prince2 2009
TRANSCRIPT
1
PRINCE2 (2009)
Directing
Managing
Delivering
Pre-
Project
Initiation
Stage
Final
Stage
Other
Stages
Other
Stages
Other
Stages
SUDirecting a Project
SB SB CP
IP Controlling a Stage Control Stage
Managing Product Delivery MP
Principles
1. Continued business justification
2. Learn from experience
3. Define roles and responsibilities
4. Manage by stages
5. Manage by exception
6. Focus on products
7. Tailor to suit the project environment
Themes
1. Business Case
2. Organisation
3. Quality
4. Plans
5. Risk
6. Change
7. Progress
Documents and Records Overview
2
CONTINUED BUSINESS JUSTIFICATION
Directing
Managing
Delivering
Pre-
Project
Initiation
Stage
Final
Stage
Other
Stages
Other
Stages
Other
Stages
SUDirecting a Project
SB SB CP
IP Controlling a Stage Control Stage
Managing Product Delivery MP
Principles
1. Continued business justification
2. Learn from experience
3. Define roles and responsibilities
4. Manage by stages
5. Manage by exception
6. Focus on products
7. Tailor to suit the project environment
Themes
1. Business Case
2. Organisation
3. Quality
4. Plans
5. Risk
6. Change
7. Progress
A requirement for a PRINCE2 project
is that:
1. There is a justifiable reason to start it
2. The justification should remain valid
throughout the life of the project
3. The justification is documented and
approved
3
LEARN FROM EXPERIENCE
Directing
Managing
Delivering
Pre-
Project
Initiation
Stage
Final
Stage
Other
Stages
Other
Stages
Other
Stages
SUDirecting a Project
SB SB CP
IP Controlling a Stage Control Stage
Managing Product Delivery MP
Principles
1. Continued business justification
2. Learn from experience
3. Define roles and responsibilities
4. Manage by stages
5. Manage by exception
6. Focus on products
7. Tailor to suit the project environment
Themes
1. Business Case
2. Organisation
3. Quality
4. Plans
5. Risk
6. Change
7. Progress
2. As the project progresses lessons
should be included in all reports and
reviews.
3. As the project closes the project
should pass on lessons learned
1. When starting a project previous or
similar projects should be reviewed to
see if lessons learned could be
applied.
4
DEFINE ROLES AND RESPONSIBILITIES
Directing
Managing
Delivering
Pre-
Project
Initiation
Stage
Final
Stage
Other
Stages
Other
Stages
Other
Stages
SUDirecting a Project
SB SB CP
IP Controlling a Stage Control Stage
Managing Product Delivery MP
Principles
1. Continued business justification
2. Learn from experience
3. Define roles and responsibilities
4. Manage by stages
5. Manage by exception
6. Focus on products
7. Tailor to suit the project environment
Themes
1. Business Case
2. Organisation
3. Quality
4. Plans
5. Risk
6. Change
7. ProgressProject
Manager
Project
Assurance
Project Board
Project Executive
Senior User
Senior Supplier
Project
Support
Project
Team
Change
Authority
5
MANAGE BY STAGES
Directing
Managing
Delivering
Pre-
Project
Initiation
Stage
Final
Stage
Other
Stages
Other
Stages
Other
Stages
SUDirecting a Project
SB SB CP
IP Controlling a Stage Control Stage
Managing Product Delivery MP
Principles
1. Continued business justification
2. Learn from experience
3. Define roles and responsibilities
4. Manage by stages
5. Manage by exception
6. Focus on products
7. Tailor to suit the project environment
Themes
1. Business Case
2. Organisation
3. Quality
4. Plans
5. Risk
6. Change
7. Progress
Dividing the project into a number of
management stages.
Having a high-level project plan and
a detailed stage plan.
Planning, delegating, monitoring and
controlling the project on a stage-by-
stage basis.
6
MANAGE BY EXCEPTION
Directing
Managing
Delivering
Pre-
Project
Initiation
Stage
Final
Stage
Other
Stages
Other
Stages
Other
Stages
SUDirecting a Project
SB SB CP
IP Controlling a Stage Control Stage
Managing Product Delivery MP
Principles
1. Continued business justification
2. Learn from experience
3. Define roles and responsibilities
4. Manage by stages
5. Manage by exception
6. Focus on products
7. Tailor to suit the project environment
Themes
1. Business Case
2. Organisation
3. Quality
4. Plans
5. Risk
6. Change
7. Progress
Delegating authority from one
management level to the next by
setting tolerances against the six
objectives for the respective level of
the plan.
Setting up controls so that if those
tolerances are forecast to be
exceeded, they are immediately
referred up to the next management
layer for a decision on how to
proceed.
Putting an assurance mechanism in
place so that each management
layer can be confident that such
controls are effective
7
FOCUS ON PRODUCTS
Directing
Managing
Delivering
Pre-
Project
Initiation
Stage
Final
Stage
Other
Stages
Other
Stages
Other
Stages
SUDirecting a Project
SB SB CP
IP Controlling a Stage Control Stage
Managing Product Delivery MP
Principles
1. Continued business justification
2. Learn from experience
3. Define roles and responsibilities
4. Manage by stages
5. Manage by exception
6. Focus on products
7. Tailor to suit the project environment
Themes
1. Business Case
2. Organisation
3. Quality
4. Plans
5. Risk
6. Change
7. Progress
Agrees and defines the project’s
products prior to undertaking the
activities required to produce them.
The set of agreed products defines
the scope of the project and provides
the basis for planning and control.
Product descriptions provide clarity
by defining each product’s purpose,
composition, format, quality criteria
and quality method.
8
TAILOR TO SUIT THE PROJECT ENVIRONMENT
Directing
Managing
Delivering
Pre-
Project
Initiation
Stage
Final
Stage
Other
Stages
Other
Stages
Other
Stages
SUDirecting a Project
SB SB CP
IP Controlling a Stage Control Stage
Managing Product Delivery MP
Principles
1. Continued business justification
2. Learn from experience
3. Define roles and responsibilities
4. Manage by stages
5. Manage by exception
6. Focus on products
7. Tailor to suit the project environment
Themes
1. Business Case
2. Organisation
3. Quality
4. Plans
5. Risk
6. Change
7. Progress
Ensure that the project management
method relates to the project’s
environment.
Ensure that project controls are
based on the project’s scale,
complexity, importance, capability
and risk.
9
STARTING UP A PROJECT (SU)
Directing
Managing
Delivering
Pre-
Project
Initiation
Stage
Final
Stage
Other
Stages
Other
Stages
Other
Stages
SUDirecting a Project
SB SB CP
IP Controlling a Stage Control Stage
Managing Product Delivery MP
SU – Starting up a project
1. Appoint Exec & PM (C)
2. Capture previous lessons (P)
3. Design & appoint PM team (E,P)
4. Prepare Outline Business Case (C)
5. Select Proj approach & Proj Brief (P)
6. Initiation Plan (P)
Daily Log
Lessons Log
Mandate
(C)
Request to initiate a project
Project Brief
Initiation Stage Plan
PURPOSE OF STARTING UP A PROJECT:
To ensure that the prerequisites for Initiating a Project are in place by answering the
question: do we have a viable and worthy project?
The purpose of SU is as much about preventing poorly conceived projects from ever
being initiated as it is about approving the initiation of viable projects. As such SU is
a lighter process compared to the more detailed and thorough IP. The aim is to do
the minimum necessary in order to decide whether it is worthwhile to even initiate
the project.
10
PROJECT BRIEF
Directing
Managing
Delivering
Pre-
Project
Initiation
Stage
Final
Stage
Other
Stages
Other
Stages
Other
Stages
SUDirecting a Project
SB SB CP
IP Controlling a Stage Control Stage
Managing Product Delivery MP
SU – Starting up a project
1. Appoint Exec & PM (C)
2. Capture previous lessons (P)
3. Design & appoint PM team (E,P)
4. Prepare Outline Business Case (C)
5. Select Proj approach & Proj Brief (P)
6. Initiation Plan (P)
Daily Log
Lessons Log
Mandate
(C)
Request to initiate a project
Project Brief
Initiation Stage Plan
Derivation:
•Project Mandate
•Programme Management
•Corporate Management
•Project Board
•Operations & Maintenance
•Suppliers (Potential)
•Lessons Log
PROJECT BRIEF
To provide a full and firm foundation for the initiation of the project. It is included in
the PID in IP and is then no longer maintained.
Composition:
Project Definition
Outline Business Case
Project Product Description
Project Approach
Project Management Team Structure
Role Descriptions
References to associated documents
11
OUTLINE BUSINESS CASE
Directing
Managing
Delivering
Pre-
Project
Initiation
Stage
Final
Stage
Other
Stages
Other
Stages
Other
Stages
SUDirecting a Project
SB SB CP
IP Controlling a Stage Control Stage
Managing Product Delivery MP
SU – Starting up a project
1. Appoint Exec & PM (C)
2. Capture previous lessons (P)
3. Design & appoint PM team (E,P)
4. Prepare Outline Business Case (C)
5. Select Proj approach & Proj Brief (P)
6. Initiation Plan (P)
Daily Log
Lessons Log
Mandate
(C)
Request to initiate a project
Project Brief
Initiation Stage Plan
Derivation:
• Project Mandate & Brief
• Project Executive
• Lessons log
OUTLINE BUSINESS CASE
Created as part of the Project Brief to document the justification for the
undertaking of the project based on the estimated costs against the anticipated
benefits to be gained and offset by any risks. The outline Business Case is likely
to be only a high level view providing an agreed foundation for a more extensive
Business Case developed in IP
Composition:
• Executive summary
• Reasons
• Business options
• Expected benefits
• Expected dis-benefits
• Timescale
• Costs
• Investment appraisal
• Major risks
12
PROJECT PRODUCT DESCRIPTION
Directing
Managing
Delivering
Pre-
Project
Initiation
Stage
Final
Stage
Other
Stages
Other
Stages
Other
Stages
SUDirecting a Project
SB SB CP
IP Controlling a Stage Control Stage
Managing Product Delivery MP
SU – Starting up a project
1. Appoint Exec & PM (C)
2. Capture previous lessons (P)
3. Design & appoint PM team (E,P)
4. Prepare Outline Business Case (C)
5. Select Proj approach & Proj Brief (P)
6. Initiation Plan (P)
Daily Log
Lessons Log
Mandate
(C)
Request to initiate a project
Project Brief
Initiation Stage Plan
Derivation:
• Project Mandate
• Senior User & Executive
• Request for proposal
PROJECT PRODUCT DESCRIPTION
As part of the Project Brief it defines what the project must deliver to gain
acceptance.
Composition:
• Title
• Purpose
• Composition (Major products)
• Derivation
• Development skills required
• Customer’s Quality Expectations
• Acceptance Criteria
• Project-level quality tolerances
• Acceptance method
• Acceptance responsibilities
13
INITIATION PLAN
Directing
Managing
Delivering
Pre-
Project
Initiation
Stage
Final
Stage
Other
Stages
Other
Stages
Other
Stages
SUDirecting a Project
SB SB CP
IP Controlling a Stage Control Stage
Managing Product Delivery MP
SU – Starting up a project
1. Appoint Exec & PM (C)
2. Capture previous lessons (P)
3. Design & appoint PM team (E,P)
4. Prepare Outline Business Case (C)
5. Select Proj approach & Proj Brief (P)
6. Initiation Plan (P)
Daily Log
Lessons Log
Mandate
(C)
Request to initiate a project
Project Brief
Initiation Stage Plan
Derivation:
• Project Brief
• Daily log
• Lessons Log
PROJECT PLAN (Initiation Stage)
Initiating a project takes time and consumes resources. The work should be
planned and approved like any other project work. This also ensures that
the initiation is not aimless and unstructured.
Composition:
• Plan description
• Plan prerequisites
• External dependencies
• Planning assumptions
• Lessons incorporated
• Monitoring & control
• Budgets
• Tolerances
• Product descriptions
• Schedule
14
PRODUCT DESCRIPTION
Directing
Managing
Delivering
Pre-
Project
Initiation
Stage
Final
Stage
Other
Stages
Other
Stages
Other
Stages
SUDirecting a Project
SB SB CP
IP Controlling a Stage Control Stage
Managing Product Delivery MP
SU – Starting up a project
1. Appoint Exec & PM (C)
2. Capture previous lessons (P)
3. Design & appoint PM team (E,P)
4. Prepare Outline Business Case (C)
5. Select Proj approach & Proj Brief (P)
6. Initiation Plan (P)
Daily Log
Lessons Log
Mandate
(C)
Request to initiate a project
Project Brief
Initiation Stage Plan
Derivation:
• Product Breakdown Structure
• End-users of the product
• Quality Management Strategy
• Configuration Management Strategy
PRODUCT DESCRIPTION
To understand the detailed nature, purpose, function and appearance of the
product.
Composition:
• Identifier
• Title
• Purpose
• Product composition
• Derivation
• Format & presentation
• Development skills required
• Quality criteria
• Quality tolerance
• Quality method
• Quality skills required
• Quality responsibilities
15
DAILY LOG
Directing
Managing
Delivering
Pre-
Project
Initiation
Stage
Final
Stage
Other
Stages
Other
Stages
Other
Stages
SUDirecting a Project
SB SB CP
IP Controlling a Stage Control Stage
Managing Product Delivery MP
SU – Starting up a project
1. Appoint Exec & PM (C)
2. Capture previous lessons (P)
3. Design & appoint PM team (E,P)
4. Prepare Outline Business Case (C)
5. Select Proj approach & Proj Brief (P)
6. Initiation Plan (P)
Daily Log
Lessons Log
Mandate
(C)
Request to initiate a project
Project Brief
Initiation Stage Plan
Derivation:
• When Project Manager or Team Manager feels it appropriate – often based on thoughts, conversations and observations.
DAILY LOG
To record informal issues, required actions or significant events not caught by other registers or logs. Acts as the project diary for the Project Manager.
Composition:
• Date of entry
• Problem, action, event or comment
• Person responsible
• Target date
• Results
16
LESSONS LOG
Directing
Managing
Delivering
Pre-
Project
Initiation
Stage
Final
Stage
Other
Stages
Other
Stages
Other
Stages
SUDirecting a Project
SB SB CP
IP Controlling a Stage Control Stage
Managing Product Delivery MP
SU – Starting up a project
1. Appoint Exec & PM (C)
2. Capture previous lessons (P)
3. Design & appoint PM team (E,P)
4. Prepare Outline Business Case (C)
5. Select Proj approach & Proj Brief (P)
6. Initiation Plan (P)
Daily Log
Lessons Log
Mandate
(C)
Request to initiate a project
Project Brief
Initiation Stage Plan
Derivation:
• Lessons reports from other
projects
• Project Mandate or Brief
• Daily log, Issue register, Quality
register & Risk register
• Checkpoint & Highlight reports
• Completed work packages
• Stage plans with actuals
• Observations and experience of
project’s processes
LESSONS LOG
Project repository for lessons that apply to this and future projects.
Composition:
• Lesson type
• Lesson detail
• Date logged
• Logged by
• Priority
17
INITIATING A PROJECT
Directing
Managing
Delivering
Pre-
Project
Initiation
Stage
Final
Stage
Other
Stages
Other
Stages
Other
Stages
SUDirecting a Project
SB SB CP
IP Controlling a Stage Control Stage
Managing Product Delivery MP
IP – Initiate a project
1. Prepare Risk Man Strategy (P)
2. Prepare Config Man Strategy (P)
3. Prepare Quality Man Strategy (P)
4. Prepare Comm Man Strategy (P)
5. Set up project controls (P)
6. Create Project Plan (P)
7. Refine B/Case (P)
8. Assemble PID (P)
Risk Register
Configuration Item Records
Issue Register
Quality Register
Authorise
to proceed
Request to deliver a project
Project Initiation Documentation
Benefits Review Plan
Next Stage Plan
PURPOSE OF INITIATING A PROJECT:
To establish solid foundations for the project, enabling the organisation to
understand the work that needs to be done to deliver the project’s products before
committing to a significant spend.
18
PROJECT INITIATION DOCUMENTATION
Directing
Managing
Delivering
Pre-
Project
Initiation
Stage
Final
Stage
Other
Stages
Other
Stages
Other
Stages
SUDirecting a Project
SB SB CP
IP Controlling a Stage Control Stage
Managing Product Delivery MP
Derivation:
• Project Brief
• Discussions with stakeholders:
– User
– Business
– Supplier
PROJECT INITIATION DOCUMENTATION
To define the project in order to form the basis for its management and
an assessment of its overall success.
.IP – Initiate a project
1. Prepare Risk Man Strategy (P)
2. Prepare Config Man Strategy (P)
3. Prepare Quality Man Strategy (P)
4. Prepare Comm Man Strategy (P)
5. Set up project controls (P)
6. Create Project Plan (P)
7. Refine B/Case (P)
8. Assemble PID (P)
Risk Register
Configuration Item Records
Issue Register
Quality Register
Authorise
to proceed
Request to deliver a project
Project Initiation Documentation
Benefits Review Plan
Next Stage Plan
Composition:
• Project definition
• Project approach
• Business case
• Project management team structure
• Role descriptions
• Quality management strategy
• Configuration management strategy
• Risk management strategy
• Communication management strategy
• Project plan
• Project controls
• Tailoring of PRINCE2 for the project
19
BUSINESS CASE
Directing
Managing
Delivering
Pre-
Project
Initiation
Stage
Final
Stage
Other
Stages
Other
Stages
Other
Stages
SUDirecting a Project
SB SB CP
IP Controlling a Stage Control Stage
Managing Product Delivery MP
Derivation:
• Project Mandate & Brief
• Project Plan
• Senior Users
• Project Executive
• Risk Register
• Issue Register
BUSINESS CASE
To document the justification for the undertaking of the project based on the estimated costs against the anticipated benefits to be gained and offset by any risks.
IP – Initiate a project
1. Prepare Risk Man Strategy (P)
2. Prepare Config Man Strategy (P)
3. Prepare Quality Man Strategy (P)
4. Prepare Comm Man Strategy (P)
5. Set up project controls (P)
6. Create Project Plan (P)
7. Refine B/Case (P)
8. Assemble PID (P)
Risk Register
Configuration Item Records
Issue Register
Quality Register
Authorise
to proceed
Request to deliver a project
Project Initiation Documentation
Benefits Review Plan
Next Stage Plan
Composition:
• Executive summary
• Reasons
• Business options
• Expected benefits
• Expected dis-benefits
• Timescale
• Costs
• Investment appraisal
• Major risks
20
QUALITY MANAGEMENT STRATEGY
Directing
Managing
Delivering
Pre-
Project
Initiation
Stage
Final
Stage
Other
Stages
Other
Stages
Other
Stages
SUDirecting a Project
SB SB CP
IP Controlling a Stage Control Stage
Managing Product Delivery MP
Derivation:
• Project Board
• Project Brief
• Organisational Standards
• Supplier & Customer QMS
• Configuration Management requirements
• Change Control requirements
• Corporate / programme strategies
• Workshops & discussions
QUALITY MANAGEMENT STRATEGY
To define the quality techniques and standards to be applied and the various responsibilities for achieving the required quality levels during the project.
IP – Initiate a project
1. Prepare Risk Man Strategy (P)
2. Prepare Config Man Strategy (P)
3. Prepare Quality Man Strategy (P)
4. Prepare Comm Man Strategy (P)
5. Set up project controls (P)
6. Create Project Plan (P)
7. Refine B/Case (P)
8. Assemble PID (P)
Risk Register
Configuration Item Records
Issue Register
Quality Register
Authorise
to proceed
Request to deliver a project
Project Initiation Documentation
Benefits Review Plan
Next Stage Plan
Composition:
• Introduction
• Quality Management Procedure
• Tools and Techniques
• Records
• Reporting (Quality)
• Timing of quality management activities
• Roles and Responsibilities
21
CONFIGURATION MANAGEMENT STRATEGY
Directing
Managing
Delivering
Pre-
Project
Initiation
Stage
Final
Stage
Other
Stages
Other
Stages
Other
Stages
SUDirecting a Project
SB SB CP
IP Controlling a Stage Control Stage
Managing Product Delivery MP
Derivation:
• Customer’s quality expectations
• Corporate Config. Man. System
• Programme Quality Management Strategy
• Programme Information Management Strategy
• User’s Quality Man. System
• Supplier’s Quality Man. System
• Specific needs of project’s products
• PM Team structure
• Workshops & discussions
CONFIGURATION MANAGEMENT STRATEGY
To define how, and by whom, the projects products will be controlled and
protected.
IP – Initiate a project
1. Prepare Risk Man Strategy (P)
2. Prepare Config Man Strategy (P)
3. Prepare Quality Man Strategy (P)
4. Prepare Comm Man Strategy (P)
5. Set up project controls (P)
6. Create Project Plan (P)
7. Refine B/Case (P)
8. Assemble PID (P)
Risk Register
Configuration Item Records
Issue Register
Quality Register
Authorise
to proceed
Request to deliver a project
Project Initiation Documentation
Benefits Review Plan
Next Stage Plan
Composition:
• Introduction
• Configuration Management Procedure
• Issue & change control procedure
• Tools and Techniques
• Records
• Reporting (Issue Report, Product Status Account)
• Timing of configuration management & change control activities
• Roles and Responsibilities
• Scales for priority and severity
22
RISK MANAGEMENT STRATEGY
Directing
Managing
Delivering
Pre-
Project
Initiation
Stage
Final
Stage
Other
Stages
Other
Stages
Other
Stages
SUDirecting a Project
SB SB CP
IP Controlling a Stage Control Stage
Managing Product Delivery MP
Derivation:
• Project Brief
• Business Case
• Corporate or programme management risk management guide, strategy or policy
RISK MANAGEMENT STRATEGY
Describes the specific risk management techniques and standards to be
applied and the responsibilities for achieving an effective risk management
procedure.IP – Initiate a project
1. Prepare Risk Man Strategy (P)
2. Prepare Config Man Strategy (P)
3. Prepare Quality Man Strategy (P)
4. Prepare Comm Man Strategy (P)
5. Set up project controls (P)
6. Create Project Plan (P)
7. Refine B/Case (P)
8. Assemble PID (P)
Risk Register
Configuration Item Records
Issue Register
Quality Register
Authorise
to proceed
Request to deliver a project
Project Initiation Documentation
Benefits Review Plan
Next Stage Plan
Composition:
• Introduction
• Risk Management Procedure
• Tools and Techniques
• Records
• Reporting (Risk Management)
• Scales for probability & impact
• Proximity
• Risk categories
• Risk response categories
• Early-warning indicators
• Risk tolerance
• Risk budget
23
COMMUNICATION MANAGEMENT STRATEGY
Directing
Managing
Delivering
Pre-
Project
Initiation
Stage
Final
Stage
Other
Stages
Other
Stages
Other
Stages
SUDirecting a Project
SB SB CP
IP Controlling a Stage Control Stage
Managing Product Delivery MP
Derivation:
• Corporate communication policies
• Programme information management strategy
• PID ( PM Team structure, Risk, Quality & Configuration Management Strategies)
• Workshops & discussions
• Stakeholder analysis
COMMUNICATION MANAGEMENT STRATEGY
Describes the means and frequency of communication to parties both internal and
external to the project.IP – Initiate a project
1. Prepare Risk Man Strategy (P)
2. Prepare Config Man Strategy (P)
3. Prepare Quality Man Strategy (P)
4. Prepare Comm Man Strategy (P)
5. Set up project controls (P)
6. Create Project Plan (P)
7. Refine B/Case (P)
8. Assemble PID (P)
Risk Register
Configuration Item Records
Issue Register
Quality Register
Authorise
to proceed
Request to deliver a project
Project Initiation Documentation
Benefits Review Plan
Next Stage Plan
Composition:
• Introduction
• Communication Procedure
• Tools and Techniques
• Records
• Reporting (Communication process)
• Timing of communication activities
• Roles & responsibilities
• Stakeholder analysis
• Information needs for each interested
party
24
PROJECT PLAN
Directing
Managing
Delivering
Pre-
Project
Initiation
Stage
Final
Stage
Other
Stages
Other
Stages
Other
Stages
SUDirecting a Project
SB SB CP
IP Controlling a Stage Control Stage
Managing Product Delivery MP
Derivation:
• Lessons Log
• Risk Register
• Issue Register
• Project Brief
• PID
- Quality Management Strategy
- Configuration Management Strategy
- Risk Management Strategy
- Communication Man. Strategy
- Project Controls
PROJECT PLAN
Before committing to major expenditure on the project, the timescale and resource
requirements must be established.
IP – Initiate a project
1. Prepare Risk Man Strategy (P)
2. Prepare Config Man Strategy (P)
3. Prepare Quality Man Strategy (P)
4. Prepare Comm Man Strategy (P)
5. Set up project controls (P)
6. Create Project Plan (P)
7. Refine B/Case (P)
8. Assemble PID (P)
Risk Register
Configuration Item Records
Issue Register
Quality Register
Authorise
to proceed
Request to deliver a project
Project Initiation Documentation
Benefits Review Plan
Next Stage Plan
Composition:
• Plan description
• Plan prerequisites
• External dependencies
• Planning assumptions
• Lessons incorporated
• Monitoring & control
• Budgets
• Tolerances
• Product descriptions
• Schedule
25
BENEFITS REVIEW PLAN
Directing
Managing
Delivering
Pre-
Project
Initiation
Stage
Final
Stage
Other
Stages
Other
Stages
Other
Stages
SUDirecting a Project
SB SB CP
IP Controlling a Stage Control Stage
Managing Product Delivery MP
Derivation:
• Business Case
• Project Product Description
• Programme Benefit Realisation Plan
• Corporate performance monitoring function
BENEFITS REVIEW PLAN
To define how and when a measurement of the achievement of the project’s
benefits, expected by the Senior User, can be made.IP – Initiate a project
1. Prepare Risk Man Strategy (P)
2. Prepare Config Man Strategy (P)
3. Prepare Quality Man Strategy (P)
4. Prepare Comm Man Strategy (P)
5. Set up project controls (P)
6. Create Project Plan (P)
7. Refine B/Case (P)
8. Assemble PID (P)
Risk Register
Configuration Item Records
Issue Register
Quality Register
Authorise
to proceed
Request to deliver a project
Project Initiation Documentation
Benefits Review Plan
Next Stage Plan
Composition:
• Scope of the Benefits Review Plan
• Who is accountable for the expected
benefits
• How to measure achievement of benefits
• Resource needed
• Baseline measures from which the
improvements will be calculated
• How the performance of the project’s
product will be reviewed
26
RISK REGISTER
Directing
Managing
Delivering
Pre-
Project
Initiation
Stage
Final
Stage
Other
Stages
Other
Stages
Other
Stages
SUDirecting a Project
SB SB CP
IP Controlling a Stage Control Stage
Managing Product Delivery MP
Derivation:
• Risk management strategy
• Previous risk register entries
• Project mandate
• New risks discovered
• Daily log
• Issue register
RISK REGISTER
A record of identified risks relating to the project, including their status and history.
IP – Initiate a project
1. Prepare Risk Man Strategy (P)
2. Prepare Config Man Strategy (P)
3. Prepare Quality Man Strategy (P)
4. Prepare Comm Man Strategy (P)
5. Set up project controls (P)
6. Create Project Plan (P)
7. Refine B/Case (P)
8. Assemble PID (P)
Risk Register
Configuration Item Records
Issue Register
Quality Register
Authorise
to proceed
Request to deliver a project
Project Initiation Documentation
Benefits Review Plan
Next Stage Plan
Composition:
• Risk identifier
• Risk author
• Date registered
• Risk category
• Risk description
• Probability, impact & expected value
• Proximity
• Risk response categories
• Risk response
• Risk status
• Risk owner & Risk actionee
27
CONFIGURATION ITEM RECORD
Directing
Managing
Delivering
Pre-
Project
Initiation
Stage
Final
Stage
Other
Stages
Other
Stages
Other
Stages
SUDirecting a Project
SB SB CP
IP Controlling a Stage Control Stage
Managing Product Delivery MP
Derivation:
• Configuration Management Strategy
• Product Breakdown Structure
• Stage Plan & Work Package
• Quality Register
• Issue Register
• Risk Register
CONFIGURATION ITEM RECORD
A record of the history, status, version and variant of each configuration item, and any
details of important relationships between them.IP – Initiate a project
1. Prepare Risk Man Strategy (P)
2. Prepare Config Man Strategy (P)
3. Prepare Quality Man Strategy (P)
4. Prepare Comm Man Strategy (P)
5. Set up project controls (P)
6. Create Project Plan (P)
7. Refine B/Case (P)
8. Assemble PID (P)
Risk Register
Configuration Item Records
Issue Register
Quality Register
Authorise
to proceed
Request to deliver a project
Project Initiation Documentation
Benefits Review Plan
Next Stage Plan
Composition:
• Project Identifier
• Item Identifier
• Current version
• Item title
• Date of last status
change
• Owner
• Location
• Copy holders
• Item type
• Item attributes
• Stage
• Users
• Status
• Product state
• Variant
• Producer
• Date allocated
• Source
• Relationship with other items
• Cross-references
28
ISSUE REGISTER
Directing
Managing
Delivering
Pre-
Project
Initiation
Stage
Final
Stage
Other
Stages
Other
Stages
Other
Stages
SUDirecting a Project
SB SB CP
IP Controlling a Stage Control Stage
Managing Product Delivery MP
Derivation:
• Configuration Management Strategy
• Created with new issues raised
• Updated with progress
ISSUE REGISTER
To capture and maintain information on all of the issues that are being formally managed.
IP – Initiate a project
1. Prepare Risk Man Strategy (P)
2. Prepare Config Man Strategy (P)
3. Prepare Quality Man Strategy (P)
4. Prepare Comm Man Strategy (P)
5. Set up project controls (P)
6. Create Project Plan (P)
7. Refine B/Case (P)
8. Assemble PID (P)
Risk Register
Configuration Item Records
Issue Register
Quality Register
Authorise
to proceed
Request to deliver a project
Project Initiation Documentation
Benefits Review Plan
Next Stage Plan
Composition:
• Issue identifier
• Issue type
• Date raised
• Raised by
• Issue report author
• Issue description
• Priority
• Severity
• Status
• Closure date
29
QUALITY REGISTER
Directing
Managing
Delivering
Pre-
Project
Initiation
Stage
Final
Stage
Other
Stages
Other
Stages
Other
Stages
SUDirecting a Project
SB SB CP
IP Controlling a Stage Control Stage
Managing Product Delivery MP
Derivation:
• Quality Management Strategy
• Stage Plan / Team Plan
• Updated with progress / performance
• Sign-off
QUALITY REGISTER
To summarise all the quality management activities that are planned or have taken place, and provides information for the End Stage Reports & End Project Report.
IP – Initiate a project
1. Prepare Risk Man Strategy (P)
2. Prepare Config Man Strategy (P)
3. Prepare Quality Man Strategy (P)
4. Prepare Comm Man Strategy (P)
5. Set up project controls (P)
6. Create Project Plan (P)
7. Refine B/Case (P)
8. Assemble PID (P)
Risk Register
Configuration Item Records
Issue Register
Quality Register
Authorise
to proceed
Request to deliver a project
Project Initiation Documentation
Benefits Review Plan
Next Stage Plan
Composition:
• Quality identifier
• Product identifier(s)
• Product title(s)
• Method
• Roles &
responsibilities
• Dates
• Result
• Quality records
30
NEXT STAGE PLAN
Directing
Managing
Delivering
Pre-
Project
Initiation
Stage
Final
Stage
Other
Stages
Other
Stages
Other
Stages
SUDirecting a Project
SB SB CP
IP Controlling a Stage Control Stage
Managing Product Delivery MP
Derivation:
• Project Brief
• Quality Management Strategy
• Risk Management Strategy
• Communication Management Strategy
• Configuration Management Strategy
• Resource availability
• Registers and logs
NEXT STAGE PLAN
How and when the objectives are going to be achieved.
IP – Initiate a project
1. Prepare Risk Man Strategy (P)
2. Prepare Config Man Strategy (P)
3. Prepare Quality Man Strategy (P)
4. Prepare Comm Man Strategy (P)
5. Set up project controls (P)
6. Create Project Plan (P)
7. Refine B/Case (P)
8. Assemble PID (P)
Risk Register
Configuration Item Records
Issue Register
Quality Register
Authorise
to proceed
Request to deliver a project
Project Initiation Documentation
Benefits Review Plan
Next Stage Plan
Composition:
• Plan description
• Plan prerequisites
• External dependencies
• Planning assumptions
• Lessons incorporated
• Monitoring & control
• Budgets
• Tolerances
• Product descriptions
• Schedule
31
PRODUCT DESCRIPTION
Directing
Managing
Delivering
Pre-
Project
Initiation
Stage
Final
Stage
Other
Stages
Other
Stages
Other
Stages
SUDirecting a Project
SB SB CP
IP Controlling a Stage Control Stage
Managing Product Delivery MP
Derivation:
• Product Breakdown Structure
• Quality Management Strategy
• Configuration Management Strategy
• The end-users of the product
PRODUCT DESCRIPTION
A description of a product’s purpose, composition, derivation and quality criteria. It is
produced at planning time, as soon as the need for the product is identified.IP – Initiate a project
1. Prepare Risk Man Strategy (P)
2. Prepare Config Man Strategy (P)
3. Prepare Quality Man Strategy (P)
4. Prepare Comm Man Strategy (P)
5. Set up project controls (P)
6. Create Project Plan (P)
7. Refine B/Case (P)
8. Assemble PID (P)
Risk Register
Configuration Item Records
Issue Register
Quality Register
Authorise
to proceed
Request to deliver a project
Project Initiation Documentation
Benefits Review Plan
Next Stage Plan
Composition:
• Identifier & Title
• Purpose
• Composition
• Derivation
• Format and Presentation
• Development skills required
• Quality criteria & Quality tolerance
• Quality method
• Quality skills required
• Quality responsibilities
32
CONTROLLING A STAGE
Directing
Managing
Delivering
Pre-
Project
Initiation
Stage
Final
Stage
Other
Stages
Other
Stages
Other
Stages
SUDirecting a Project
SB SB CP
IP Controlling a Stage Control Stage
Managing Product Delivery MP
PURPOSE OF CONTROLLING A STAGE:
To assign work to be done, monitor such work, deal with issues, report progress to
the Project Board, and take corrective actions to ensure that the stage remains
within tolerance.
CS – Controlling a Stage
1. Authorise Work Package (P)
2. Review WP Status (P)
3. Receive completed WP (P)
4. Review Stage Status (P)
5. Report Highlights (P)
6. Capture & examine Issues & risks (P)
7. Escalate issues & risks (P)
8. Take Corrective Action (P)
Risk Register
Configuration Item Records
Issue Register
Quality Register
Daily Log
Lessons Log
Product Status Account
Authorise to Proceed
Checkpoint Reports
Completed Work PackageAuthority to deliver WP
Work Package
Highlight Report
Exception Report
33
HIGHLIGHT REPORT
Directing
Managing
Delivering
Pre-
Project
Initiation
Stage
Final
Stage
Other
Stages
Other
Stages
Other
Stages
SUDirecting a Project
SB SB CP
IP Controlling a Stage Control Stage
Managing Product Delivery MP
CS – Controlling a Stage
1. Authorise Work Package (P)
2. Review WP Status (P)
3. Receive completed WP (P)
4. Review Stage Status (P)
5. Report Highlights (P)
6. Capture & examine Issues & risks (P)
7. Escalate issues & risks (P)
8. Take Corrective Action (P)
Risk Register
Configuration Item Records
Issue Register
Quality Register
Daily Log
Lessons Log
Product Status Account
Authorise to Proceed
Checkpoint Reports
Completed Work PackageAuthority to deliver WP
Work Package
Highlight Report
Exception Report
Derivation:
• Project Initiation Documentation
• Checkpoint reports
• Issue Register
• Quality Register
• Risk Register
• Stage plan & actuals
• Communication Management
Strategy
HIGHLIGHT REPORT
To provide Project Board with a summary of the stage status at intervals defined by
them.
Composition:
• Date
• Period
• Status summary
• This reporting period
• Next reporting period
• Project & Stage tolerance status
• Requests for change
• Key issues & risks
• Lessons report
34
EXCEPTION REPORT
Directing
Managing
Delivering
Pre-
Project
Initiation
Stage
Final
Stage
Other
Stages
Other
Stages
Other
Stages
SUDirecting a Project
SB SB CP
IP Controlling a Stage Control Stage
Managing Product Delivery MP
CS – Controlling a Stage
1. Authorise Work Package (P)
2. Review WP Status (P)
3. Receive completed WP (P)
4. Review Stage Status (P)
5. Report Highlights (P)
6. Capture & examine Issues & risks (P)
7. Escalate issues & risks (P)
8. Take Corrective Action (P)
Risk Register
Configuration Item Records
Issue Register
Quality Register
Daily Log
Lessons Log
Product Status Account
Authorise to Proceed
Checkpoint Reports
Completed Work PackageAuthority to deliver WP
Work Package
Highlight Report
Exception Report
Derivation:
• Current plan and actuals
• Issue-, Risk- Quality Register
• Highlight Reports
• Project Board advice of an external
event that affects the project
HIGHLIGHT REPORT
Produced when a Stage Plan or Project Plan is forecast to exceed tolerance levels
set.
Composition:
• Exception title
• Cause of the exception
• Consequences of the deviation
• Options
• Recommendation
• Lessons
35
PRODUCT STATUS ACCOUNT
Directing
Managing
Delivering
Pre-
Project
Initiation
Stage
Final
Stage
Other
Stages
Other
Stages
Other
Stages
SUDirecting a Project
SB SB CP
IP Controlling a Stage Control Stage
Managing Product Delivery MP
CS – Controlling a Stage
1. Authorise Work Package (P)
2. Review WP Status (P)
3. Receive completed WP (P)
4. Review Stage Status (P)
5. Report Highlights (P)
6. Capture & examine Issues & risks (P)
7. Escalate issues & risks (P)
8. Take Corrective Action (P)
Risk Register
Configuration Item Records
Issue Register
Quality Register
Daily Log
Lessons Log
Product Status Account
Checkpoint Reports
Completed Work PackageAuthority to deliver WP
Work Package
Derivation:
• Configuration Item Records
• Stage Plan
PRODUCT STATUS ACCOUNT
Provides information about the state of products within defined limits. For example, the
report could cover the entire project, a particular stage, a particular area of the project,
or the history of a specific product Composition:
• Report scope
• Date produced
• Product status (Product identifier & title; Version; Status &
date of status change; Product state; Owner; Copy-
holders; Location; Producer & date allocated to producer;
Planned & Actual date Product description was baselined;
Planned & Actual date product was baselined; Planned
date for next baseline; List of related items; List of related
issues)
Authorise to Proceed
Highlight Report
Exception Report
36
WORK PACKAGE
Directing
Managing
Delivering
Pre-
Project
Initiation
Stage
Final
Stage
Other
Stages
Other
Stages
Other
Stages
SUDirecting a Project
SB SB CP
IP Controlling a Stage Control Stage
Managing Product Delivery MP
CS – Controlling a Stage
1. Authorise Work Package (P)
2. Review WP Status (P)
3. Receive completed WP (P)
4. Review Stage Status (P)
5. Report Highlights (P)
6. Capture & examine Issues & risks (P)
7. Escalate issues & risks (P)
8. Take Corrective Action (P)
Risk Register
Configuration Item Records
Issue Register
Quality Register
Daily Log
Lessons Log
Product Status Account
Checkpoint Reports
Completed Work Package
Authority to deliver WP
Work Package
Derivation:
• Agreements between Customer & supplier
• Quality Management Strategy
• Configuration Management Strategy
• Stage plan
WORK PACKAGE
A set of information about one or more required products collated by the Project
Manager to pass responsibility for work or delivery to the Team Manager or Team
Member Composition:
• Date
• Team Manager or person authorised
• Work package description
• Techniques, processes & procedures
• Development interfaces
• Operations & maintenance interfaces
• Configuration management requirements
• Joint agreements; Tolerances; Constraints
• Reporting arrangements
• Problem handling & escalation
• References; Approval Method
Authorise to Proceed
Highlight Report
Exception Report
37
MANAGE PRODUCT DELIVERY
Directing
Managing
Delivering
Pre-
Project
Initiation
Stage
Final
Stage
Other
Stages
Other
Stages
Other
Stages
SUDirecting a Project
SB SB CP
IP Controlling a Stage Control Stage
Managing Product Delivery MP
PURPOSE OF MANAGING PRODUCT DELIVERY:
To control the link between the Project Manager and Team Manager(s), by
placing formal requirements on accepting, executing and delivering project
work.
MP – Manage Product Delivery1. Accept Work Package (T)
2. Execute Work Package (T)
3. Deliver Work Package (T)
Quality register
Configuration Item Records
Authority to deliver WP
Work Package
Team Plan
Checkpoint Reports
Completed Work Package
Quality Review
Change Control
38
TEAM PLAN
Directing
Managing
Delivering
Pre-
Project
Initiation
Stage
Final
Stage
Other
Stages
Other
Stages
Other
Stages
SUDirecting a Project
SB SB CP
IP Controlling a Stage Control Stage
Managing Product Delivery MP
MP – Manage Product Delivery1. Accept Work Package (T)
2. Execute Work Package (T)
3. Deliver Work Package (T)
Quality register
Configuration Item Records
Authority to deliver WP
Work Package
Team Plan
Checkpoint Reports
Completed Work Package
Derivation:
• Authority to deliver WP
• Work Package
• PID
TEAM PLAN
To show that the product(s) can be completed within the given constraints.
Composition:
• Plan description
• Plan prerequisites
• External dependencies
• Planning assumptions
• Lessons incorporated
• Monitoring & control
• Budgets
• Tolerances
• Product descriptions
• Schedule
39
CHECKPOINT REPORT
Directing
Managing
Delivering
Pre-
Project
Initiation
Stage
Final
Stage
Other
Stages
Other
Stages
Other
Stages
SUDirecting a Project
SB SB CP
IP Controlling a Stage Control Stage
Managing Product Delivery MP
MP – Manage Product Delivery1. Accept Work Package (T)
2. Execute Work Package (T)
3. Deliver Work Package (T)
Quality register
Configuration Item Records
Authority to deliver WP
Work Package
Team Plan
Checkpoint Reports
Completed Work Package
Derivation:
• Work Package
• Team plan actuals
• Previous Checkpoint Report
CHECKPOINT REPORT
To report, at a frequency defined in the work package, the status of the work package
Composition:
• Date
• Period
• Follow-ups
• This reporting period
• Next reporting period
• Work package tolerance status
• Issues and Risks
40
MANAGE STAGE BOUNDARIES
Directing
Managing
Delivering
Pre-
Project
Initiation
Stage
Final
Stage
Other
Stages
Other
Stages
Other
Stages
SUDirecting a Project
SB SB CP
IP Controlling a Stage Control Stage
Managing Product Delivery MP
SB – Manage Stage Boundaries
1. Plan Next Stage (P)
2. Update Project Plan (P)
3. Update Business Case (P)
4. Report Stage end (P)
5. Produce Exception Plan (P)
Risk Register
Configuration Item Records
Issue Register
Quality Register
IP – Initiate a project
CS – Controlling a Stage
PID
End Stage Report
Next Stage Plan
Benefits Review Plan
Exception Plan
Request to approve next stage plan / Exception Plan
PURPOSE OF MANAGING STAGE BOUNDARIES:
To enable the Project Board to be provided with sufficient information by the Project
Manager so that it can review the success of the current stage, approve the next
Stage Plan, review the updated Project Plan, and confirm continued business
justification and acceptability of the risks.
Projects do not always go to plan and in response to an Exception Report (if the stage
or project is forecast to exceed its tolerances) the Project Board may request that the
current stage (and possibly project) is replanned. The output from replanning is an
Exception Plan.
Request for an Exception
Plan
41
END STAGE REPORT
Directing
Managing
Delivering
Pre-
Project
Initiation
Stage
Final
Stage
Other
Stages
Other
Stages
Other
Stages
SUDirecting a Project
SB SB CP
IP Controlling a Stage Control Stage
Managing Product Delivery MP
SB – Manage Stage Boundaries
1. Plan Next Stage (P)
2. Update Project Plan (P)
3. Update Business Case (P)
4. Report Stage end (P)
5. Produce Exception Plan (P)
Risk Register
Configuration Item Records
Issue Register
Quality Register
PID
End Stage Report
Next Stage Plan
Benefits Review Plan
Exception Plan
Request to approve next stage plan / Exception Plan
Derivation:
• Current stage plan & actuals
• Project Plan
• Benefits review plan
• Risk-, Quality- & Issue Register
• Exception Report
• Lessons Report
• Completed/slipped Work Packages
• Updated Business Case
END STAGE REPORT
A summary of progress to date, the overall project situation, and sufficient information
to ask for Project Board decision on “what next”.
Composition:
• Project Manager’s Report
• Review of Business Case
• Review of project objectives
• Review of stage objectives
• Review of team performance
• Review of products
• Lessons Report
• Issues & Risks
• Forecast
Request for an Exception
Plan
IP – Initiate a project
CS – Controlling a Stage
42
EXCEPTION PLAN
Directing
Managing
Delivering
Pre-
Project
Initiation
Stage
Final
Stage
Other
Stages
Other
Stages
Other
Stages
SUDirecting a Project
SB SB CP
IP Controlling a Stage Control Stage
Managing Product Delivery MP
SB – Manage Stage Boundaries
1. Plan Next Stage (P)
2. Update Project Plan (P)
3. Update Business Case (P)
4. Report Stage end (P)
5. Produce Exception Plan (P)
Risk Register
Configuration Item Records
Issue Register
Quality Register
PID
End Stage Report
Next Stage Plan
Benefits Review Plan
Exception Plan
Request to approve next stage plan / Exception Plan
Derivation:
• Project Brief
• Quality Management Strategy
• Risk Management Strategy
• Communication Management Strategy
• Configuration Management Strategy
• Resource availability
• Exception Report
• Current Stage Plan
• Issue Register
• Risk Register
• PID
EXCEPTION PLAN
An exception plan is requested by the Project Board in response to an exception
report and is created at the same level as the plan that it is replacing. Composition:
• Plan description
• Plan prerequisites
• External dependencies
• Planning assumptions
• Lessons incorporated
• Monitoring & control
• Budgets
• Tolerances
• Product descriptions
• Schedule
Request for an Exception
Plan
IP – Initiate a project
CS – Controlling a Stage
43
CLOSING A PROJECT
Directing
Managing
Delivering
Pre-
Project
Initiation
Stage
Final
Stage
Other
Stages
Other
Stages
Other
Stages
SUDirecting a Project
SB SB CP
IP Controlling a Stage Control Stage
Managing Product Delivery MP
PURPOSE OF CLOSING A PROJECT:
To provide a fixed point at which acceptance for the product is confirmed, and to
recognise that objectives set out in the original Project Initiation Documentation have
been achieved (or approved changes to the objectives have been achieved), or that
the project has nothing more to contribute.
CP – Closing a Project1. Prepare planned closure (P)
2. Prepare premature closure (P)
3. Hand over products (P)
4. Evaluate the project (P)
5. Recommend project closure (P)
Configuration item records
Close Issue Register
Close Risk Register
Close Quality Register
Close Daily Log
Close Lessons Log
Closure Recommendation
End project report
PID
Benefits Review Plan
Trigger premature close
CS – Controlling a Stage
Project end approaching
44
END PROJECT REPORT
Directing
Managing
Delivering
Pre-
Project
Initiation
Stage
Final
Stage
Other
Stages
Other
Stages
Other
Stages
SUDirecting a Project
SB SB CP
IP Controlling a Stage Control Stage
Managing Product Delivery MP
CP – Closing a Project1. Prepare planned closure (P)
2. Prepare premature closure (P)
3. Hand over products (P)
4. Evaluate the project (P)
5. Recommend project closure (P)
Configuration item records
Close Issue Register
Close Risk Register
Close Quality Register
Close Daily Log
Close Lessons Log
Closure Recommendation
End project report
PID
Benefits Review Plan
Trigger premature close
CS – Controlling a Stage
Project end approaching
Derivation:
• Project Initiation Documentation
• Business Case
• Project Plan
• Benefits Review Plan
• Issue register
• Quality register
• Risk register
• Lessons report
• End stage reports
• Exception reports
END PROJECT REPORT
To review how the project performed against the version of the PID used to authorise
it.Composition:
• Project managers report
• Review of the Business Case
• Review of project objectives
• Review of team performance
• Review of products
• Lessons report
45
DIRECTING A PROJECT
Directing
Managing
Delivering
Pre-
Project
Initiation
Stage
Final
Stage
Other
Stages
Other
Stages
Other
Stages
SUDirecting a Project
SB SB CP
IP Controlling a Stage Control Stage
Managing Product Delivery MP
CP – Closing a Project
Trigger premature
close
CS – Controlling a Stage
ClosureRecom-mendation
Exceptionraised
RequestFor
Advice
ProjectBoardAdviceAnddecisions
SB – Manage Stage BoundaryIP – Initiating a Project
SU- Starting up a ProjectRequest for
Exception Plan
Request to approve Exception Plan / Next Stage PlanAuthority to
Initiate a project
Requestto delivera project
Request toInitiate a project
Stage Authorisation
PURPOSE OF DIRECTING A PROJECT:
To enable the Project Board to be accountable for the project’s success by making key decisions and exercising overall
control while delegating day-to-day management of the project to the Project Manager