountain cannot go back).
Metoda Waterfall/Metoda cascadei O abordare de dezvoltare care este liniar

i secvenial care are scopuri distincte pentru fiecare faz de dezvoltare. Odat
ce faza de dezvoltare este finalizat, dezvoltarea continu cu urmtoarea faz,
iar fazele anterioare nu sunt revizuite (prin urmare analogia cum c apa care
cade de pe munte nu se poate ntoarce.)
Work Package
The set of information relevant to the creation of one

or more
products. It will contain a description of the work, the
Product
Description(s), details of any constraints on
production, and
confirmation of the agreement between the Project
Manager and
the person or Team Manager who is to implement the
Work
Package that the work can be done within the
constraints.
Work Package/Pachet de Lucru Setul de informaii relevante pentru crearea

unuia sau mai multor produse. Va cuprinde o descriere a lucrului, Product
Description(s), detalii ale oricror constrngeri cu privire la producie, i
confirmarea acordului dintre Managerul de Proiect i persoana sau Managerul
de Echip care va implementa Work Package pentru ca lucrarea s poat fi
efectuat n cadrul constngerilor.

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PRINCE2 2009 Glossary of Terms RO v1 4

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PRINCE2 Glossary of Terms English - Romanian

A risk response to a threat where a conscious and

Acceptare (rspuns de risc) o categorie de rspuns de risc, pentru o

The formal act of acknowledging that the project has

Acceptan - Actul formal care ntiineaz c proiectul a ndeplinit criteriile de

A prioritized list of criteria that the project product

acceptance criteria - O lista de criterii prioritizat pe care produsul proiectului

A process, function or task that occurs over time, has

PRINCE2 Glossary of Terms English - Romanian v.1.4

PRINCE2 Glossary of Terms English - Romanian

Principally, software development methods that apply

Metode agile n principal, metode de dezvoltare software care se aplic

The formal confirmation that a product is complete

Aprobare Confirmarea formal c respectivul produs este finalizat i

The person or group (e.g. a Project Board) who is

A statement that is taken as being true for the

Ipotez O declaraie care este considerat a fi adevrat n scopurile

PRINCE2 Glossary of Terms English - Romanian v.1.4

PRINCE2 Glossary of Terms English - Romanian

All the systematic actions necessary to provide

Assurance/Garantare Toate aciunile sistematice necesare pentru a oferi

The right to allocate resources and make decisions

Autoritate Dreptul de a aloca resurse i de a lua decizii (se aplic nivelurilor de

The point at which an authority is granted.

Autorizare Punctul n care o autoritate este delegat.

A risk response to a threat where the threat either can

Evitare (rspuns de risc) Un rspuns de risc la o ameninare unde aceasta fie

Reference levels against which an entity is monitored

Baseline/Linie de referin Niveluri de referin fa de care o entitate este

A type of management product that defines aspects of

Baseline management product/linie de referin produs de management Un

The measurable improvement resulting from an

Beneficiu mbuntirea msurabil care rezult n urma unui efect perceput

PRINCE2 Glossary of Terms English - Romanian v.1.4

PRINCE2 Glossary of Terms English - Romanian

A plan that defines how and when a measurement of

Benefits Review Plan/BRP/Planul de Revizuire a Beneficiilor Un plan care

The permissible deviation in the expected benefit that

Tolerana beneficiilor Abaterea beneficiului ateptat care este permis inainte

The justification for an organizational activity (project),

Business Case - Justificarea pentru o activitate organizaional (proiect), care de

A corporate coordinating function for portfolios,

Center of Excelence/CoE/Centru de excelen O funcie de coordonare

A person or group to which the Project Board may

Change Authority/Autoritatea de Schimbare O persoan sau grup cruia

PRINCE2 Glossary of Terms English - Romanian v.1.4

PRINCE2 Glossary of Terms English - Romanian

The money allocated to the Change Authority available

Change budget/Buget de schimbare Banii alocai Autoritii de Schimbare

The procedure that ensures that all changes that may

Change Control/Control de schimbare Procedura care asigur c toate

A team-level, time-driven review of progress.

Checkpoint/Punct de control revizuirea progresului, la nivelul de echip, la

Advice from the Project Board to inform all

Notificare de nchidere ntiinarea din partea Project Board/Comitetului de

A recommendation prepared by the Project Manager

Recomandare nchidere O recomandare pregtit de Managerul de Proiect

PRINCE2 Glossary of Terms English - Romanian v.1.4

PRINCE2 Glossary of Terms English - Romanian

A description of the means and frequency of

Communication Management Strategy O descriere a mijloacelor i a

An off-specification that is accepted by the Project

Concesie O off-specification/ne-specificaie care este acceptat de Project

An entity that is subject to configuration management.