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Retained Fire Fighters Union
Introduction to PRINCE2 Project Management
PRINCE2
PRINCE stands for: PRojects IN Controlled Environments and is a structured method which can be applied to any size or type of project.
Ans. A structured project approach such as PRINCE2 will provide personnel:
A clearer understanding of Project Management
A more explicit definition of projects
A clearer view of project roles and responsibilities
A means of achieving product output
A means of improving the planning process
A means of committing project resources
PRINCE2 has rapidly gained acceptance amongst the UK Public Sector as a key tool for the management of projects.So what can PRINCE2 offer as a project approach?
PRINCE2
The PRINCE2 method can be broken down into two clear elements:
Management Components
The PRINCE2 process.
Planning
Quality Review
Management of Change
Configuration Management
These elements are supported by a number of techniques including:
Within a PRINCE2 project there are number of Management Components
comprising of:
PRINCE2
Organisation
Controls
Stages
Management of Risk
Quality in a Project Environment
Configuration Management
Change Control.
PRINCE2
Project Direction
Starting a Project
Initiating a Project
Managing Stage Boundaries
Closing a Project
Planning Controlling a Stage
Managing Product Delivery
The Processes of a PRINCE2 project can be represented as a number of clearly
defined phases:
PRINCE2 - Introduction
The PRINCE2 method can be applied to the management of all type of projects.
The PRINCE2 method will not however, take the place of common sense.
No two projects are alike and therefore a degree of flexibility must be adopted in the application of the PRINCE2 method.
Blindly following PRINCE2 (or any other method) will often lead to frustrationconfusion and possible project failure.
Starting a Project
PRINCE2 Processes – Starting a Project
Objectives of the Process
The primary objective of this process is to provide a controlled beginning to a project.
PRINCE2 seeks to achieve this through:
Identification of clear project objectives.
Planning for the Initiation Stage.
Identification of a realistic approach to the work to be done.
Creation of a suitable project management team.
PRINCE2 Processes – Starting a Project
Instigation of a Project
The trigger for the Starting a Project Process is the receipt of a Project Mandate.
The term Project Mandate is used to describe any request to undertake a project and as such can be received in a number of forms including:
Formal written Project Request
Informal written Project Request (Email, Fax etc.).
Verbal Request.
PRINCE2 Processes – Starting a Project
Key outputs of Starting a Project include:
Creation of Project Brief – Document that can inform interested parties of theexistence of the project and its potential impact
Creation of Project Board – the Project Board are members of the organisation that have overall responsibility for the success of the project and can include:The project managerProject SponsorEnd user of project output
Membership of this group is flexible and should reflect the complexity of the Project as well as its potential impact upon the organisation and its stakeholders
Creation of a Risk Log – this enables the project manager to begin to identify and therefore plan for any potential risks to the project
PRINCE2 Processes – Starting a Project
At this stage of the project it is important to have a clear idea of what the Project is hoping to achieve in terms of its output(s).
To do this a significant amount of information is needed as this will be usedto identify resources needed, time requirements, lines of communication as well as the financial impact that that project may have on the organisation.
Information gathered at this stage will be used to inform the project manager of the potential risks involved in undertaking the project as wellas information needed to get the project off to a smooth start.
PRINCE2 Processes – Starting a Project
Structure of the Project Brief
Planning Initiation StagePlanning QualityProject Planning
Refining Business CasePreliminary Risk Assessment
Define the Project Approach
Define Review Activities
Define Acceptance Criteria
Define Project ConstraintsDefine Project Objectives
Define Project Scope
Define Quality Criteria
Define Reporting Activities
Information Gathering
Planning &Analysis
Risk Log
Project Initiation Document
Outputs derived from the Project Brief
PRINCE2 Processes – Starting a Project
Appointment of the Project Board
The Project Board has the overall authority for the project and is responsible for the initiation, direction, review and eventual closure of the project.
Who is Responsible to whom and for what.
To support the appointment of personnel to a Project Board a useful
exercise is to identify:
Who is Accountable to whom and for what.
Who must be informed of project developments.
Who must be consulted as part of the decision making process.
Who must provide support to the Project.
Pro ject Resources & Team s
O rganisation or Program m eM anagem ent
The Pro ject Board
ProjectA ssurance
Pro ject Support
Team LeaderTeam LeaderTeam Leader
Senior User Executive Senior Supplier
Pro ject M anager
PRINCE2 Processes – Starting a Project
PRINCE2 Processes – Initiating a Project
The purpose of Initiating a Project is to provide a common understanding
for all those involved with the project including:
The reasons for doing the project
The key products to be delivered
How and when the products will be delivered
The scope of what is to be done
Any constraints that apply to the project
Who is to be involved in the decision making process
How the required quality criteria will be achieved
What risks will/may be faced
How the project is to be controlled.
Project Initiation Document.
Quality Log.
Issues Log.
Project Files.
PRINCE2 Processes – Initiating a Project
Key outputs of Initiating a Project:
PRINCE2 Processes – Initiating a Project
The Project Initiation Document (PID)
The Project Initiation Document (PID) represents the major management product created in this phase. This document must contain sufficient information to allow the Project Board to identify:
Whether there is a justifiable reason to proceed with the project
What the project is aiming to provide
How the project will achieve its aims
Who will undertake the work
Where the project will be undertaken
When the project will start and finish.
The Project Initiation Document (PID) forms the baseline for decision-making during the project’s lifetime and represents the standard against which the success of the project will be measured.
PRINCE2 Processes – Initiating a Project
Supplementary documents produced during the Initiation of a Project are the:
Issues Log
Quality Log.
These documents should be updated during the lifetime of the project as a way of capturing relevant information and identifying actions to be undertaken by project personnel.
Project Files.
By setting up dedicated project files it will be possible to store and retrieve all information relevant to the management of the project.
As part of the Project Initiation process there is a need to create a central repository to hold all project documentation. This is achieved through the creation of project files.
Directing a Project
PRINCE2 Processes – Directing a Project
This process is aimed at the Senior Management team responsible for the project usually represented by the Project Board.
Authorising the preparation of a project plan and business case for the projectApproving the project go-ahead
Checking that the project remains justifiable at key points in the project life cycleMonitoring progress of the project and giving advice as required
Ensuring that the project comes to a controlled close.
Within a PRINCE2 project these decision makers have five main responsibilities:
PRINCE2 Processes – Directing a Project
It is the responsibility of the Project Manager to keep the Project Board informed of the progress of the project through the regular submission of Highlight Reports which give necessary and timely information regarding the progress of the project.
It is often necessary as part of this regular communication to submit Exception Reports. These document highlight an issues that have arisen during each stage of the project and the actions necessary to ensure continuation of the project
The Project Board are responsible for informing the Project Manager of any risks and issues from the wider environment that may affect the project activities and hence outcomes.
Controlling a Stage
PRINCE2 Processes – Controlling a Stage
This process requires the controlled production of agreed products:To stated quality standards
Within agreed cost, effort & time
To achieve the defined benefits of the project.
This is the process by which the Project Manager monitors and controls theactivities of the project and can be thought of as the day to day managementof the project.
PRINCE2 Processes – Controlling a Stage
The control of a stage will consist of a cycle of:
Authorising work to be doneMonitoring the progress of work ongoing
Identifying changes
Reviewing the project situation and triggering new work authorisations
Reporting activities
Taking any necessary corrective action.
In practice these processes should be tailored in respect of the size and complexity of the project.There may be no need to hold formal meetings to discuss actions, although the Project Board must be kept aware of project progress and be consulted in the event of changes outside of agreed tolerance levels.
PRINCE2 Processes – Controlling a Stage
Collecting all progress information for work currently ongoing
Collecting feedback on quality checking activities
Estimating the time and effort required to complete any unfinished work
Estimating the availability of resources
Publishing accomplishments
Identifying any points that need attention.
A Progress Assessment achieved by:
The capture of Project Issues is best achieved by the upkeep of a Project Issues Log.
Project Issues apart from general problems and questions can result in:
A Request for Change, resulting in a change of specification or Acceptance Criteria of the project
An Off Specification, covering errors or omissions found in work alreadyconducted or planned for the future.
PRINCE2 Processes – Controlling a Stage
Project Issues
The Project Manager is responsible for managing the actions taken once an issue has been identified, although a project support role may be nominated to act as the central focus for receiving and documenting Project Issues.
PRINCE2 Processes – Controlling a Stage
Reviewing Stage StatusThe objective of this process is to check that the current stage is kept within the tolerances set by the Project Board
This is achieved by reviewing:Progress against the Stage Plan
Resource allocation and availability
Project activities against tolerance levels
Updating Lessons Learned
Escalating those issues which must be considered by the Project Board.
The Project Manager is also responsible for:Checking the validity of the Business Case
Reviewing the Risk Log.
PRINCE2 Processes – Controlling a Stage
Reporting Highlights
The production of Highlight Reports is the recommended process for communicating the status of a Stage to the Project Board. Highlight Reports should summarise the relevant information on which the Project Board will make decisions.
The Project Manger is responsible for the reporting of highlights to the Project Board at a mutually agreed frequency.
PRINCE2 Processes – Controlling a Stage
Escalating Project Issues
In the event that any action required to correct a Project Issue falls outside of agreed tolerance margins, the proposed actions must be escalated to the Project Board for consideration and/or approval.
Management of Work Packages
A work package as the name suggests is a collection of tasks that once Completed make a contribution to the overall progress of the project. The identification of discrete work packages can help the project manager To break the overall workload of the project down into manageable pieces.
Once a Work Package is completed it must be checked by the Project Manager to confirm that it conforms to the agreed product description, specification, standards and constraints.
Managing Product Delivery
PRINCE2 Processes – Managing Product Delivery
Making certain that work on products allocated to each team is authorised by the Project ManagerChecking authorised Work Packages for completeness of information
Creating team plans
Checking progress against plans
Ensuring completed products meet the desired quality criteria
Ensuring approval for the completed product is provided by the Project Board.
This is the part of the process that deals specifically with the creation of the product(s) of the project.
The objectives of the process are to allow the Team Leader to manage day to day operations and ensure that the planned products are created and delivered by the project team.
This can be achieved by:
PRINCE2 Processes – Managing Product Delivery
Accepting a Work Package
Defining exactly of what is required of each work package
Planning the work necessary to complete the package
Perform a risk analysis of the activity(ies) to be undertaken
Confirm available resources
Agree the quality criteria to which the work package must conform
Confirm how and to whom the Work Package must be handed over.
Where work is delegated there must be a clear understanding between the Project Manager and the project team of all the work requirements.
This can be achieved by the Team Leader (in consultation with the Project Manager) through the following activities:
PRINCE2 Processes – Managing Product Delivery
Executing a Work Package – ie getting the work done
The necessary steps within this are:Allocate work to team members
Capture and record the effort expended
Determine achievement of each element within the Work Package
Monitor and control the risks associated with the Work Package
Evaluate with the creator(s) the amount of effort still required
Feedback progress and status reports to Project Managers
Ensure quality checking procedures are carried out and products meet quality criteriaCommunicate any problems that may arise.
PRINCE2 Processes – Managing Product Delivery
Delivering a Work Package
Obtain sign-off by any required quality checkers for the product(s) developedHand over the completed product(s)
Advise the Project Manager of completion of the Work Package.
The methods employed to achieve these should be defined as part of the Work Package Authorisation process and are the responsibility of the Team Leader.
This process has three elements:
PRINCE2 Processes – Managing Stage Boundaries
Through the effective management of Stage Boundaries the Project Manger is able to confirm for the Project Board which project outputs planned for the current stage have actually been deliverer.
Planning each stage to a level of detail that allows individual tasks to be identified, planned and undertaken.Updating the Project Plan to provide an overall view of project progress
Updating the Business Case in response to any significant changes to the project’s environment* Updating the Risk Log*
Updating Lessons Learned Report
Producing Exception Plans*.
*These actions should be tailored to reflect the current status of each project stage and may therefore not always be necessary.
The main activities undertaken during this process include:
PRINCE2 Processes – Closing a Project
A project exists for a finite length of time and will, as products are created and stages completed, need to be closed in an orderly and controlled manner.
Decommissioning the project
Identifying follow-on actions
Project Evaluation Review
Production of an End Project Report
Updating of the Lessons Learned Log.
These activities include:
The method of Closing a Project will need to be tailored to suit the needs of each individual project although there are a number of core activities that must be undertaken by the Project Manager.
PRINCE2 Processes – Closing a Project
Decommissioning the Project
Confirming that products of the project have been approved and handed over to the Customer
All project information is completed and stored within the project filing system
That a notification is sent to all interested parties and associated organisations that the project is closing.
This process is directed towards ensuring that all issues have been dealt with or, if necessary, transferred to the list of follow on actions.
The Project Manager is responsible for:
PRINCE2 Processes – Closing a Project
Establish actions required following the projectDocument any Follow-on Action recommendation
Recommend a date and plan for any Post Project Review considerednecessary.
Identifying Follow-on Actions
Project Evaluation Review
Assess the results of the project against what it was intended to achieve
Examine the records of the completed project to assess the quality of its management Identify lessons to be learned from the project and applied on future projects.
The aims of this process are to:
The aims of this process are to:
PRINCE2 Processes – Closing a Project
Documentation produced as part of this process will include:
End Project ReportThe Project manager is responsible for creation of this report which will detail the effectiveness of the project management process and and how well the project has performed against the Project Initiation Document (PID).
Lessons Learned ReportThis report should be aimed at answering the question “what should be done differently next time?” and is part of the ongoing process of quality Improvement.
It is important to identify who should receive the Lessons Learned Report as well as informing the Project Board of its location.
Plans and Planning
PRINCE2 Processes – Plans and Planning
Planning and re-planning are constant and key activities when managing any project.
Identified products
Timescales
Costs
Quality.
Within the PRINCE2 method the planning activities are aimed at creating plans for:
The project as a whole
Each stage within the project
The project team’s work within the project.
Plans created as part of the role of the Project Manager must address how the following are to be met during the lifetime of the project:
PRINCE2 Processes – Plans and Planning
The hierarchy of plans within the PRINCE2 method is as follows:
Team Plan
Programme Plan
Project Plan
Stage Plan Exception PlanThe exception plan isOften referred to as acontingency plan and is usually invoked when the project gets into some form of difficulty ieexperiences a risk of some nature.
PRINCE2 Processes – Plans and Planning
Project plans are usually constructed by listing the sequence of activities required to carry the project from start to completion, and developing an action plan to complete the activities.
Sequencing is a necessary consideration for determining the project schedule and duration.
All activities required to complete a project must be precisely defined and coordinatedSome activities must be done sequentially, and some simultaneouslyUsing a hierarchical planning system will allow these activities to be identified and sorted appropriately.
PRINCE2 Processes – Plans and Planning
Components of a Plan
Time & Cost
Assumptions
Activities
Resources
Products
Quality Requirements
Pre-requisites
RisksControl Points
Revised Activities & Resources
PRINCE2 Processes – Plans and Planning
Steps involved in the Planning Process
Step 1 - Identify and define products to be produced during the project.
Step 2 - Determine the sequence in which products will be produced.
Step 3 - Identify the activities needed for the creation of each product.
Step 4 - Estimate resource requirements & elapsed times for each product.
Step 5 - Schedule the activities & resource requirements.
Step 6 - Create draft plan (include risks and contingencies).
Step 7 - Review plan and create Plan Text.
Step 8 - Finalise Plan and gain approval from appropriate authority.
PRINCE2 Processes – Plans and Planning
Identify and define products to be produced during the project.
Determine the sequence in which products will be produced.
Identify the activities needed for the creation of each product.
Creation of Network Diagrams.
Activities Outputs
Steps in the creation of a Work Breakdown Structure
PRINCE2 Processes – Plans and Planning
7
1
2
65
34
Activity Network Diagramsenable a visualrepresentation of what work is to be done and in what order.
Activity NetworkDiagrams also highlights any prerequisites thatmust be completed as part of productdevelopment.
PRINCE2 Processes – Plans and Planning
The formation of a Work Breakdown Network Diagram represents the first activity in the creation of a project schedule.
A schedule is the conversion of a project action plan into an operating timetable.
It serves as the basis for monitoring and controlling project activityTaken together with the plan and budget, it is probably the major tool for the management of projects.
In a project environment, the scheduling function is more important than it would be in an ongoing operation.
Projects lack the continuity of day-to-day operations and often present much more complex problems of coordination.
Schedules
PRINCE2 Processes – Plans and Planning
a m TE b
Estimating:
Optimistic (a), Pessimistic (b), and most likely (m), which are expressions of the risk associated with the time required for each activity
On the distribution graph m is the mode, a is the estimation of actual time so that the the actual time will be a or greater about 99 percent of time, and b is estimated such that about 99% of the time the activity will have a duration of b or less.
Expected Time (TE) is found by: TE=(a + 4m + b)/6
The method is based on BETA statistical distribution. TE is an estimate of the mean of the distribution, as a weighted average of a,b, and m with weight 1-4-1.
Activity Optimistic time
Most likely time
Pessimistic time
Expected time (TE)
a 10 22 22 202010151014
41118
8
b 20 20 20c 4 10 16d 2 14 32e 8 8 20f 8 14 20g 4 4 4h 2 12 16i 6 16 38j 2 8 14
Project activity times and precedences
PRINCE2 Processes – Plans and Planning
PRINCE2 Processes – Plans and Planning
Scheduling often requires the creation of a Project Evaluation and Review Technique (PERT) Network and/or a Gantt (Timescale) plan. The information required to produce either of these project representations can be derived from the Product Activity Network.
3 7 10
Review the StrategyPlan
5 2 12
16 2 18
Produce Project Brief
16 0 18
11 5 16
Design and AppointProject Team
11 0 16
0 3 3
Appoint the ProjectBoard Executive
0 0 3
3 8 11
Plan the ProjectApporach
3 0 11
10 4 14
Prepare BoardPosition Paper
12 2 16
3 2 5
Appoint the ProjectManager
9 6 11
0 3 3
Appoint the ProjectBoard Executive
0 0 3
Earliest Start Time Duration Earliest Finish Time
Latest Start Time Total Float Latest Finish Time
Example of a PERT Network
PRINCE2 Processes – Plans and Planning
Example of a Gantt Plan
ID Task Name1 PROJECT LIFE CYCLE2 CONCEPTUAL PHASE3 PRELIMINARY PROJECT PLAN4 Define Scope & Objectives5 Document Assumptions & Dependencies6 Define Project Organisation7 Define Project Execution Approach8 Estimate Resource Requirements9 Develop Phase Schedule10 Define Project accounting Procedures11 Prepare Risk Assessment12 PROJECT CONCEPT13 Define Project Structure14 Prepare Outline of the Problem15 Develop Potential Solutions Description16 Define Development Alternatives17 Prepare Plan & IT Cost18 Write Management Summary19 Prepare PCR & Issues Register20 Conduct PCR
S S M T W T F S S M T W T F S S M T W T F S S M T W T F S2 04 Mar '02 11 Mar '02 18 Mar '02 25 Mar '02
Task Bar Summary Bar Linkage Line Milestone
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