1858728
Description
Prince2 Key Definitions &
Structure
- Key Definitions
- A PROJECT - a temporary organisation
created to deliver a business project
according to an agreed business case
- Prince2 has to be justified, the
project must be large or complex
enough to justify the business
case and resources
- Prince2 has to be justified, the
project must be large or complex
enough to justify the business
case and resources
- A PROGRAMME - a temprary flexible organisation structure
that coordinates, directs and oversees the implementation
of a set of projects to meet stratetic outputs rather than to
delivery specialist products
- Programmes can last several years, and
the focus is on coordinating them for the
'improved state' of an organisation
- Programmes can last several years, and
the focus is on coordinating them for the
'improved state' of an organisation
- PROJECT MANAGMENT - the planning, delegating, monitoring and control of
all aspects of the project. To acheieve the project objectives within
performance targets for time, cost, quality, scope, benefits and risks
- Manager monitors progress in accordance with the plan and
exerts control to correct and keep the project on target. They
must DELEGATE - which requires leadership skills. They must
also identify and create a hierarchy that may be
cross-functional (not in line with the company hierarchy)
- PRINCE2 PERFORMANCE TARGETS for a project - all
interconnected. Project management is about balancing and
prioritsing them
- TIME COST QUALITY SCOPE RISK BENEFITS
- TIME COST QUALITY SCOPE RISK BENEFITS
- Manager monitors progress in accordance with the plan and
exerts control to correct and keep the project on target. They
must DELEGATE - which requires leadership skills. They must
also identify and create a hierarchy that may be
cross-functional (not in line with the company hierarchy)
- A PROJECT - a temporary organisation
created to deliver a business project
according to an agreed business case
- Structure
- THEMES - these are to be addressed and revisited
continually. They require specific actions to be intergrated,
and are divided between the directors, managers and the
delivery team. They show how baselines are established
(time, cost, risk etc) and are key refernce points for
monitoring, control and progress
- Business Case -
CONTINUED BUSINESS
JUSTIFICATION - why?
- Organisation -
ROLES AND
RESPONSIBILITIES
of tempoary
management
structure to steer
the project - Who?
- Quality - initial idea for project is broad.
Quality theme explains for this idea is
developed so as all involved understand
how the QUALITY ATTRIBUTES of the
product are to be delivered - What?
- PLANS - projects are based on a SERIES OF
APPROVED PLANS, complimenting the
QUALITY theme by describing the steps
required to DEVELOP plans. Plans are
matched to personnel at various levels. A
focus for communication and control
throughout the project - How? How much?
When?
- RISK - projects are generally
more risk prone than BAU
operations. This theme
addresses how the project
management MANAGES
UNCERTAINTIES and wider
project environment - What
If?
- CHANGE - how project management
assesses and acts upon issues which
may have impact on any of the
baselines. Issues may be problems,
changes or quality failure - Whats the
Impact?
- PROGRESS - the ongoing
viability of the plan. The
decision making process for
approving plans, monitoring of
performance and escalation if
something goes wrong or
changes. It detrmines WHETHER
AND HOW the poject PROCEEDS
- Where are we now? Where are
we going? Should we carry on?
- Business Case -
CONTINUED BUSINESS
JUSTIFICATION - why?
- PRINCIPLES - guiding obligations for good
practise to be followed. Derived from
good/bad lessons learnt that have
affected the project. If project doesnt
follow these, its not Prince2
- Prine2 project has
continued
BUSINESS
JUSTIFICATION
- Prince2 project teams LEARN
THROUGH EXPERIENCE (and apply
lessons learnt throughout)
- Prince2 projects have defines
roles and responsibilities within
an organised structure that
engages BUSINESS, USER,
SUPPLIER and STAKEHOLDER
- Prince2 projects are planned,
monitored and controlled on a
STAGE-BY-STAGE-BASIS
(management by stages)
- Prince2 projects have
DEFINED tolerance for
each objective to
ESTABLISH LIMITS OF
DELEGATION AUTHORITY
(management by stages)
- Prince2 project focuses
on the definition and
delivery of PRODUCTS,
particularly their scope
and quality requirements
- Prince2 is tailored
to suit projects
size, environment,
complexity,
capability and risk
- Prine2 project has
continued
BUSINESS
JUSTIFICATION
- PROCESSES - Prince2 has a process model
for managing a project. The processes are a
set of scalable activities that are required
to direct, manage and deliver a project. The
process model addresses activity at 4
management levels >>>
- CORPORATE or PROGRAMME
MANAGEMENT - the higher management
is not part of the project team, but is an
important influence as it sets the
business context
- PROJECT BOARD - MOST SENIOR level
in the PM team. Reprosent 3 key
interests : those of SPONSORING
BUSINESS, USERS and SUPPLIERS.
ACCOUNTABLE for the success of
the project WITHIN BOUNDARIES
SET by corp or prog management.
- PROJECT MANAGER - acts as single
focus for DAY TO DAY
MANAGEMENT. Has authority to
run the project within constraints
set by project board.
- TEAM MANAGER - LOWEST management level,
responsible to SUPERVISE the creation of the
products allocation to the team by the PM. In
smaller project the PM and TM roles are
intergrated.
- Stages of PROCESSES >>>
- STARTING UP A PROJECT- pre-project activities to
commission the project and comittment from
corp/prog mngmt. 'Is this a viable and worthwhile
project?'. Project board members are appointed at
this stage
- DIRECTING A PROJECT -Project Boards activities to exercise
overall project control. Activities focus on the PB making
decisions to fulfil their responsibilities and delegate day to
day responsibilites to PM
- INITIATING A PROJECT - activities the PM must lead to build solid project
foundation. Deliverable from this stage is the PROJECT INITIATION DOCUMENT.
This has an over all plan and defines the baselines, and what how and who will
deliver the product
- MANAGING A STAGE BOUNDARY - Project managed by
stages. Activities that the PM must undertake to get
approval from PB to review and approve current stage
and the updated project plan (continued business just
and acceptable risk), in order to approve and
commence in the next
- CONTROLLING A STAGE - Process by
which PM manages the project
execution/delivery during a stage and
reports progress to PB
- MANAGING PROJECT DELIVERY -
the Team Managers role in
supervising the detailed work of
creating the specialist products
and is the link between the PM and
the underlying team undertaking
the project work
- CLOSING A PROJECT - the closure of
activity toward the end of the final project
stage. PM leads this process, completing
any project acceptance and handovers
- STARTING UP A PROJECT- pre-project activities to
commission the project and comittment from
corp/prog mngmt. 'Is this a viable and worthwhile
project?'. Project board members are appointed at
this stage
- CORPORATE or PROGRAMME
MANAGEMENT - the higher management
is not part of the project team, but is an
important influence as it sets the
business context
- THEMES - these are to be addressed and revisited
continually. They require specific actions to be intergrated,
and are divided between the directors, managers and the
delivery team. They show how baselines are established
(time, cost, risk etc) and are key refernce points for
monitoring, control and progress
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