Prince2
PROJECTS
IN
CONTROLLED
ENVIRONMENTS
Selectie Prince 2 informatie en voorbeelden
Deveer Management & Advies
Jan. 2011
Vooraf: Alweer een nieuwe
projectmanagement methode???
Prince2
(groot, formeel, standaard in
Europa, certificeerbaar)
Systeemontwikkeling
Bijv. waterval methode
Methode Grit
(goed leerbaar, formeel,
kleine tot middelgrote
projecten)
OMDAT
Informeel,
bezinning
Verbeteren
Bijv. V2-methode
Introductie Prince2
•
•
•
•
Wat is een project, projectmanagement?
Waarom deze methodiek?
Context methodiek
Inhoud projectmethodiek
–
–
–
–
Processen
Componenten
Tecnieken
Rollen
Wat is een project?
Idee
Haalbaarheid Opdracht
IT
Syst Ontw Project
Specificatie Ontwerp
Ontwikkeling Test
Overdracht
Operationeel
Gebruik Onderhoud Aanpassen
Vernietigen
Wat is Projectmanagement?
“Een tijdelijke organisatievorm die nodig is om
een uniek en vooraf gedefinieerd product te
maken of resultaat te behalen op een vooraf
afgesproken tijdstip, gebruikmakend van
vooraf gestelde middelen”
• Van ad hoc naar meer methodische routine
• Tijdigheid
• Resultaatgerichtheid
• Multidisciplinair
• Ontwikkeling i.p.v. continuïteit
Noodzaak Projectmanagement
Het waarom, ontsporingsstatistieken:
• IT projecten in 2001 (bron: AG/
Standishgroup)
– 27% Succesvol
– 33% Niet succesvol, wel opgeleverd
– 40% Stopgezet
Waarom de gekozen methodiek
Prince2?
• Gecontroleerd van begin tot eind
– Voortgangscontroles
– Flexibele beslismomenten
• Erkend als (internationale) standaard !!
• Business Case / go-nogo
• Productgerichte planning / deliverables
• Gedefinieerde organisatiestructuur
• Management By Exception
PRINCE 2
• PRojects IN Controlled Environments
• 5 Key- thoughts:
–
–
–
–
–
Project
Project
Project
Project
Project
reason = business case
result = product
mgt in 3-4 layers
work is a process
quality depends on risk-control
Hoe kijken wij naar
PRINCE2?
Filosofie, en niet een hoop regels
• PRINCE2 is gericht op:
– Interactie met de omgeving
– Creëren draagvlak
– Verwachtingsmanagement
Informatie over Prince2
•
•
•
•
Templates: http://www.pugnl.nl/toolsentemplates/templates.php
PUG NL: http://www.pugnl.nl/
Prince2 Startkabel: http://www.prince2.startkabel.nl/
Prince Benelux: http://www.princebenelux.nl
Projectmanagement
Faalfactoren
Succesfactoren
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Onbekendheid opdrachtgever
Slecht projectplan
Slechte definitie resultaat
Slechte planning (resources)
Voortschrijdend inzicht
Slechte beheersing voortgang
Te weinig meet-/beslispunten
Slechte kwaliteitscontrole
Beperkte tijdsbesteding door
andere prioriteiten
Betrokkenheid gebruikers
Support management
Heldere specificaties
Planning tijd, geld, kwaliteit
Realistische verwachtingen
Tussenresultaten (mijlpalen)
Competente projectleden
Eigenaarschap
Duidelijke visie en doelen
Goed je best doen
Context projectmethode
Missie
Strategie
Programma’s
Operatie
Project
Verwachtingen
Organisatie
Rendement
Projectmethode
Bedrijfsdoel
Context projectmethodiek
Idee
Studie
Opdracht
Product-levenscyclus
Specificeer
Ontwerp
Ontwikkel
Test
Implementeer
Realiseren
Gebruik
Afbouw
Project-levenscyclus volgens
Prince-2
PM-Lifecycle & SysDev-LC
Project Management Lifecycle
Project
Origination
System
Initiation
Project
Initiation
System
Requirements
Analysis
Project
Planning
System
Design
Project Execution
and Control
System
Construction
System Development Lifecycle
System
Acceptance
Project
Closeout
System
Implementation
Prince2: methodiek
A. Processen
B. Componenten
C. Technieken
D. Rollen
PRINCE2 processes, components,
techniques, content of manual
Change control
315-318
Change Control
Business Case
285-289
197-201
DP 4
Configuration
Management
DP1
DP2
Controlling
Managing
a Stage
Stage
Starting up
a Project
Managing
Product Delivery
319-328
203-218
App B: roles
Closing a
Project
Boundaries
Initiating
a Project
Quality in a
Project
Environment
Q review
DP5
Organisation
275-283
App E doc mgt
265-274
DP3
Controlling
a Stage
Closing a
Project
Plans
219-226
Planning
Managing
Product
Delivery
M.o. Risk
Controls
251-264
App C: categories
227-250
Product Based Planning
293-313
App A: product descriptions
App D: PRINCE2 health check
Use of PRINCE2 components and techniques in the processes
Controls
Quality
Mgmt of Risk
Organisation
Business Case
Starting up a Project
Directing a Project
Controlling a Stage
Quality Review
Change Control
Managing Product
Delivery
Managing Stage
Boundaries
Closing a Project
Pink
= Techniques
Grey
= Component
©Crown Copyright 2005. Reproduced under license from OGC
Controls, Change Control
Configuration Mgmt
Business Case
Mgmt of Risk
Quality
Change Control
Quality, Plans
Controls
Mgmt of Risk
Planning
Plans , Quality,
Mgmt of Risk
Business Case
Controls, Config. Mgmt
Change Control
Initiating a Project
Plans, Quality
Business Case
Mgmt of Risk
Controls, Organisation
Controls, Config Mgmt
Business Case
Mgmt of Risk
Change control
Clear
= Process
ProductBased
Planning
A. Processen
• Een paar voorbeeldjes
PRINCE2 Process model
DP 4
Authoriz. Init.
Authoriz. a Project
DP1
Starting up
a Project
Authoriz. Stage / except plan
DP2
DP3
End stage report /
Exception report
Q stds
Project
Brief
Giving ad-hoc direction
P.I.D.
Initiating
a Project
Authoriz.
to proceed
End
notification
Authoriz.
to proceed
Controlling
a Stage
Completed WP
Planning
DP5
Managing
Stage
Boundaries
Exception
plan req.
Comfirm close
Author. WP
Managing
Product
Delivery
Acceptance,
Closure
recomm.
Closing a
Project
PRINCE2 Process model
Giving ad-hoc direction
Authoriz. Init.
Authoriz. Stage / except plan
Directing a Project
Authoriz. a Project
End stage report /
Exception report
Q stds
Project
Brief
Starting up
a Project
P.I.D.
Initiating
a Project
Managing
Stage
Boundaries
Exception
plan req.
Authoriz.
to proceed
End
notification
Authoriz.
to proceed
Controlling
a Stage
Completed WP
Planning
Comfirm close
Author. WP
Managing
Product
Delivery
Acceptance,
Closure
recomm.
Closing a
Project
DP 4
Giving ad hoc direction
DP1
Author. inittiation
Author. Stage plan
or Exception plan
Next stage plan
Mandate
Brief
Quality Stds
PID
SU4
Preparing
Project Brief
IP1
Planning
Quality
SU2
Designing
PMT
SU5
Defining
Project Aproach
IP2
Planning
a Project
IP5
Setting up
Project files
SU6
Planning
Initiation Stage
IP3
Refining
BC + Risks
IP6
Assembling
PID
SU3
Appointing
PMT
IP4
Setting up
Project controls
q
PL7
Completing
a Plan
PL2
PL3
Define+analyse
Identify
Products
Activ. + Depend.
PL6
Analyse Risks
PL5
Scheduling
Acceptance
And
Closure recommendation
SB4
Updating
Risk Log
Exception plan
request
CS8
Escalate
Project Issues
SB3
Updating
BC
SB2
Updating
Project plan
SB6
Producing
Exception Plan
Tolerance threat
PL1
Designing
a plan
or exception plan
SB5
Reporting
Stage End
SB1
Planning a
stage
SU1
Appointing
exec+PM
DP 5
confirming
project closure
DP3
DP2
Author. a project
Trigger premature close
Stage end
notification
CS6
Reporting
Highlights
deviation
CP1
Decommision
a Project
To DP4
In-tolerance
PL4
Estimating
CS7
Taking
Corrective action
CS1
Author
WP
MP1
Accepting
WP
CS4
Examining
Project Issues
CS3
Capturing project
issues
CS5
Reviewing
Stage status
CS2
Assessing
Progress
MP2
Executing
WP
Project end
notification
CS9
Receiving
Completed WP
MP3
Delivering
WP
CP2
Identify
Follow On Actions
CP3
Evaluating
a Project
Bedrijfs- of Programmamanagement
DP
OP
Opstarten
v/e Project
Dirigeren
IP
Initiëren
ve
project
v/e
Project( stuurgroep)
BF
Beheersen
v/e Fase
MF
Managen
Faseovergangen
MP
Managen
Productoplevering
PL
Opstellen
Gericht op
stuurgroep
v/e
Plan
Gericht op
project
manager
AP
Afsluiten
v/e Project
Gericht op
teamleden
Planning
door pm
Bedrijfs- of Programmamanagement
DP
OP
Opstarten
v/e Project
Dirigeren
IP
Initiëren
v/e Project
v/e
Project( stuurgroep)
BF
Beheersen
v/e Fase
MP
Managen
Productoplevering
PL
Opstellen
v/e
Plan
MF
Managen
Faseovergangen
AP
Afsluiten
v/e Project
Bedrijfs- of Programmamanagement
Projectmandaat
DP 1: Goedkeuring initiatiefase
Starting Up a Project
SU 1: Benoem
Opdrachtgever en
Projectmanager
SU 4:
Opstellen
Projectvoorstel
SU 2:
Beschrijf
Projectorganisatie
SU 3:
Selecteer
Projectleden
SU 5:
Beschrijf
Projectaanpak
Projectvoorstel
Projectaanpak
Initiatieplan
Risicologboek
Rolbeschrijving
SU 6:
Plan
Initiatiefase
Initiatieplan
PL Opstellen
v/e
Plan
24
Projectmandaat
• Doel:
– Reden en resultaat
• Juist niveau
management voor
kosten en resources
• Onderdelen
–
–
–
–
–
–
–
–
–
–
Verzekeren van autoriteit
Achtergrond
Projectdoelen
Scope
Beperkingen
Interfaces
Kwaliteitsverwachting
Business Case
Referenties
Participanten
Onderdelen Projectvoorstel:
•
•
Projectachtergrond
Projectdefinitie
–
–
–
–
–
–
•
Doelstellingen
Bereik
Resultaten
Uitsluitingen
Beperkingen
Relatie andere projecten
Outline Business Case
– Redenen voor project
– Bijdrage organisatiestrategie, -beleid of -plan
•
•
•
•
Kwaliteitsverwachtingen
Acceptatiecriteria
Reeds bekende risico’s
Bijlagen:
–
–
–
–
Organisatiestructuur
Projectaanpak
Initiatiefaseplan
Risico logboek
Opstarten van een project
SU 1
Benoem
opdrachtgever en
projectmanager
• Organisatorische
verantwoordelijkheid
• Projectverantwoordelijk
heid
• Escalatieproces
• Budget
• “Business owner”
Opstarten van een project
SU2
Beschrijf
projectorganisatie
• Type werkzaamheden
• Type resources in het
team
• Afstemming
• Stuurgroep
• Projectproces(!)
• Synchronisatie met de
omgeving
Opstarten van een project
SU3
Selecteer projectleden
• Resources invullen
• Rollen
• Verantwoordelijkheden
N.B.
Stem af
Zoek acceptatie
Opstarten van een project
SU4
Opstellen
Projectvoorstel
•
•
•
•
•
•
•
•
Organisatiedoel
Projectopdracht
Business case
Acceptatiecriteria
Projectorganisatie
Risicologboek
Projectproces
Initiatiefaseplan
Opstarten van een project
SU5
Beschrijf
projectaanpak
• Combi risico´s en
overall aanpak
• Details projectproces
• Argumentatie
• Risicomanagement
Opstarten van een project
SU6
Initiatiefaseplan
opstellen
•
•
•
•
Opleverdatum
Rapportagevorm
Overlegvormen
Middelen
Planning
PL 1: Plan
ontwerp
PL 2: Definieer,
Analyseer
producten
PL 7: Plan
completeren
Initiatieplan
Projectplan
Starting Up
a Project
Initiating a
Project
PL 3: Identificatie,
Afhankelijkheden
activiteiten
PL 6: Risicoanalyse
Teamplan
Managing
Product
Delivery
PL 5:
Schema
PL 4:
Schatting
Faseplan of
Exception Plan
Managing
Stage
Boundaries
Faseplan
33
B. Componenten
• voorbeeldjes… business case
en plannen
ProjectBrief
Projectmandate
SU4 prepare proj brief
(comment from DP1)
Reasons for project
initial
Business Case
PID
IP3 refine BC + risks
(comment from DP2)
refined Business Case
Business Case
Desired
benefits
PostprojectReviewplan
CP2 Identify F.O.A.
Business Case
as reference
Project
Issues
Examining issues CS4
DP3 author stage / except
updated
Business Case
Fase-eindrapport
SB3 update BC
each stage
Outline Business Case
(general)
• Reasons
• Options
• Benefits
– Tangible and intangible
• Risks
• Cost and Timescale
• Investment Appraisal
– ‘do nothing’ option
– Sensitivity analysis (GAP analysis)
• Calculate profits or goals for different options and then
choose the best, taking risks into account
Project reason = business case
Waarom plannen?
• Effectiviteit
–
–
–
–
Doelen haalbaar
Capaciteitsplanning
Kwaliteit oplevering
Inzicht in problemen en
risico’s
• Voordelen
– Voorkomt ad-hoc
beslissingen
– Vooruit denken
– Communicatie over
status
Figure 15.2
The elements of a plan
PL1
Designing
a Plan
Products
Prerequisites
Quality Requirements
Assumptions
Activities
Resources
PL3
Identifying
Activities and
Dependencies PL4
Estimating
Risks
Revised Activities and Resources
Time and Cost
Control Points
PL7
Completing
a Plan
©Crown Copyright 2005. Reproduced under license from OGC
PL2
Defining
and
Analysing
Products
1.
2.
3.
4.
Final product
+ description
Make PBS
Make PFD
PL5
Scheduling
PL6
Analysing
Risks
Change budget
Contingency budget
Plan levels in PRINCE2
IP2
Planning a
Project
Programme Plan
SB1
Planning a
Stage
MP1
Accepting
a Work
Package
SB6
Planning an
Initiation
Stage
SB2
Updating a
Project
Plan
SB6
Producing an
Exception
Plan
Project Plan
Stage Plan
Team Plan
©Crown Copyright 2005. Reproduced under license from OGC
Exception Plan
Opstellen van een plan
PL7
Projectplan voltooien
•
•
•
•
•
•
•
Aanpak
Randvoorwaarden
Afhankelijkheden
Aannamen
Planning (producten)
Rapportagevorm
Procedures en
momenten!
C. Technieken
• Voorbeeld planningstechniek
Prince2: technieken
PROJECT
Change control approach
Site
Chart Title
Product
beschrijving
Foundations
Garden
Productdecompositiestructuur
Interior
New House
Productstroomschema
4
0
A
4
Gantt Chart
Utilities
Shell
Risicobeoordeling
Benodigde middelen
C
6
4
10
4
B
4
5
9
9
10
7
D
9
16
G
10
E
13
14
14
30
23
H
16
F
23
23
3
Activiteiten Netwerk
Project budget
J
I
19
7
6 0
90
30
Voorbeeld van een WBS
Aircraft
System
Project
Management
Training
Data
Air
Vehicle
Support
Equipment
Facilities
Test and
Evaluation
Systems
Engineering
Management
Equipment
Technical
Orders
Organizational
Level
Construction
Mock-ups
Supporting
PM Activities
Facilities
Engineering
Data
Intermediate
Level
Maintenance
Operational
Test
Services
Management
Data
Depot
Level
Developmental
Test
Test
Airframe
Engine
Communication
Navigation
Fire Control
This WBS is illustrative only. It is not intended to represent the full project scope of any specific
project, nor to imply that this is the only way to organize a WBS on this type of project.
Fase afhankelijke WBS
fase 1
activiteit 1
fase 2
activiteit 1
fase 3
activiteit 1
functie
systeem
product
activiteit 2
XX
X
X XX
X XX
activiteit 3
X X
activiteit 2
X
activiteit 3
X X
activiteit 2
XX
activiteit3
X X
Proces
Object
The path to quality (process)
SU4 Preparing a Project Brief
Customer’s quality
expectations
Acceptance Criteria
External to Project
SU5 Defining Project Approach
ISO
Project Approach
Quality policy
IP1 Planning Quality
Quality Log
(created)
Project Quality
Plan
Quality system
PL2 Defining and Analysing Products
Quality assurance
Product Descriptions
And Quality Criteria
SB1 Planning a Stage
Quality Log – planned
dates
SB1 Planning a Stage
Stage Quality Plan
CS1 Authorising a Work Package / MP1 Accepting a Work Package
Work Package
MP2 Executing a Work Package
Quality Log – results
update
MP2 Executing a Work Package
Quality check
©Crown Copyright 2005. Reproduced under license from OGC
The path to quality (workflow)
Project Mandate
Customer’s quality
expectations
Acceptance
Criteria
SU4
Preparing a
Project Brief
Project Quality Plan
Stage Quality Plan
Quality Log
planned dates
SU5
Defining
Project Approach
IP1
Planning Quality
SB1
Planning a Stage
Project Approach
Quality Log created
PL2
Defining and
Analysing Products
Product
Description
Quality Criteria
CS1
Authorising Work
Package
Work Package
Quality check
MP1
Accepting a Work
Package
MP2
Executing a Work
Package
Quality Log update
©Crown Copyright 2005. Reproduced under license from OGC
Figure 18.3
The path to quality (workflow)
Project Mandate
SU4
Preparing a
Project Brief
Project
Approach
Customer’s quality expectations
Acceptance criteria
Project Quality Plan
IP1
Planning Quality
Quality Log created
SU5
Defining
Project Approach
Stage Quality Plan
SB1
Planning a Stage
PL2
Defining and
Analysing Products
Product Descriptions
Quality Criteria
CS1
Authorising Work
Package
MP1
Accepting a Work
Package
Quality Log
planned dates
Work Package
MP2
Executing a Work
Package
Quality check
Quality Log update
Figure 22.3
Management Quality Products
Quality products
Acceptance
Criteria
Project
Quality
Plan
Quality
Review
documents
Quality
Inspection
products
Quality
Log
Lessons
Learned Log
Other quality
Control
documents
Product
Descriptions
QR invitations
QR question lists
QR follow-up
action lists
Project
Issue
Documents
Issue
Log
Configuration
Item
Records
Configuration
Products
Project
Issues
Configuration
Management
Plan
Assembled
PID
product
grouping
©Crown Copyright 2005. Reproduced under license from OGC
Quality reviews
• Check if (any) product:
– fit for purpose
or conform reqs / specs?
• Reviewers = all vested interests
– Also: chair, producer, scribe
• When reviewed+actions / changes taken
= signed off
– Product meets quality criteria
– Often during MP2 (exec WP)
Config mgt
= product control
– Version, status, owner, relations
•
Baseline
•
Product status account
•
Release
– product (status) snapshot, frozen in time
– Does not change until checked+ recorded
– Reports status of all products (project or stage)
– complete + consistent set of products
Change control
• Through project Issues
• Change budget?
• Integrity of change
– Impact Business Case
– Relation Risks (existing , already anticipated,
new?)
– Risk/cost/time vs advantage / saving
Change control technique; steps
CS3
RfC, spec, product
Off-spec
Type +
priority
Must
Important
Nice-to-have
Cosmetic
No change CS4
CS5
New
issue
Feedback
to author
Issue Log
Log
Impact
analysis
Re-evaluate
priority
Within
tolerance?
N
CS7
Taking
Corrective
Action
Y
CS8
Escalating
Project
Issues
Exception
Report
CS8
Escalating
Project
Issues
Implement
DP4
Giving
Ad Hoc
Direction
Reject
Pending
Remove
cause
Work
trigger
SB6
CS1
Authorize
Work Package
Exception
plan
DP3
Authorising
a Stage or
Exception
Plan
Accept off-spec =
concession
©Crown Copyright 2005. Reproduced under license from OGC
D. Rollen
• Een voorbeeld van rollen
Organisation: Project mgt in 3-4 layers
Projectborging
Dagelijks management
Projectondersteuning
Team management
(Medewerkers)
FvD condensed mid 07
PMT
Zet de kaders
Afsluitend
• Goed PM is geen garantie voor
succes
• Geen goed PM is een garantie
voor mislukking
controls
Why?:
• Project viable against BC
• Produce required products that meet criteria
• Within schedule according to plans
For roles:
• Board
• PM
• Mgt by Exception
In time
• Controlled Start
• Controlled Progress
• Controlled Close
Organisation: Mgt by Exception
Processen:
•
•
•
•
•
•
•
•
All DP (1 t/m 5)
SU 1,2,3 set
organisation
IP1 Q stds /
instructions
IP6 assemble PID
SB5 stage end notif.
CS 8 escalating PI
SB6 prod. exception pl
CP1,2,3
Products:
Components:
Techniques
•
•
•
•
•
•
•
•
•
•
•
•
•
•
(mandate)
Project brief
(approach)
PID
Stage Plan
PI
Exception plan
Risk Log
Closure recommend.
FOA plan
Project evaluation
Business Case
Organisation:
–
•
Plans:
–
–
–
•
tolerances
Highight reports
End stage assessm
Exception Assessm
Quality:
–
–
•
•
Project plan
Stage plans
Communic Plan
Controls board;
–
–
–
–
•
roles
Customer Q expect
Acceptance Criteria
Config Mgt: -CC:--
PBP
–
–
Product desc
For end product
Controls for roles
Board:
• DP1, 2, 3, 5
• Highlight reports
• Exception reports
PM
• Work Packages
– Incl tolerances,
quality, plan etc
– Quality log
• Checkpoint report
• Project issues
• Risk log
Controls: in time
Start:
•
•
•
•
Progress:
SU 1,2,3 to set up •
organisation
•
SU 4,5,6 to set
•
objectives
•
– Brief and
•
approach
All IP to assemble •
PID and next stage •
plan
•
– Stage selection
•
– Communication
•
plan
•
DP 1
•
•
•
Close:
•
Tolerances
Product descriptions
•
Incl Q reviews!
Work Packages
•
Q log
Issues, change control
•
Exception report + assessm.
Risk Log
Checkpoint reports
•
Plans, replanning
•
Highlight reports
•
End stage report + assessm.•
Daily log
•
Lessons Learned log
•
All products delivered +
accepted
Product support +
maintenance arranged
Lessons learned +
statistics taken
Plan to check expected
benefits
Closure notification
Lessons learned report
FOA report
End project report
incl BC review!
Post-project review plan
The risk management cycle
Risk Analysis
Risk Management
Identify
the risks
Evaluate
the risks
Monitor and
report
Identify suitable
responses to risk
Plan and
Resource
Select
Risk flow, showing key points in a project when management is necessary
Input from Corporate or Programme Management
SU4
SU5
Project Mandate
Preparing a
Defining
Project Brief
DP1
Project Brief
Project Approach
Authorising
Initiation
IP3
Refining
the
Business
DP2
Case and Risks
Authorising
Project Plan
a Project
Project Initiation Document
Team
Plan
SB4
Updating the
Risk Log
DP3
Authorising a
Stage /Except
Plan
CS1
Authorising
Work Package
MP1
Accepting a
Work Package
Stage
Plan
PL6
Analysing Risks
CS6
Reporting
Highlights
Issue Log
Risk Log
CS4
Examining
Project Issues
CP2
Identifying Follow-on Actions
Project
Approach
DP4
Giving ad hoc
Direction
Exception
Report
CS8
Escalating
Project Issues
CS5
Reviewing
Stage Status
Risk Log
Project quality depends on risk-control
Risk control
•
•
•
•
Make risks a special item
Keep a risk log
Assess risks when planning
Assess risks everytime you close a
phase
PINO
Prince In Name Only
PRINCE2 ingevoerd?
Jazeker, kijk maar…. Op internet vind je templates en vb
genoeg. Ja, en…..?
Hoezo, “ja, en…”?
Jullie denken blijkbaar dat PRINCE2 nu is ingevoerd in de
organisatie? Maar hoe zit het met de attitude die hierbij hoort,
hoe zit het met de borging van het juiste gebruik door
projectmanagers en nog belangrijker de opdrachtgevers, en
hoe zit het met ……. etcetera, etctera.