Glossary of Terms
Whatever is in this book is what survived. The rest did not make the cut.
| Term | Definition |
|---|---|
| Artifact | A working document or tool that supports programme execution. Not the same as a deliverable — artifacts are operational; deliverables are approved outputs. |
| BAU | Business As Usual — the steady-state operations that a programme hands over to after closure. |
| Benefits Dependency Network | A diagram showing how programme initiatives, through enablers and business changes, deliver measurable benefits linked to strategic objectives. |
| Benefits Realisation | The measurement and confirmation that planned benefits have actually been achieved. Not the same as “we delivered the project on time.” |
| CPO | Chief Portfolio Officer — the executive responsible for managing the organisation’s portfolio of transformation investments. |
| Change Champion | A nominated individual within a country or team who supports adoption, gathers feedback, and bridges the gap between the programme and the people affected by it. |
| Continuous Improvement | The ongoing optimisation of processes, tools, and practices after programme closure — ensuring the organisation doesn’t drift back to old ways. |
| Deliverable | A final, approved output of a phase or milestone. Distinguished from artifacts by formal sign-off. |
| Gate | See Stage Gate. |
| Hallucination | In HoLiDySt usage: our aspirational vision — what we dream of achieving. Not a clinical term. |
| Heat Map | A colour-coded visual representation of maturity scores, readiness levels, or performance across dimensions, countries, or capabilities. |
| HoLiDySt | Holistic Delivery System — this framework. A holiday from bureaucracy. |
| Hypercare | An intensive post-go-live support period providing rapid issue resolution and stabilisation. |
| KPI | Key Performance Indicator — a measurable value that demonstrates how effectively objectives are being achieved. |
| PfMO | Portfolio Management Office — the enterprise-level function responsible for portfolio reporting, demand management, capacity planning, and cross-programme governance. Distinguished from programme-level PMOs. |
| PID | Project Initiation Document — the document that defines a project’s scope, objectives, deliverables, resources, risks, and governance within a programme context. |
| PMO | Programme Management Office — the team responsible for day-to-day programme coordination, planning, reporting, and governance support. |
| Portfolio Board | The senior governance body responsible for authorising programmes, allocating investment, and governing the transformation portfolio. |
| RACI | Responsible, Accountable, Consulted, Informed — a matrix clarifying roles and decision rights for each deliverable or activity. |
| RAID | Risks, Assumptions, Issues, Dependencies — the four categories tracked in the programme’s operational risk register. |
| Stage Gate | A formal checkpoint between programme phases where governance bodies review readiness and approve (or reject) progression. |
| Steering Committee | The senior governance body providing strategic direction, resolving escalations, and approving major decisions. |
| Target Operating Model (TOM) | The defined future-state design of how an organisation will operate — processes, systems, structures, governance, capabilities. |
| Transformation | A fundamental change to how an organisation operates, as distinct from incremental improvement. Programmes in this framework are transformational by nature. |
NEARBY
Appendix AGlossary of TermsYOU ARE HERE