prince2 2009 update 3.2

8/13/2019 Prince2 2009 Update 3.2

http://slidepdf.com/reader/full/prince2-2009-update-32 1/33

© TSO 2008. Content within this presentation may be subject to change.

PRINCE2: 2009 Project

Progress UpdateVersion 3.2

Warning: this presentation provides a snapshot of the current approach. As the development is based on

continued user consultation the final result may be different. Always check the website for latest information.

www.best-management-practice.com/PRINCE2Register

http://www.best-management-practice.com/PRINCE2Register


8/13/2019 Prince2 2009 Update 3.2



Agenda

• Progress to Date

• Reasons for Change

• Differences

• PRINCE2 2009 design – Principles

– Processes – Key Themes

– Project Environment

– Management Products

• Publications – Managing Successful Projects Using PRINCE2

– Directing Successful Projects Using PRINCE2

• Next Steps

• Q&A

8/13/2019 Prince2 2009 Update 3.2



OGC Portfolio

Common Glossary (updated)

GuidesIn Development

Portfol io,

Programme

and Project

Offices

(P3O®)

Updated 2007

M_o_R®

OGC

Gateway™

Updated 2008

Models

Portfolio,

Programme and

Project

ManagementMaturity Model

(P3M3™)

PRINCE2®

Maturity Model

(P2MM)

Refresh pending

Updated 2007

ITIL®

Portfolio GuideIn Development

MSP™ Programme ManagementUpdated 2007

Refresh underway

PRINCE2® Project Management

Refresh underway

Achieving Excellence in Construction

8/13/2019 Prince2 2009 Update 3.2



BPUG

PPM

Best

Practice

User

Group

ITSMF

IT

Service

Mgmt

Best

Practice

User

Group

OGC Portfolio

TSO OGC ITIL and PPM

Portfolio Official

Publishing Partner

APM Group Ltd OGC ITIL

and PPM Portfolio Official

Accreditation Partner

8/13/2019 Prince2 2009 Update 3.2



Reasons For Change - mandate

NB, Core Manual size raised to <275 (April 08)

8/13/2019 Prince2 2009 Update 3.2



Proposed Approach

PRINCE2

Knowledge Centre (on-line)

Templates

Case Studies

Checklists

Guides

The Method

Directing SuccessfulProjects Using

PRINCE2

Managing SuccessfulProjects Using

PRINCE2

SupportingGuides

Pocketbook

Think PRINCE2

P2MM Guide

PRINCE2 andDSDM

etc

8/13/2019 Prince2 2009 Update 3.2



New PRINCE2

8/13/2019 Prince2 2009 Update 3.2



Summary of changes

2005 2009

Principles - 7 Principles

Themes 8 Components 7 Key Themes

Processes 8 Processes 7 Processes

Sub-processes 45 sub-processes -

Techniques 3 techniquesCross-references to other

BoKs including ‘soft’ aspects

Management Products 36 products 27 products

The Project Environment - Context rich

Trouble-shooting Hints & Tips Hints & Tips in FAQ style

8/13/2019 Prince2 2009 Update 3.2



What are Principles?

• Principles are: – Universal

– Self Validating

– Empowering

“A guiding obligation for good practice”

8/13/2019 Prince2 2009 Update 3.2



The PRINCE2 Principles

Business Justification A PRINCE2 project has continued business justification

Learn Lessons PRINCE2 project teams learn from previous experience

(lessons are sought and recorded throughout)

Roles & Responsib ilities A PRINCE2 project has defined and agreed roles and

responsibilities with an organisation structure that engages

the business, user and supplier stakeholder interests

Manage by Stages A PRINCE2 project is planned, monitored and controlled on

a stage by stage basis

Manage by Exception A PRINCE2 project has defined tolerances for each project

objective to establish limits of delegated authority

Product Focus A PRINCE2 project focuses on the definition and delivery of

products, in particular their scope and quality requirements

Tailor PRINCE2 is tailored to suit the project’s size, environment,

complexity, importance, capability and risk

8/13/2019 Prince2 2009 Update 3.2



PRINCE2 Processes

Processes

Activities

Recommended

Actions

“The processes provide the lifecycle basedlist of project management activities”

8/13/2019 Prince2 2009 Update 3.2



Pre-projectInitiation

StageSubsequent Stage(s) Final Stage

IP CS

SB

CS

SB CP

MPMP

Directing

Managing

Delivering

SU

DP

Key:

• SU = Starting Up a Project• DP = Directing a Project

• IP = Initiating a Project

• SB = Managing a Stage Boundary

• CS = Controlling a Stage

• MP = Managing Product Delivery

• CP = Closing a Project

Note:

• SU is used by both the direction and managementlayers

• There should be at least two management stages, the

first of which is the initiation Stage.

• SB is first used at the end of the initiation Stage and

repeated at the end of each subsequent Stage except

the final Stage.

PRINCE2 Processes

8/13/2019 Prince2 2009 Update 3.2



The Process Model

8/13/2019 Prince2 2009 Update 3.2



Example Process

8/13/2019 Prince2 2009 Update 3.2



What are Key Themes?

• Key Themes are: – aspects of project management that need to be

continually addressed. They are not one off

activities

And

– aspects of project management that requires

specific treatment for the PRINCE2 processes to be

effective

“If the processes are considered as the time-based activity list then the

Key Themes are the reference manual. If the process requires action

the Key Theme provides guidance on how it should be done.”

8/13/2019 Prince2 2009 Update 3.2



The PRINCE2 Key Themes

Business Case Defining the business objectives (the why)

Organisation Establishing the structure of accountability andresponsibilities (the who)

Quality Defining and verifying products that are fit-for-purpose (the

what)

Plans Facilitate communication and control by defining the means

of delivering the products (the where and how, andestimating the when and how much)

Risk Identifying, assessing and controlling uncertainty (what if)

Change Managing the integrity of products and making decisions on

issues which may affect the objectives

Progress Monitoring the achievement of objectives and making

decisions based on actual and forecast progress

8/13/2019 Prince2 2009 Update 3.2



The Project Environment

Embedding TailoringDone by the organisation to adopt PRINCE2 Done by the project team to adapt the method to the

context of a specific project

- scale of project

- within a programme

- industry sector (e.g. private/public, customer/supplier)

- type of project (e.g. R&D, policy, construction)

- multi-organisation- corporate/programme standards (e.g. procurement)

- working with other methods and frameworks

Focus on:

- process ownership

- scaling rules / guidance (e.g. score card)

- Standards (templates, definitions)

- training and development strategy

- integration with business processes

- tools

- process assurance

Focus on:

- roles & responsibilities to allocate

- management products to use and how

- number, length and nature of stages

- reporting and reviewing

- tolerances

- use of PRINCE2 processes

Guidance in PRINCE2 Maturity Model Guidance in the Method

8/13/2019 Prince2 2009 Update 3.2



Non-Projects Tasks

Project Scale

Simple Projects

Typical Projects

Scary Projects

Projects

Non-Projects Programmes

8/13/2019 Prince2 2009 Update 3.2



Project Scale

Non-Projects

Simple Projects

Typical Projects

Scary Projects

Non-Projects MSP

PRINCE2

Managing

Product

Delivery

Guidance

• No business case• Work Package

• Product Description (s)

• Logs

• PM = team

8/13/2019 Prince2 2009 Update 3.2



Project Scale

Non-Projects

Simple Projects

Typical Projects

Scary Projects

Non-Projects MSP

PRINCE2

Managing

Product

Delivery

Guidance

• As per non-projects +

• Business case and PID

• Single Stage

• Exec & PM only

8/13/2019 Prince2 2009 Update 3.2



Project Scale

Non-Projects

Simple Projects

Typical Projects

Scary Projects

Non-Projects MSP

PRINCE2

Managing

Product

Delivery

Guidance

• As per simple projects +

• Most Management Products

• Single or Multi-stage Stage

• Full Project Board

8/13/2019 Prince2 2009 Update 3.2



Project Scale

Non-Projects

Simple Projects

Typical Projects

Scary Projects

Non-Projects MSP

PRINCE2

Managing

Product

Delivery

Guidance

• As per typical projects +• Multi-stage Stage

• Full Management Products

• Team Managers

• Project Support

8/13/2019 Prince2 2009 Update 3.2



The Wider Role of the PM

• Interpersonal skills – Leadership

– Influencing

– Conflict Management

– Negotiation

– Motivation

– Problem Solving

• The Project Manager in the organisation – Working with the Project Board

– Working with Project Teams

– Management Responsibilities

8/13/2019 Prince2 2009 Update 3.2



Directing Successful Projects Using PRINCE2

Approach – Lifecycle oriented

• Pre-project

• Project

• Post-project

– Providing• Example Agenda

• Decision checklist

• Role guidance bystakeholder perspective

– Business

– User

– Supplier

– Focus on ‘duties &

behaviours”

Duties &Behaviours

Beaccountable

Provideunified

direction

Delegateeffectively

Facilitatecross-

functionalintegration

Commitresources

Ensureeffective

decision-making

Support theproject

manager

Ensureeffective

communication

8/13/2019 Prince2 2009 Update 3.2



Management Products

• Philosophy – designed for typical projects

– can be scaled up

– can be scaled down

• Will be supported by a set of templates – with embedded guidance

– and quality criteria

“PRINCE2 requires information and decisions, not documents and meetings”

8/13/2019 Prince2 2009 Update 3.2



Management Products

• Organised by

– Baseline products – Records

– Reports

• Nesting of management

products is explicit

8/13/2019 Prince2 2009 Update 3.2



Managing Successful Projects Using PRINCE2 -

Structure

1. Introduction

2. Principles

3. Intro to Processes

4. Starting Up a Project

5. Directing a Project

6. Initiating a Project

7. Controlling a Stage

8. Managing Product Delivery

9. Managing a Stage Boundary10. Closing a Project

11. Intro to Key Themes

12. Business Case

13. Organisation

14. Quality

15. Plans

16. Risk

17. Change

18. Progress

19. Project Environment

20. Wider Role of the Project Manager

• A – Product Descriptions

• B – Product/Process Map

• C – Roles

• D – Product Based Planning example

• E – Checklists

• F - Trouble-shooting

Page count estimate of

<300 published pages

8/13/2019 Prince2 2009 Update 3.2



Directing Successful Projects Using PRINCE2 -

Structure

1. Introduction

2. 10 minute Guide

3. Project Board Duties and Behaviours

4. Starting Up a Project

5. Authorising Initiation

6. Authorising a Project

7. Authorising a Stage (or Exception) Plan8. Giving Ad Hoc Direction

9. Confirming Project Closure

10. Reviewing Benefits

Each chapter has:

1. Suggested agendas

2. Checklist

• A – Role Descriptions

• B – Product Descriptions

• C - Trouble-shooting

• D – Checklists

Page count estimate of

<125 published pages

8/13/2019 Prince2 2009 Update 3.2



Progress to date

• Nov 06 – Public consultation starts• June 07 – Public Consultation Report issued

• Sep 07 – Scoping Document and PDs issued

• Oct 07 – Design Review

• Nov 07 – Draft Principles reviewed

• Dec 07 – Principles updated

• Feb 08 – Pilots started

• Feb 08 to April 08 - Draft Manuscripts reviewed

• April 08 – Project Board approve recommended changes

• July 08 – 2nd Draft complete

• Aug 08 – 2nd wave pilots underway

8/13/2019 Prince2 2009 Update 3.2



Next Steps

• Quality Reviews (second draft, final draft)• Feedback from pilots

• Surveys – to address options and test quality criteria

• Proof of Concept (for exam syllabus)

• Further consultation (for enhanced exam scheme)• Transition period Q1 2009

8/13/2019 Prince2 2009 Update 3.2



Any Questions?

Warning: this presentation provides a snapshot of the current approach. As the

development is based on continued user consultation the final result may be

different. Always check the website for latest information:

www.best-management-practice.com/PRINCE2Register



8/13/2019 Prince2 2009 Update 3.2



ExerciseHow to use PRINCE2 in different environments

Construction

IT Infrastructure

Business Change

Procurement (buyer)

R&D

Feasibility

Not-for-profit / social good

Multi-organisations

Software Development

Policy development

Procurement (Seller)

Events

8/13/2019 Prince2 2009 Update 3.2



Speaker Profile – Andy Murray

• Andy Murray is a Chartered Director and PRINCE2 RegisteredConsultant, having worked in the field of Projects andProgrammes for over 15 years.

• He is currently a director of Outperform UK Ltd(www.outperform.co.uk), an Accredited ConsultancyOrganisation (ACO) licensed to consult in the OGC’s bestpractice trilogy of PRINCE2™, MSP and M_o_R®.

• Andy was an early adopter of PRINCE2™, back in 1997, andhas been helping organisations implement and gain value from

PRINCE2™ ever since. He has helped implement PRINCE2™in numerous organisations in more than a dozen countries.

• Andy has been using maturity models as a consulting aid for more than five years, since they help diagnose an organisation’sstrengths and weaknesses, prioritise improvement initiatives andmeasure progress. Andy has used the OGC’s PRINCE2™Maturity Model (P2MM) and Portfolio, Programme and ProjectManagement Maturity Model (P3M3) as a means to bothbenchmark organisations via the APM Group assessment

process and to define improvement plans.• Andy is the co-author the P2MM Guide - published in July 2007

by TSO.

• Andy is the Lead Author for PRINCE2 2009.

http://www.outperform.co.uk/



prince2 2009 update 3.2

Documents