PRINCE2 Project Management Skillshare at Betahaus
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The document provides an overview of the PRINCE2 project management methodology. It discusses key topics such as the basic principles, components, and benefits of using PRINCE2. The presentation covers what makes a PRINCE2 project, including defining success and establishing terms of reference upfront. It also outlines the methodology's process model, organization, and emphasis on controls like risk management, quality reviews, and change control.
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PRINCE2 Project Management Skillshare at Betahaus
- 1. PRINCE2 Skillshare @ Betahaus| Sofia 18. March 2013 Reproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TM
- 2. About http://uk.linkedin.com/martinboudikianov http://www.betahaus.bg http://creativecommons.org/licenses/by- sa/2.5/bg/deed.en_US Reproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TM
- 3. Topics • What is a PRINCE2 Project? • Basic Principles • Components • The Big Picture • Benefits for Project Managers of using PRINCE2 • Q&A Reproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TM
- 4. “Take Away” • Basic Characteristics of a project • Project responsibilities and actions • Process structure of PRINCE2 Reproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TM
- 5. WHAT IS A PRINCE2 PROJECT? Reproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TM
- 6. “A management environment that is created for the purpose of delivering one or more business products according to a specific Business Case at prespecified time using predetermined resources” Idea Study Trigger } Specify Product Design Project Life Develop Life Test Span Span Change over Asses value Use Scrap Reproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TM
- 7. What is a successful project? To be successful a project must: • deliver the outcomes and benefits required by the organization, its delivery partners and other stakeholder organizations • create and implement deliverables that meet agreed requirements • meet time targets • stay within financial budgets • involve all the right people • make best use of resources in the organization and elsewhere • take account of changes in the way the organization operates • manage any risks that could jeopardize success • take into account the needs of staff and other stakeholders who will be impacted by the changes brought about by the project. Reproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TM
- 8. BASIC PRINCIPLES Reproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TM
- 9. Organisation Corporate or Program management Project Board Senior User Executive Senior Supplier Project Assurance Project Manager Project Support Team Manager Reproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TM
- 10. Process • PRINCE2 differentiates the start up, planning and close for the overall Project (“Starting a Project,” “Initiating a Project” and “Closing a Project”) from the activities to start up and close down each of the Stages (“Managing Stage Boundaries”). • The actual Executing and Controlling of the developmental work (from Feasibility or Requirements onward) shows up at the Stage level, through “Controlling a Stage” and “Managing Product Delivery.” • Project oversight (by the Project Board) occurs throughout the project through “Directing a Project.” “Planning” is a generalized process that is accessed at all levels of the project, as needed. Reproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TM
- 11. Process > Start Up & Initiating • Starting Up a Project (SU) Senior Responsible Owner (SRO) Project Board, Project Brief • Initiating the Project (IP) SRO, Project Board, Project Manager Business Case, Project Initiation Document (PID), Project Plan, RCQCom Startegies Reproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TM
- 12. Process > Running a project • Controlling a Stage (CS) Senior Responsible Owner (SRO), Project Board Work Packages, Team Plans, Stage Plan, Risk Register, Configuration Items Record, Quality Register, Daily Log, Issue Register • Managing Product Delivery (PD) Team Managers Team Plans, Work Packages • Managing a Stage Boundary (SB) Project Manager Project Plan, Stage End Report, Business Case, Risk Log, Team Structures, Lessons Log, Issue Log Reproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TM
- 13. Process > Closing a Project Project Manager Follow-on Recommendations, Lessons Report, Project Plan, PID, Issue Register, Benefits Review Plan. Reproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TM
- 14. Process > Directing a Project Senior Responsible Owner (SRO), Project Board Business Case, Authorizations of Initiating, PID, Stage and Exception Planning, Ad-hoc Directions, Project Closure Reproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TM
- 15. COMPONENTS Reproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TM
- 16. Project Brief • The Project Brief will cover all the key areas of the project giving details of: • Objectives, Scope, Deliverables, Business Benefits, Assumptions, Constraints, Risks, Other Areas of Business Affected, Major Dependencies, Stakeholders, Resources, Outline estimates of time and cost Approval of the Project Brief is the official start of the project where the SRO/members of the Project Board must confirm that they: • understand and agree the terms of reference of the project • are willing and able to commit their time to the direction of the project • are willing to take joint ownership of the project • are willing to provide the Project Manager with the time and resources needed to plan the project in detail and to produce the Project Initiation Document (PID). Reproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TM
- 17. Business Case Reasons – why the project outcome is needed Options Benefits expected - measurable terms, negative approach Risks – see details in Risk Log Costs & timescale Investment appraisal – the balance between the costs and the financial value of the benefits Evaluation – dependencies, achievements structure (expected, overachieved, worst-case) Reproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TM
- 18. Project Initiation Document Purpose: ensures that the project has a sound basis before presenting to Project Board A base document against which the Project Board and Project Manager can asses progress, Issues and ongoing viability Composition What is aiming to be achieved Why it is important Where and who will be involved in managing and developing How and when it is going to happen Reproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TM
- 19. Plans Elements Products description, prerequisites, quality requirements, assumption, activities and dependencies (internal and external), resources, risks, monitor & control points, tolerances Levels Project Plan – total overview, progress already made, agreed changes, forecast of cost & duration Stage plan – detailed day-to-day control for each stage with the corresponding broken-down requirements from the Project plan Team Plan – subdividing stage activities in to tasks for each team Quality Plans – part of SP & TP, what are the key interests, who is involved, what are the checking points Exception plan - when a plan outside the agreed tolerance changes to be applied to all reflected plans Reproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TM
- 20. Controls Purpose Project viable against its Business Case Producing the required products with the defined quality criteria Project is being carried out to schedule and in accordance with its resource and cost plans Monitor progress Compare achievement with plan Review plans and options Detect problems and risks Initiate Types Project Board(Authorizations, Stage Assesments, Reports) Project Manager(day-to-day activities within the tolerances) Reproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TM
- 21. Management of Risk Identification Directly related to project objectives (strategic, economic, legal, human factors, political, environmental, technical infrastructure) Evaluation High/Medium/Low scale for Likelihood and Impact Prioritization RAG( Red, Amber, Green) Planning & Resourcing Monitoring Reproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TM
- 22. Quality Review Benefits: Early identification of defects Objective measurement for progress control Involvement in progress improve customer commitment When During Planning, Product Delivery, Authorizing Work Packages, Progress Monitoring Participants Review chairperson, Producer, Reviewer, Scribe, PM, TM, Project Assurance, Project Support Reproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TM
- 23. Change Control Changes can be: Request what the project is set to deliver Improvement Record of current or forecast failure to meet a requirement Steps Issue log Impact analysis (business, user & supplier) If in tolerance then take correction action, else escalate (CS) Exception Report Provide Ad Hoc Direction (DP) Escalate Project Issue (CS) Exception plan(SB) and Authorization(DP) Reproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TM
- 24. THE BIG PICTURE Reproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TM
- 25. The Big Picture Reproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TM
- 26. BENEFITS FOR PROJECT MANAGERS OF USING PRINCE2 Reproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TM
- 27. Benefits for Project Managers of using PRINCE2 • Establish terms of reference as a prerequisite to start of a project • Use a defined structure for delegation, authority and communication • Divide the project into manageable stages for more accurate planning • Ensure that resource commitment from management is part of any approval to proceed • Provide regular, but brief management reports • Can help to keep meetings with management and stakeholders to a minimum but at the vital points of the projects Reproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TM
- 28. Q&A www.PRINCE2.com Reproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TM
Editor's Notes
- Project Board – Directing the projectSenior User – Users of the final product, impacted by the outcomeExecutives – Business – value for money, business point of view, expect measurable resultsSupplier – skilled resources that delivers the final product (in-house or external), needed for decision makingProject Manager – Day-to-day project activitiesTeam Managers – team management and product deliveryProject Assurance – auditing of project status and deliverables, 2nd source of project view/ might be the PROJECT BOARD it selfProject Support – administrative help, maintaining of statuses in specific tools , collecting specific project information to support managers
- “Starting Up a Project” enables a controlled start to the project. It occurs once in the project life cycle, providing the groundwork for project management and oversight, and viability evaluation. This process creates the Project Board, and ensures that resource requirements are understood and committed to the first Stage, “Initiating a Project”. “Directing a Project” operates throughout the project, and defines the responsibilities of the Project Board in its oversight of the project. Like its location in the process model diagram, it sits above and interacts with many of the other processes. It provides the mechanisms for authorizing the project, approving continuity at the completion of each Stage, and closure of the project (all based on the Business Case). “Directing a Project” is the framework for supplying input to the project manager, receiving requests from the project manager for information and assistance, and making decisions. This is the only process in which the Project Board is active (other than “Starting Up a Project,” when the Board is first formed). All other processes are guided by the Project and Team Managers. “Initiating a Project” occurs once in the project life cycle. It lays out the view of how the overall project is to be managed, and sets it down in a “contract” called the Project Initiation Document (PID). The intention of the PID is to provide a common understanding of the critical elements of the project (similar to the results from PMBOK’s Planning process). “Initiating a Project” also calls for resource commitment by the Project Board to the first developmental Stage of the project. “Planning” is the common process for several other processes in PRINCE2. Plans are produced by identifying the project’s required deliverables, the activities and resources necessary to create them, and the management and quality requirements – all at a level consistent with the control requirements identified in the PID. Use of a common module highlights the concept of a consistent, coherent approach to all planning. “Controlling a Stage” provides guidance to the Project Manager in managing the project on a day-to-day basis. It includes: work authorization and receipt of work; issue and change management; status collection, analysis and reporting; viability consideration; corrective action; and escalation of concerns to the Project Board and other resources. “Controlling a Stage” is iterative, and is repeated for each developmental Stage of the project. “Managing Product Delivery” is part of PRINCE2’s work authorization system. It is the mechanism for the performers of technical work (teams, individuals and contractors) to agree on work to be performed, report on progress, complete the work, and return it. It occurs as frequently as work packages are authorized. “Managing Stage Boundaries” manages the transition from the completion of one work Stage to the commencement of the next Stage. It includes assurance that work defined in the Stage has been completed as defined, provides information to the Project Board to assess the ongoing viability of the project (done in “Directing a Project”), develops plans for and obtains authorization for the next Stage of work, and records lessons learned. “Closing a Project” is the mechanism to transition the project back to the organization. It closes out the project, whether closure is precipitated by completion of the work, or premature termination. In either event, “Closing” picks up lessons learned and project experiences for organizational records. For completed work, its goal is to ensure that (a) the work has been completed to the Customer’s and Management’s satisfaction, (b) all expected products have been handed over and accepted by the Customer, and (c) arrangements for the support and operation of project products are in place.
- Business Case: The existence of a viable Business Case is the main control condition for a PRINCE2 project. The Business Case is verified by the Project Board before a project begins and at every major decision point throughout the project. The project should be stopped if the viability of the Business Case disappears for any reason. Organization: Since the Project Manager often has to direct staff who report to another management structure, some senior management oversight organization is needed to assure that those diverse resources are committed to the project. In addition, viability decisions need to made by management with an investment in the project, and an accountability for delivering it through the Project Manager. In PRINCE2 this oversight is the Project Board. Plans: Plans are the backbone of the management information system required for any project, and require the approval and commitment of the appropriate levels of the project organization. The “Plans” component emphasizes the core concepts of planning; the major steps are highlighted in the process model, in “Planning.” Controls: Control is about decision making: its purpose is to ensure that the project (a) is generating the required products which meet defined Acceptance Criteria; (b) is being carried out to schedule and in accordance with its resource and cost plans; and (c) remains viable against its Business Case. Management of Risk: As project work is inherently less predictable than non-project work, management of the risks is an essential part of project management. To contain risks during the project, they must be managed in a disciplined manner, through risk analysis and risk management (as in the PMBOK). Quality in a Project Environment: Quality management ensures that the quality expected by the customer is achieved through a quality system (similar to the PMBOK). Quality requirements of the project’s deliverables are based in Product Descriptions, prepared by the Project Manager and approved by the Project Board. Configuration Management: Configuration Management gives the project management team control over the project’s assets (the products that it develops), and is vital to any quality system. It provides mechanisms for tracking and controlling the project’s deliverables, and a system for tracking project Issues. Change Control: Controlling scope change means assessing the impact of potential changes, their importance, cost, impact on the Business Case, and a decision by management on whether or not to include them.
- Business Case: The existence of a viable Business Case is the main control condition for a PRINCE2 project. The Business Case is verified by the Project Board before a project begins and at every major decision point throughout the project. The project should be stopped if the viability of the Business Case disappears for any reason. Organization: Since the Project Manager often has to direct staff who report to another management structure, some senior management oversight organization is needed to assure that those diverse resources are committed to the project. In addition, viability decisions need to made by management with an investment in the project, and an accountability for delivering it through the Project Manager. In PRINCE2 this oversight is the Project Board. Plans: Plans are the backbone of the management information system required for any project, and require the approval and commitment of the appropriate levels of the project organization. The “Plans” component emphasizes the core concepts of planning; the major steps are highlighted in the process model, in “Planning.” Controls: Control is about decision making: its purpose is to ensure that the project (a) is generating the required products which meet defined Acceptance Criteria; (b) is being carried out to schedule and in accordance with its resource and cost plans; and (c) remains viable against its Business Case. Management of Risk: As project work is inherently less predictable than non-project work, management of the risks is an essential part of project management. To contain risks during the project, they must be managed in a disciplined manner, through risk analysis and risk management (as in the PMBOK). Quality in a Project Environment: Quality management ensures that the quality expected by the customer is achieved through a quality system (similar to the PMBOK). Quality requirements of the project’s deliverables are based in Product Descriptions, prepared by the Project Manager and approved by the Project Board. Configuration Management: Configuration Management gives the project management team control over the project’s assets (the products that it develops), and is vital to any quality system. It provides mechanisms for tracking and controlling the project’s deliverables, and a system for tracking project Issues. Change Control: Controlling scope change means assessing the impact of potential changes, their importance, cost, impact on the Business Case, and a decision by management on whether or not to include them.