PRINCE2
(PRojects IN Controlled Environments)
what are the benefits?
PRINCE2 is predictable.
Utilises best practice.
Standardisation.
Time and cost effective.
Tried and tested.
Free to use.
What is project management?
Project management is 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
risk.
Given that projects are how we introduce a change, and
that project work entails a higher degree of risk than
many other business activities, it follows that
implementing a secure, consistent, well-proven
approach to project management is a valuable business
investment.
What is it we wish to control?
There are six aspects of project performance to be managed. (Tolerances)
Costs
Timescales
Quality
Scope
Benefits
Risk
PRINCE2 and delivery approaches
The project approach is the way in which the work of
the project is to be delivered.
Waterfall
Approach
agile
Approach
Where each of the delivery steps
to create the products takes
place in sequence and the
product is made available during
or at the end of the project.
Often, but not exclusively, used
for software development where
requirements gathering, design,
coding and testing all take place
iteratively through the project.
PRINCE2 principles
To be following PRINCE2, these 7 principles must
be adopted when managing a project.
001.
Learn from Experience
002.
003. Defined Roles and Responsibilities
Manage by Stages
004.
005. Manage by Exception
006.Focus on Products
007. Tailor to Suit the Project
Continued Business Justification
Tailoring a project
Tailoring is concerned with the appropriate use
of PRINCE2 on any given project.
What can be tailored?
Processes.
Roles.
Themes.
Management Products.
Terminology
PRINCE2 Themes
The themes describe aspects of project management that
must be addressed continually as the project progresses
through its lifecycle.
Themes
Change
What is the impact?
Quality
What?
Progress
Where are we now?
Where are we going?
Should we carry on?
Organisation
Who?
Risk
What if?
Plans
How?
How much?
When?
Business
Case
Why?
The MoSCoW technique
MoSCoW can be used in a range of prioritization contexts.
Must
Have
Should
have
The acceptance criteria or quality
criteria define what is essential
and critical to the business
justification of the project.
The acceptance or quality criteria
define what is important, but not
critical, to the business
justification of the project.
Could
Have
Won’t have
(this time)
The acceptance or quality
criteria define what is useful, but
not critical, to the business
justification of the project.
The acceptance criteria or quality
criteria define what has been
considered but will not be
delivered.
prince2 processes
A process is a structured set of activities designed
to accomplish a specific objective.
001.
Directing a Project
002.
003. Initiating a Project
Controlling a Stage
004.
005. Managing Product Delivery
Managing a Stage Boundary
006.
007. Closing a Project
Starting Up a Project
product descriptions
There are three types of management product.
Baselines
Benefits Management Approach
Project Brief
Project Initiation
Documentation
Business Case
Change Control Approach
Communication Management
Approach
Project Product Description
Quality Management Approach
Plan
Risk Management Approach
Product Description
Work Package
records
Configuration Item Record
Lessons Log
Daily Log
Quality Register
Issue Register
Risk Register
reports
Checkpoint Report
Highlight Report
End Project Report
Issue Report
End Stage Report
Lessons Report
Exception Report
Product Status Account
roles within prince2
In order to meet the needs of different projects,
roles may be tailored.
Project Board
Executive
Senior User
Senior Supplier
Project Manager
Team Manager
Project Assurance
Change Authority
Project Support
A
Definitions
What does it mean?
Z
portfolio
The totality of an organization’s investment (or
segment thereof) in the changes required to
achieve its strategic objectives.
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.
Stakeholder
Any individual, group or organization that can affect, be affected by,
or perceive itself to be affected by, an initiative (i.e. programme,
project, activity or risk).
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.
Baseline
Reference levels against which an entity is monitored and controlled.