prince2 - skillshare @ betahaus| sofia 18. march 2013

Reproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TM

PRINCE2Skillshare @ Betahaus| Sofia

18. March 2013


About

http://uk.linkedin.com/martinboudikianov

http://www.betahaus.bg

http://creativecommons.org/licenses/by-sa/2.5/bg/deed.en_US


Topics

• What is a PRINCE2 Project?

• Basic Principles

• Components

• The Big Picture

• Benefits for Project Managers of using PRINCE2

• Q & A


“Take Away”

• Basic Characteristics of a project

• Project responsibilities and actions

• Process structure of PRINCE2


WHAT IS A PRINCE2 PROJECT?

Reproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TMReproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TM

“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

Design

Develop

Test

Change over

Asses value

Use

Scrap

{ }Product Life

Span

Project Life Span


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.


BASIC PRINCIPLES


Organisation

Corporate or Program management

Project Board

Senior User Executive Senior Supplier

Project Assurance

Project Manager

Team Manager

Project Support


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.


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


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


Process > Closing a Project

Project Manager

Follow-on Recommendations, Lessons Report, Project

Plan, PID, Issue Register, Benefits Review Plan.


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


COMPONENTS


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).


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)


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


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


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)


Management of Risk Identification Directly related to project objectives (strategic, economic, legal, human factors, political, environmental, technical infrastructure) EvaluationHigh/Medium/Low scale for Likelihood and Impact PrioritizationRAG( Red, Amber, Green) Planning & Resourcing Monitoring


Quality Review Benefits:

Early identification of defects Objective measurement for progress control Involvement in progress improve customer commitment

WhenDuring Planning, Product Delivery, Authorizing Work Packages, Progress Monitoring

Participants Review chairperson, Producer, Reviewer, Scribe, PM, TM, Project Assurance, Project Support


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)


THE BIG PICTURE


The Big Picture


BENEFITS FOR PROJECT MANAGERS OF USING PRINCE2


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


Q & Awww.PRINCE2.com

prince2 - skillshare @ betahaus| sofia 18. march 2013

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