Overview of PRINCE2 Project Management

AXELOS.com
PUBLIC
PUBLIC
© FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from
AXELOS Limited.
PRINCE2® Foundation
1

PUBLIC
PUBLIC
© FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited
reproduced under licence from AXELOS Limited.
Learning Objectives
To help you understand PRINCE2 in respect of its:
• Principles, processes, themes, techniques and roles for successful
project management
• Management products that are input and output of the processes.
So that you may:
• Attempt your exam(s) of choice with confidence
• Begin to apply the method, tailoring it to your
projects’ needs.
2

PUBLIC
PUBLIC
Course Topics
• Overview, Principles and
Tailoring PRINCE2 to the
project environment (OV)
• Business Case theme (BC)
• Organization theme (OR)
• Quality theme (QU)
• Plans theme (PL)
• Risk theme (RK)
• Change theme (CH)
• Progress theme (PG).
• Starting up a Project process
(SU)
• Initiating a Project process (IP)
• Directing a Project process (DP)
• Managing a Stage Boundary
process (SB)
• Controlling a Stage process
(CS)
• Managing Product Delivery
process (MP)
• Closing a Project process (CP).
3

PUBLIC
PUBLIC
Examination Information
Foundation
• Multiple choice questions
• 60 questions per paper
• 33 marks required (out of 60 available) to pass: 55%
• One hour's (60 minutes) duration
• Closed book.
4

PUBLIC
PUBLIC
Overview of PRINCE2
5

PUBLIC
PUBLIC
What is a project
Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P3-4
A project is a temporary organization that is created for the
purpose of delivering one or more business products according to
an agreed Business Case
• Characteristics:
• Change
• Temporary
• Cross-functional
• Unique
• Uncertainty.
Six project
variables to control:
• Time
• Cost
• Scope
• Quality
• Risk
• Benefits
6

PUBLIC
PUBLIC
Programmes and Projects: Differences
Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P217-8, 309
• Programme = A temporary, flexible organization created to co-
ordinate, direct and oversee the implementation of a set of
related projects and activities in order to deliver outcomes and
benefits related to the organization’s strategic objectives.
• Deals with the big, strategic picture
• Is initiated to realize benefits through change
• Proceeds in tranches, with benefits reviews in between.
• PRINCE2 is a method for project management; MSP® is a method for
programme management.
7

PUBLIC
PUBLIC
How does PRINCE2 Help?
Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P5, 7
• Provides four integrated elements for successful project
management:
• Principles
• Processes
• Themes
• Tailoring PRINCE2 to the project environment.
• Benefits of using PRINCE2:
• Established best practice – no need to re-invent the wheel
• Flexible, scalable, tailorable, transferable
• Active stakeholder engagement
• Provides consistency across project work
• Promotes continual improvement.
8

PUBLIC
PUBLIC
What are Principles?
• A guiding obligation for good practice
• 7 Principles
• Continued Business Justification
• Learn from Experience
• Defined Roles and Responsibilities
• Manage by Stages
• Manage by Exception
• Focus on Products
• Tailor to Suit the Environment.
9

PUBLIC
PUBLIC
Processes
Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P113
Starting
up a
Project
Directing a Project
Initiating a
Project
Controlling a
Stage
Managing
Product
Delivery
Managing
Product
Delivery
Directing
Managing
Delivering
Controlling a
Stage
SB SB CP
Pre-Project
Initiation
Stage
Subsequent
Delivery
Stages
Final Stage
10

PUBLIC
PUBLIC
Themes
• Aspects of project management that need to be continually
addressed – the Project Manager’s toolbox
• Enable the PRINCE2 processes to be effective - if the process
requires action the Theme provides guidance on how it should be
done
• 7 Themes
• Business Case
• Quality
• Organization
• Plans
• Risk
• Change
• Progress.
12

PUBLIC
PUBLIC
The Project Environment
• Tailoring - Done by the project team to adapt the method to the
context of a specific project
• Roles and responsibilities to allocate
• Management products to use and how
• Number, length and nature of stages
• Tolerances, reporting and reviewing
• Use of PRINCE2 processes.
13

PUBLIC
PUBLIC
Management Products
• Baseline Management Products
• Define aspects of the project and, once approved, are subject to Change Control,
e.g. Business Case
• Records
• Dynamic management products that maintain information regarding project
progress, e.g. Risk Register
• Reports
• Management products that provide a snapshot of the status of certain aspects of
the project, e.g. Highlight Report
• Records and Reports not subject to Change Control, but other
aspects of Configuration Management still apply, e.g. version control,
safe storage.
14

PUBLIC
PUBLIC
Organization Theme
Who?
15

PUBLIC
PUBLIC
Key Concepts
PRINCE2® manual ref: P31
Defined roles and
responsibilities
• A temporary organization…
• Every project needs effective direction, management, control and
communication
• Project’s structure of accountability and responsibilities (the who?)
• Customer/supplier environment
• Roles, NOT jobs.
16

PUBLIC
PUBLIC
Customer/Supplier Environment
• Customer – specifies project result and (probably) funds the project
• Supplier – provides resources and skills to produce desired result
• In-house or commercial relationship
17

PUBLIC
PUBLIC
Three Projects Interests
Consider the difference between “stakeholders” and “decision-makers”
Business
User Supplier
The
project
18

PUBLIC
PUBLIC
Four Levels of Management
Starting
up a
Project
Directing a Project
Initiating a
Project
Controlling a
Stage
Managing
Product
Delivery
Managing
Product
Delivery
Directing
Managing
Delivering
Controlling
a Stage
SB SB CP
Pre-Project
Initiation
Stage
Subsequent
Delivery Stages
Final Stage
Project Board
Project Manager
Team Manager
Project
management
team
Corporate or Programme Management
19

PUBLIC
PUBLIC
Project Management Team Structure
Corporate or programme management
Project Board
Senior User(s) Senior Supplier(s)
Team members
Change Authority
Project Support
Project Manager
Team Manager(s)
Business, User &
Supplier Project
Assurance
Executive
Project
Management
Team
20

PUBLIC
PUBLIC
The Project Board
Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P34-5, 269-70
Customer
• Three roles:
• Executive – business interests
• Senior User – user interests
• Senior Supplier – supplier interests.
• Authority and responsibility for the project within the remit of the
project mandate (initially)
• Characteristics:
• Authority
• Credibility
• Ability to delegate
• Availability.
21

PUBLIC
PUBLIC
Project Board: Executive
• Role:
• Final responsibility for the project and its success or failure
• Must ensure that the project has a sound business basis (‘business case’) and
represents value for money throughout the life of the project.
• Responsibilities:
• Chairs the Board and owns the Business Case
• Represents the “business” interests – should this project be done?
• Ensures the Project is delivering against targets and remains focused on
achieving objectives
• Key decision-maker – role cannot be shared.
22

PUBLIC
PUBLIC
Role:
• Ensures that requirements are fully specified and agreed before
project delivery begins
• Accountable to the Executive for the delivery of benefits.
Responsibilities:
• Ensures that user resources are made available
• Ensures that the required outcome for the project is clearly specified
and signed-off
• Monitors progress and maintains focus on the deliverables from a
user perspective
• Signs-off completed deliverables against agreed quality criteria
• Resolves user conflicts.
Project Board: Senior User
Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P35, 270-1
23

PUBLIC
PUBLIC
Role:
• Designing and developing, procuring and implementing the end
product
• Achieving the results specified by the Senior User to the level of
quality required
• May be in-house or external
.
Responsibilities:
• Provides cost information for the Business Case
• Ensures supplier resources are made available
• Responsible for the technical integrity of the products, their quality
and for delivering the outputs required by the users
• Advises on development strategy, design and methods.
Project Board: Senior Supplier
24

PUBLIC
PUBLIC
• Ensures that the project is being run to the required
quality standards, that project controls are being
executed and that the Project Board is happy with the
Project Manager’s performance
• Provides advice and guidance to the Project Manager
• Assurance is the responsibility of all members of the
Project Board – they can carry it out themselves or
delegate
• Business, user and supplier assurance
• Cannot be delegated to the Project Manager
• Should be involved in all processes.
Project Assurance
25

PUBLIC
PUBLIC
• Who is permitted to authorize Requests for Change or
Off-specifications?
• Configuration Management Strategy should define
rating scales for severity of changes
• Depending on severity, the request for change could be
handled by:
• Corporate or programme management
• Project Board
• Delegated to a Change Authority
• Delegated to the Project Manager.
• Any delegated authority must be agreed in role
description.
Change Authority
26

PUBLIC
PUBLIC
• Responsible on a day-to-day basis for the project
• Responsible for planning and control within the project
• Responsible for the project delivering the required result on time
and to budget
• Reports progress and exceptions to the Project Board
• Role should not be shared.
The Project Manager
27

PUBLIC
PUBLIC
• Ensures the products allocated by the Project Manager are
produced to required quality level within constraints of time
and cost
• Plans and manages the work of a team
• Reports progress, issues and risks to Project Manager
• Could be combined with role of Project Manager
• Ensure relationship with Senior Supplier is understood.
Team Manager
Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P38-9, 272-3
28

PUBLIC
PUBLIC
• The use of a separate person to perform Project
Support is optional and will depend on such things as
the size and the complexity of the project
• Typical activities might include:
• Planning / Re-planning
• Management of Risk
• Change Control
• Data gathering and collation
• Administration
• Specialist advice / guidance
• Links to other projects / programmes.
Project Support
Copyright © AXELOS Limited 2017 PRINCE2 ® manual ref: P39, 274-5
29

PUBLIC
PUBLIC
Project Board
Team members
Project
Management
Team
30

PUBLIC
PUBLIC
Project Board
Team members
Change Authority
Project Support
Project Manager
Team Manager(s)
Business, User &
Supplier Project
Assurance
Executive
Project
Management
Team
31

PUBLIC
PUBLIC
• Stakeholder = any party that can affect, be affected by
or perceive itself to be affected by a project
• Communication Management Strategy
• Description of the means and frequency of
communication to parties both internal
and external to the project
• Documented during Initiating a Project
• Communication activities should be put
in plans.
Working with Stakeholders
Communication
Mgmt Strategy
A.4
32

PUBLIC
PUBLIC
To be following PRINCE2, a project must, as a minimum:
• define its organization structure and roles.
• document the rules for delegating change authority
responsibilities, if required
• define its approach to communicating and engaging with
stakeholders.
PRINCE2 requires that two products are produced and
maintained for the organization theme:
 PID
 Communication Management Approach
PRINCE2’s Requirements for Organization
33

PUBLIC
PUBLIC
A Project Manager
OR1: Which role represents the
business interests in the project?
D Corporate or programme management
C Executive
B Project Assurance
34

PUBLIC
PUBLIC
A During Starting up a Project
OR2: When is the Project
Manager appointed?
D In Directing a Project
C When the Project Mandate is created
B During Initiating a Project
35

PUBLIC
PUBLIC
A Corporate or programme management
OR3: Which role will decide how supplier
assurance will be carried out in the project?
D Project Mandate
C Executive
B Senior Supplier
36

PUBLIC
PUBLIC
A Anyone that can affect, be affected by or
perceive itself to be affected by a project
OR4: Project stakeholders can be best
described as…?
D Anyone in the project management team
C Those who have the authority to commit
resources and funds
B The main driving force behind a project
37

PUBLIC
PUBLIC
Starting up a Project
Process
40

PUBLIC
PUBLIC
• Triggered by Project Mandate from Corporate or Programme
Management
• Purpose
• Do we have a worthwhile and viable project?
• Pre-requisite for Initiation
• Define and agree base project information.
• Objective
• Is there business justification for Initiation?
• Do the necessary project authorities exist for Initiation?
• Sufficient information is available to define the What?
Who? How? of the project
• The Initiation Stage is planned.
Starting up a Project - Context
41

PUBLIC
PUBLIC
Process Overview
Copyright © AXELOS Limited 2017 PRINCE2 ® manual ref: P121
Project
mandate
Corporate or
programme
management
Directing a
Project
Appoint the Executive
and
the Project Manager
Design and appoint
the project
management team
Select the project
approach and assemble
the Project Brief
Request to
initiate a
project
Plan the
initiation stage
Capture
previous
lessons
Prepare the outline
Business Case
42

PUBLIC
PUBLIC
Appoint the Executive and the
Project Manager
Organization
Corporate or programme
management appoint…
…who
appoints…
the Executive the Project Manager
Executive
Role
Description
Appendix C
PM
Role
Description
Appendix C
Daily
Log
A.7
Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P123-4, 270, 271, 242
We need a decision-maker (Executive) and a day-to-day manager
(Project Manager)
43

PUBLIC
PUBLIC
Capture Previous Lessons
Lessons Log
A.14
Previous projects’
Lessons Reports
Corporate or
programme
management
Other interested
parties
External experts
44

PUBLIC
PUBLIC
Design and Appoint the Project
Management Team
Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P124-6, Appendix C
Organization
Project Board
Team members
Change Authority
Project Support
Project Manager
Team Manager(s)
Business, User
and
Supplier Project
Assurance
Executive
Project
Management
Team Role
Descriptions
App C
Project
Management
Team Role
Descriptions
App C
Project
Management
Team Role
Descriptions
App C
Project
Management
Team Role
Descriptions
Appendix C
45

PUBLIC
PUBLIC
Prepare the Outline Business Case
Business Case,
Quality
The Executive…
• Drafts the outline Business
Case:
• Background information to the
project
• Contribution to
corporate/programme objectives
• Project objectives
• Project funding.
The Project Manager…
• Creates the Project Product
Description (A.21):
• What is the project to deliver?
• Customer Quality Expectations
• Acceptance Criteria.
• Summarises key risks in outline
Business Case.
46

PUBLIC
PUBLIC
Select the Project Approach…
• Definition of the Project Approach is a pre-requisite to project
planning
• Dependant on customer and supplier standards
• Approach taken must be appropriate to deliver project product and
achieve outline Business Case
• Considerations:
• Lessons from previous projects
• Corporate/programme strategies and/or standards
• Security considerations
• Training needs
• Operational environment.
47

PUBLIC
PUBLIC
…and Assemble the Project Brief
Business Case,
Quality, Risk
Project
Brief
A.19
Project
Definition
Outline
Business Case
Project
Approach
Project
Management Team
structure
Project
Product Description
Issues and Risks?
48

PUBLIC
PUBLIC
Plan the Initiation Stage
• Create a Stage Plan (A.16) for the initiation stage:
– Lessons?
– Reporting and controls?
– Constraints?
– Risks?
Pre-project
SU
SB CP
IP
Initiation
stage
Subsequent
delivery stage(s)
Final delivery
stage
Directing
Managing
Delivering
Directing a Project
SB
Controlling a Stage Controlling a Stage
Managing Product Delivery Managing Product
Delivery
Scope of the plan
Plans
49

PUBLIC
PUBLIC
Summary
Project mandate
Corporate or
programme
management
Directing a
Project
Appoint the Executive
and
the Project Manager
Design and appoint
the project
management team
Select the project
approach and assemble
the Project Brief
Request to
initiate a project
Plan the
initiation stage
Capture
previous lessons
Prepare the outline
Business Case
Defined roles and
responsibilities
Continued
business
justification
Learn from
experience
Manage by
stages
Focus on
products
Manage by
exception
Tailor to suit the
project
environment
50

PUBLIC
PUBLIC
SU1: Which of the following forms part of
the Project Brief?
D Daily Log
C Stage Plan
B Project Mandate
A Project Product Description
51

PUBLIC
PUBLIC
A Project Mandate
SU2: Which of the following is created when
appointing the Executive and the Project Manager?
D Daily Log
C Lessons Log
B Outline Business Case
52

PUBLIC
PUBLIC
A Senior User
SU3: Which role drafts the outline
Business Case?
D Executive
C Project Assurance
B Project Manager
53

PUBLIC
PUBLIC
A Senior Supplier and Senior User
SU4: With whom should the Project
Manager consult when creating the
Project Product Description?
D Corporate or programme management
C Executive and Project Support
B Executive and Senior User
54

PUBLIC
PUBLIC
A Initiating a Project
SU5: Which process follows Starting up
a Project?
D Closing a Project
C Directing a Project
B Controlling a Stage
55

PUBLIC
PUBLIC
Business Case
Why?
57

PUBLIC
PUBLIC
Purpose
Continued
Business
Justification
• Is the project:
• Desirable?
• Viable?
• Achievable?
• Documents the business justification for the project
• Supports project decision-making
• Responsibility of the Executive.
58

PUBLIC
PUBLIC
• Mix of information for investment decisions
• Cost
• Risk
• Benefit
• Contribution to strategic objectives
• Provides confidence for Project Board
and Stakeholders
• Dynamic not static.
What is a Business Case?
59

PUBLIC
PUBLIC
• Compulsory project
• Legal, regulatory
• Not for profit
• Public sector, charity
• Evolving
• Research and development
• Customer / Supplier
• Multi-Organization
• Joint ventures, inter-governmental.
Types of Business Case
60

PUBLIC
PUBLIC
• Executive summary
• Reasons
• Business options (include ‘do nothing’)
• Expected benefits
• Expected dis-benefits
• Timescale
• Costs
• Investment appraisal
• Major risks.
Business Case Contents
Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P25-7, 217-8, 237
61

PUBLIC
PUBLIC
Outputs, Outcomes, (Dis-)Benefits
Output
A project produces
outputs…
Outcomes
Which, when used,
produce
outcomes…
Benefits Dis-benefits
Which deliver
measurable results
perceived as positive
(Benefits) or negative
(Dis-benefits) by
stakeholders
A new medicine
Quicker, more
effective patient
treatment
25% reduction in
cost of treatment
5% of patients suffer minor
side-effects
62

PUBLIC
PUBLIC
Business Case in the Project Lifecycle
Pre-Project
Initiation
Stage
Subsequent
Delivery Stages
Final Delivery
Stage
Post
Project
Outline
Business
Case
Detailed
Business
Case
Updated
Business
Case
Updated
Business
Case
? ? ? ?
Business
Case
development
Business
Case
maintenance
Benefits? Benefits? Benefits?
Benefits Review Plan
Based on AXELOS
PRINCE2® material.
Material is reproduced
under licence from
AXELOS.
Business Case A.2
Benefits Review Plan A.1
63

PUBLIC
PUBLIC
Responsibilities
Corporate or
Programme
Management
Responsible for Benefits Review Plan (post-project)
Holds Senior User to account for benefits realization (post project)
Executive Responsible for the Business Case and Benefits Review Plan
throughout the project
Project
Manager
Prepares the Business Case on behalf of Executive
Analyses impact of any issues and risks on the Business Case
Assesses Business Case at the end of every management stage
and reports on project performance at closure
Project
Assurance
Assists in Business Case development
Verifies and monitors Business Case against external events and
project progress
Verifies and monitors the Benefits Review Plan
64

PUBLIC
PUBLIC
A Controlling a Stage
BC1: Which process creates the
Benefits Review Plan?
D Managing a Stage Boundary
C Initiating a Project
B Starting up a Project
65

PUBLIC
PUBLIC
A Project Manager
BC2: Which role is responsible for
drafting the outline Business Case?
D Corporate or Programme Management
C Senior User
B Executive
66

PUBLIC
PUBLIC
A Result of change derived from using
products
BC3: Which statement best
describes an output?
D A management product
C An advantage for a stakeholder
B Any of the project’s specialist products
67

PUBLIC
PUBLIC
A Learn from experience
BC4: Which principle does the
Business Case theme support?
D Continued business justification
C Manage by stages
B Focus on products
68

PUBLIC
PUBLIC
A Premature closure
BC5: Which business option should
always be considered?
D Not-for-profit
C Commercial
B Do nothing
69

PUBLIC
PUBLIC
Directing a Project
Process
71

PUBLIC
PUBLIC
Directing a Project - Context
• Starts on completion of Starting up a Project
• Trigger is request to initiate a project
• Covers the activities of the Project Board
• Monitor project progress via reports
• Event-driven decisions
• No need for other ‘progress meetings’
• Flow of information
• Corporate or programme management
• Project Manager.
72

PUBLIC
PUBLIC
Process Overview
Directing a Project
Managing a
Stage Boundary
Authority to
initiate a project
Request to
deliver a project
Closing a Project
Initiating
a Project
Starting up
a Project
Request to
initiate a project
Stage
authorization
Exception Plan
approved
Request to
approve
Exception Plan
Request to
approve
Next Stage Plan
Exception Plan
request
Project Manager
request for
advice
Exception
raised
New issue
Project Board
advice and
decisions
Premature
close
Closure
recommendation
Controlling a Stage
Authorize project
closure
Give ad hoc
direction
Authorize a Stage or
Exception Plan
Authorize
the project
Authorize
initiation
Initiation
notification
Project
authorization
notification
Project Board
request for
advice
Corporate
advice and
decisions
Closure
notification
73

PUBLIC
PUBLIC
Authorize Initiation
Starting up a Project Initiating a Project
Authorize Initiation
• Is investment to initiate project worthwhile?
• Review and approve Project Brief
• Review and approve Initiation Stage Plan.
Request to initiate a project
Project Brief
Initiation Stage Plan
Initiation Notification to corporate or
programme management
Authority to initiate a project
Organization,
Business Case,
Quality, Risk
74

PUBLIC
PUBLIC
DP1: Which of the following are received
by ‘give ad hoc direction’?
D Highlight Report, Product Status Account
C End Stage Report, End Project Report
B Exception Report, End Stage Report
A Highlight Report, Issue Report
75

PUBLIC
PUBLIC
DP2: Which of the following statements
is false?
D Directing a Project starts on completion
of the Starting up a Project process
C Directing a Project is predominantly a
time-driven process
B The Project Board can trigger premature
closure at any point after initiation has
been authorized
A Directing a Project is predominantly an
event-driven process
76

PUBLIC
PUBLIC
DP3: Which role(s) carry out Directing
a Project?
D Corporate/Programme Management
and Project Board
C Project Board and Project Assurance
B Project Manager and Project Board
A Project Board Executive
77

PUBLIC
PUBLIC
DP4: Which activity approves the
original PID?
D Authorize a project
C Authorize a Stage or Exception Plan
B Authorize initiation
A Give ad hoc direction
78

PUBLIC
PUBLIC
DP5: Which two products will the Project Board
use to decide whether to authorize initiation?
D PID, Initiation Stage Plan
C End Stage Report, PID
B Project Mandate, outline Business Case
A Initiation Stage Plan, Project Brief
79

PUBLIC
PUBLIC
Initiating a Project
Process
80

PUBLIC
PUBLIC
Initiating a Project - Context
• Triggered by Authority to Initiate a Project from Project Board
• Purpose
• Establish firm foundations on which to deliver the project
• Enables the organization to understand the work to be done
before committing to significant expenditure
• Objective
• Ensures there is a common understanding of:
• Why the project is required
• Scope and quality of project deliverables
• How, when and by whom the deliverables will be produced
• How the project will be controlled
• Information required throughout the project.
Copyright © AXELOS Limited 2017 PRINCE2® manual ref: p149-150
81

PUBLIC
PUBLIC
Process Overview
82

PUBLIC
PUBLIC
Prepare the Communication
Management Strategy / Approach
Organization
• Should be last strategy to be produced
• Facilitates stakeholder engagement
• Defines both internal and external project communications activities:
• Procedures
• Tools and techniques
• Records and reports
• Roles and responsibilities
• Stakeholder analysis
• Information needs
• Communication related to the other strategies.
• Appendix A.4.
83

PUBLIC
PUBLIC
Create the Project Plan
Plans
Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P159-61, 250, 251
Review
Project
Brief
Review
Lessons
Log
Review
Risk/Issue
Registers
Create Project Plan
- Create Product Descriptions
- Update Configuration Item Records
- Update project management team
structure
Project Product
Description
Project Approach
Lessons from
previous projects?
Related risks
or issues?
New risks
or issues?
Seek Project
Board approval
Consult Project
Assurance
84

PUBLIC
PUBLIC
Set up the Project Controls
Progress
• Done in conjunction with creating the Project Plan
• Project controls can include:
• Communication between project management levels
• Number and length of stages
• Tolerances
• Mechanisms for dealing with issues and exceptions
• Summarized in PID.
85

PUBLIC
PUBLIC
Refine the Business Case
Business Case
Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P161-2, 235, 237
Review
Project
Brief
Review
Lessons
Log
Review Risk
Register
Refine the Business Case
- Create detailed Business Case
- Create Benefits Review Plan
Outline
Business Case
Lessons from
previous projects?
Major Project
Risks
New risks
or issues?
Seek Project
Board approval
Consult Project
Assurance
Project Plan
Time
and cost
86

PUBLIC
PUBLIC
Assemble the Project Initiation
Documentation
Information
from Starting up
a Project
Assemble the Project
Initiation Documentation
- Tailoring of PRINCE2
Project Brief
Stage boundary
approaching
Request to
deliver a project
Consult Project
Assurance
Information
from Initiating a
Project
Strategies, Project Plan, Business
Case, Project Controls
Focal point of
the ‘what, why,
who, how,
where, when
and how much
of the project
87

PUBLIC
PUBLIC
Summary
Initiating a Project
Managing a
Stage Boundary
Prepare the
Risk Management
Strategy
Prepare the
Change
Management Strategy
Prepare the
Quality Management
Strategy
Prepare the
Communication
Management Strategy
Set up the
project controls
Create the
Project Plan
Refine the
Business Case
Assemble the
Project Initiation
Documentation
Authority to
initiate project
Request to
deliver a project
Stage boundary
approaching
Defined roles and
responsibilities
Continued
business
justification
Learn from
experience
Manage by
stages
Focus on
products
Manage by
exception
Tailor to suit
the project
environment
88

PUBLIC
PUBLIC
IP1: Which of the following is NOT a
strategy produced by Initiating a Project?
D Configuration Management Strategy
C Quality Management Strategy
B Communication Management Strategy
A Change Management Strategy
89

PUBLIC
PUBLIC
A Set up Project Controls
IP2: Which activity produces the Benefits
Review Plan?
D Prepare the Risk Management Strategy
C Assemble the PID
B Refine the Business Case
90

PUBLIC
PUBLIC
A Resource names
IP4: What information does the Project
Plan provide to refine the Business Case?
D Activity lists
C Time and cost
B Project tolerances
92

PUBLIC
PUBLIC
A Refine the Business Case
IP5: In which activity are Product
Descriptions created?
D Create the Project Plan
C Assemble the PID
B Set up Project Controls
93

PUBLIC
PUBLIC
Plans Theme
How?
How Much?
When?
94

PUBLIC
PUBLIC
Purpose of Plans
Plan
Delegate
Monitor
Control
Effective project management relies on effective planning as
without a plan there is no control.
Business Case,
Risk
95

PUBLIC
PUBLIC
Acquire
resources
What is a Plan?
Achieve our
objectives
Build on our
achievements
Recover from
exceptions
A method or way of proceeding thought out in advance.
It helps us to:
96

PUBLIC
PUBLIC
Levels of Plan
Project Plan
Stage Plan
Team Plan
Plan
A.16
Manage by
stages
Manage by
exception
PRINCE2 proposes 3 levels of plan to reflect the needs of different
levels of the Project Management Team in controlling the project.
97

PUBLIC
PUBLIC
The Project Plan
Project Plan
Stage Plan
Team Plan
Provides a statement of how and when a project’s time, cost,
scope and quality targets are to be achieved
• Shows major products, activities and resources
• Provides the Business Case with project costs
• Is used by the Project Board to monitor and control project costs and
progress
• Identifies major project control points (e.g. stages)
• Should be in line with corporate/programme plans.
98

PUBLIC
PUBLIC
The Stage Plan
Project Plan
Stage Plan
Team Plan
• For each Stage identified, a Stage Plan is required
• Each element within the Project Plan will now be broken down to a
level of detail to enable adequate day-to-day control by the Project
Manager
• Identifies the method of quality checking products and activities
involved
• Each Stage Plan is completed near to the end of the preceding stage
• Gives greater confidence in the plan
• Assistance from Team Managers/members.
99

PUBLIC
PUBLIC
The Team Plan
Project Plan
Stage Plan
Team Plan
• An optional plan
• Need determined by size and complexity of project
• Contains detailed information to assist in the management of
Work Packages
• Detailed activity and resource requirements for quality control
• May be prepared in parallel with Stage Plan
• Could be owned by Third party suppliers on certain
projects – the Project Manager may not have
control over Team Plans.
100

PUBLIC
PUBLIC
The Exception Plan
Project Plan
Stage Plan
Team Plan
Prepared for the appropriate management level to show the
actions required to recover from the effect of a tolerance
deviation
• Same level of detail and format
• Picks up from current plan actuals
• Continues to the end of the plan
• Will become the new baselined Project Plan or current Stage Plan
• Exception Plan for Stage Plan – approved by Project Board
• Exception Plan for Project Plan – approved by Corporate or
Programme. Management.
101

PUBLIC
PUBLIC
Plans in the Project Lifecycle
Pre-project
SU
SB CP
IP
Initiation
stage
Subsequent
delivery stage(s)
Final delivery
stage
Directing
Managing
Delivering
Directing a Project
SB
Controlling a Stage Controlling a Stage
Managing Product
Delivery
Managing
Product
Delivery
Project
Plan
Stage
Plan
Team
Plan(s)
102

PUBLIC
PUBLIC
How to Produce a Plan
Analyse
the
risks
Repeated for:
• Project Plan
• Stage Plan
• Team Plan
(optional)
Prerequisite
Define and analyse the product
Identify activities and
dependencies
Prepare estimates
Prepare the schedule
Document the plan
Design the plan
Copyright © AXELOS Limited 2017
PRINCE2® manual ref: P63
Use
Product-
Based
Planning
technique
Focus on
products
103

PUBLIC
PUBLIC
Product-Based Planning
Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P64-7, 251, 256, Appendix D
Project
Plan
only
1. Write the Project Product Description
• Created in Starting up a Project
• Appendix A.21
2. Create the product breakdown structure
• Hierarchy of products to be produced by the plan
• Appendix D
3. Write Product Descriptions
• Understand each product in detail
• Appendix A.17
4. Create the product flow diagram
• Defines sequence in which products will be developed
• Appendix D
104

PUBLIC
PUBLIC
• ensure that plans enable the business case to be realized (PRINCE2’s
continued business justification principle)
• have at least two management stages: an initiation stage and at least one
further management stage. The more complex and risky a project, the
more management stages that will be required (PRINCE2’s manage by
stages principle)
• produce a project plan for the project as a whole and a stage plan for
each management stage (PRINCE2’s manage by stages principle)
• use product-based planning for the project plan, stage plans and
exception plans. It may be optionally used for team plans. alternative
approaches may be used. produce specific plans for managing exceptions
(PRINCE2’s manage by exception principle)
• define the roles and responsibilities for planning (PRINCE2’s defined roles
and responsibilities principle)
• use lessons to inform planning (PRINCE2’s learn from experience principle)
PRINCE2’s Requirements for Plan
105

PUBLIC
PUBLIC
A Project, Stage, Team Plans
PL1: Which levels of plan are
recommended by PRINCE2®?
D Stage, Product, Work Package Plans
C Programme, Project, Stage Plans
B Project, Stage, Product Plans
106

PUBLIC
PUBLIC
A Project Manager
PL2: Which role is responsible for
preparing the Project Plan?
D Executive
C Project Support
B Project Board
107

PUBLIC
PUBLIC
A Business Case
PL3: Which of the following forms
part of a Plan?
D Project definition
C External dependencies
B Project Brief
108

PUBLIC
PUBLIC
A Team Plans are optional
PL4: Which of the following
statements is INCORRECT?
D The Project Plan needs to be aligned with
the Business Case
C The Project Plan is baselined at the end of
the Initiation Stage
B A Stage Plan covers the work of a technical
stage
109

PUBLIC
PUBLIC
A Project Product Description, product flow
diagram
PL5: Which of the following are
created in Product-Based Planning?
D Estimate, budget
C Product breakdown structure, schedule
B Product Description, activity list
110

PUBLIC
PUBLIC
Risk
What if?
111

PUBLIC
PUBLIC
Purpose
Continued
business
justification
To identify assess and control uncertainty and, as a result,
improve the ability of the project to succeed
• Systematic and proactive approach
• Cost-effective risk management procedures
• Continual and unavoidable activity.
112

PUBLIC
PUBLIC
What is a Risk?
• An uncertain event or set of events that, should it occur, will
have an effect on the achievement of objectives
• Consists of:
• Probability that it will occur
• Impact on objectives
• Also consider its Proximity
• May be:
• Negative - Threat
• Positive – Opportunity.
113

PUBLIC
PUBLIC
Risk Management Procedure
Identify
Assess
Plan
Implement
Communicate
114

PUBLIC
PUBLIC
Risk Appetite
Long-term
Medium-term
Short-term
Strategic
Operational
Project
Programme
Business
change
An organization’s unique attitude to risk
115

PUBLIC
PUBLIC
Identify
Cause - Event - Effect
• Context:
• Relating to Risk Management Strategy
• Early Warning Indicators
• Risks
• Capture in Risk Register
• Prepare and monitor Indicators
• Understand Stakeholders’ views.
116

PUBLIC
PUBLIC
Assess
Consider using a Risk Summary
• Estimate:
• Probability and Impact
• Proximity (how quickly it might happen)
• How it may change over the life of the projects.
• Evaluate
• Net effects of aggregated threats and opportunities
• Within tolerance?
• Continued business justification.
117

PUBLIC
PUBLIC
Summary Risk Profile
Probability
Very
High
1,2 13 5
High 19 3,4 18 15
Medium 10 16 9,11
Low 14 17 7
Very
Low
6 20 12 8
Very
Low
Low Medium High
Very
High
Impact
Risks 5 and 15
are beyond risk
tolerance
118

PUBLIC
PUBLIC
Impact Probability Grid
Probability
0.9
Very
High
0.045 0.09 0.18 0.36 0.72
0.7 High 0.035 0.07 0.14 0.28 0.56
0.5 Medium 0.025 0.05 0.10 0.20 0.40
0.3 Low 0.015 0.03 0.05 0.12 0.24
0.1
Very
Low
0.005 0.01 0.02 0.04 0.08
Very
Low
Low Medium High
Very
High
0.05 0.1 0.2 0.4 0.8
Impact
119

PUBLIC
PUBLIC
Plan - Risk Responses
Threat responses Opportunity responses
Exploit
Avoid
Reduce
(probability and/or impact)
Fallback
(reduces impact only)
Transfer
(reduces impact only, and often only
the financial impact)
Enhance
Share
Reject
Accept
120

PUBLIC
PUBLIC
Implement
Could be
the same
person
• Action the selected Response(s):
• Monitor Implementation
• Take any corrective action
• Review roles and responsibilities
• Risk Owner - responsible for the management, monitoring and
control of all aspects of a particular risk assigned to them,
including the implementation
of the selected responses
• Risk Actionee - assigned to carry out
risk response action(s) to respond to a particular risk or set of
risks. They support and take direction from the Risk Owner.
121

PUBLIC
PUBLIC
Communicate
• Formally:
• Agree a Work Package
• Checkpoint Reports
• Highlight Reports
• End Stage Report
• End Project Report (Residual Risk)
• Lesson Report.
• Informally
• Risk Workshops
• Feedback to Concern authors
• Anything appropriate for organization.
122

PUBLIC
PUBLIC
• define its risk management approach, which must minimally cover:
– how risks are identified and assessed, how risk management responses are
planned and implemented and how the management of risk is communicated
throughout the project lifecycle
– assessing whether identified risks might have a material impact on the business
justification of the project (PRINCE2’s continued business justification principle)
– the roles and responsibilities for risk management (PRINCE2’s defined roles and
responsibilities principle)
• maintain some form of risk register to record identified risks and decisions relating
to their analysis, management and review
• ensure that project risks are identified, assessed, managed and reviewed
throughout the project lifecycle
• use lessons to inform risk identification and management (PRINCE2’s learn from
experience principle).
PRINCE2’s Requirements for Risk
123

PUBLIC
PUBLIC
A If it is part of a programme
RK1: When can risk management be
safely left out of a Project?
D Never
C If we have done something similar before
B When the project is small or urgent
124

PUBLIC
PUBLIC
A Identify, Implement, Plan, Communicate
RK2: What are the steps in the Risk
Management Procedure?
D Communicate, Assess, Implement, Monitor
C Identify, Assess, Plan, Implement,
Communicate
B Communicate, Plan, Identify, Assess,
Implement
125

PUBLIC
PUBLIC
A Negative opportunity or positive threat
RK3: A Risk can be…?
D Negative threat or positive opportunity
C Anything that is a threat
B Something we did not see coming
126

PUBLIC
PUBLIC
A Avoid
RK4: Which Risk Response is used for
both threats and opportunities?
D Share
C Fallback
B Reject
127

PUBLIC
PUBLIC
A Attitude to risk taking
RK5: Which of these should appear in
a Risk Management Strategy?
D Proximity of an individual risk
C Assigning risk owners
B Risk Budget amount
128

PUBLIC
PUBLIC
Quality
What?
130

PUBLIC
PUBLIC
What is Quality?
The means by which the project will create and verify
products that are fit for purpose.
Learn from
experience
131

PUBLIC
PUBLIC
Quality Assurance vs. Project Assurance
• Quality Assurance
• Checks to ensure that the relevant corporate standards and
policies have been complied with and assures the organization
that quality is in place
• Reports to the relevant organization
• External to the project.
• Project Assurance
• Checks that the project is being conducted appropriately and
properly
• Reports to a member of the Project Board
• Within the project.
132

PUBLIC
PUBLIC
Approach to Quality
Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P48, 50, 54
Learn from
experience
• Quality Planning
• Defining quality criteria, methods and responsibilities, including
effort for quality control and product acceptance
• Quality Control
• Checking to ensure that the finished product conforms to the
pre-determined quality criteria
• Carrying out the quality methods
• Maintaining quality and approval records
• Gaining Acceptance
• Eliminating causes of unsatisfactory performance.
133

PUBLIC
PUBLIC
Quality Register
Quality
Activity
ID
Product
ID
Product
Quality
Method
Producer
Reviewer(s)
Approver(s)
Target
Review
Date
Actual
Review
Date
Target
Approval
Date
Actual
Approval
Date
Result
1 121 Test
Plan
Inspection Ali John,
Rita
14-Feb Pass
2 124 Water
Pump
Performance
Test
Paulo Ali,
Bob
John 20-Mar NA Fail
3 124 Maintenance
Test
Rita Pass
. . . . . . . . . . .
Water
Pump
Paulo
Paulo
Ali,
Amir
21-Feb 21-Feb 28-Feb
20-Mar 27-Mar
21-Mar 21-Mar 27-Mar 27-Mar
• Created in Initiating a Project and populated as plans are developed
• Summarizes all planned and actual quality activities
• Updated by Team Manager, but may be maintained by Project
Support.
134

PUBLIC
PUBLIC
Quality Audit Trail
Customer’s
Quality
Expectations
Acceptance
Criteria
Quality Planning
Project
Product
Description
Quality
Management
Strategy
Product
Descriptions
Quality Control
Quality
Register
Products Produced
Products
Quality Checked
Quality Register
Updated
Acceptance
Criteria
Sign-off!!
135

PUBLIC
PUBLIC
Quality Methods
• “In Process”
• Built in to product development, can include checks, calibrations,
automation, workshops, surveys, etc.
• Appraisal
• Testing – objective and quantifiable criteria
• Quality Inspection – subjective judgement required, e.g. Quality
Review.
136

PUBLIC
PUBLIC
Quality Review
Preparation
Review
Approved
Minor
Defects
Major
Defects
Corrective
Action
Configuration
Library
Review
Preparation
Review
Meeting
Agenda
Review
Follow-up
137

PUBLIC
PUBLIC
Quality Review Roles
Chair
• Responsible for
the overall
conduct of the
review
Presenter
• Introduces and
presents the
product
• Coordinates
work after the
review
Administrator
• Supports the
Chair and
records results
and actions
Reviewer(s)
• Submits
questions and
reviews product
• Confirms
corrections
138

PUBLIC
PUBLIC
• define its quality management approach. This approach must minimally
cover:
• the project’s approach to quality control
• the project’s approach to project assurance
• how the management of quality is communicated throughout the project
lifecycle
• the roles and responsibilities for quality management
• specify explicit quality criteria for products in their product descriptions
(PRINCE2’s focus on products principle)
• maintain records in some form of quality register
• specify the customer’s quality expectations and prioritized acceptance
criteria for the project in the project product description
• use lessons to inform quality planning, the definition of quality
expectations and quality criteria (PRINCE2’s learn from experience
principle)
PRINCE2’s Requirements for Quality
139

PUBLIC
PUBLIC
A Authorize Initiation
QU1: When does the Project Board first
see the Customer’s Quality Expectations?
D Authorize a Stage
C Give Ad-hoc Direction
B Authorize a Project
140

PUBLIC
PUBLIC
A Project Product Description
QU2: What product summarizes quality
activities that are planned?
D Quality Plan
C Quality Register
B Project Plan
141

PUBLIC
PUBLIC
A Project Assurance
QU3: Which of these must be independent
of the Project Management Team?
D Quality Reviewers
C Quality Control
B Quality Assurance
142

PUBLIC
PUBLIC
A Assessing and correcting a product
QU4: What is the purpose of a
quality review?
D Method of systematic inspection
C Checks that quality has been done
B Accepts the product for the customer
143

PUBLIC
PUBLIC
A Being fit for purpose
QU5: What is the best description
of ‘quality’?
D Being reliable in use
C Being the best it can be
B Being easy to use
144

PUBLIC
PUBLIC
Progress
Where are we now?
Where are we going?
Should we carry on?
145

PUBLIC
PUBLIC
Purpose of Progress
Plan
Delegate
Monitor
Control
Decision-
making
Continued
Business
Justification
To establish mechanisms to monitor and compare actual achievements
against those planned; provide a forecast for […] the project’s
continued viability; and control any unacceptable deviations.
146

PUBLIC
PUBLIC
Progress Controls
• Enable each level in the project management team to:
• Make decisions and give authorizations
• Handle exceptions and changes
• Monitor progress (actual vs. plan)
• Learn from experience.
• Event-driven controls
– Take place when a specific event occurs, e.g. end of a stage
• Time-driven controls
– Take place a pre-defined periodic intervals, e.g. monthly
Highlight Report.
147

PUBLIC
PUBLIC
How to Define Stages
Number of
stages?
Length of
stages?
Planning horizons – how
far ahead can we plan?
How much risk is
involved?
Key decision
points?
Balance too many short
stages vs. too few long
ones
Confidence in
plans?
Where do technical
stages end?
Alignment with the
programme?
Manage by stages
148

PUBLIC
PUBLIC
Work Package
Tolerances
Controlled Delegation
Corporate Management
Project Tolerances
Stage Tolerances
Team Manager
Team
Plan
Work Package progress
(Checkpoint Reports)/
Issues
Project Manager
Stage
Plan
Stage progress
(Highlight Reports)/
Exception Reports
Project Board
Project
Plan
Project progress/
exceptions
Manage by
Exception
149

PUBLIC
PUBLIC
Baselines for Progress Control
• Project Plan (A.16)
• Project-level performance targets and tolerances
• Tolerance threats escalated to corporate/programme
management via the Project Board.
• Stage Plans (A.16)
• Basis for day-to-day control
• Exception Plan (A.16)
• May be requested by Project Board following receipt of and
Exception Report
• Work Package (A.26)
• Authorized by Project Manager
• Tolerance threats raised as issues.
150

PUBLIC
PUBLIC
Reviewing Progress
• Daily Log (A.7)
• Project Manager’s project diary
• Tool to record actions.
• Issue Register (A.12)
• Repository of all formal issues raised
• Product Status Account (A.18)
• Report on data held by Configuration Item Records
• Quality Register (A.23)
• Repository of all information related to planned and actual quality
activities
• Risk Register (A.25)
• Repository of all identified risks.
151

PUBLIC
PUBLIC
Reporting Progress
• Checkpoint Report (A.3)
• Time-driven report from Team Manager to Project Manager
• Frequency defined in Work Package
• Highlight Report (A.11)
• Time-driven report from Project Manager to Project Board
• Frequency defined in Communication Management Strategy
• End Stage Report (A.9)
• Produced in Managing a Stage Boundary
• End Project Report (A.8)
• Produced in Closing a Project.
152

PUBLIC
PUBLIC
Capturing and Reporting Lessons
Learn from
experience
• Lessons Log (A.14)
• Opened in Starting up a Project to record lessons to be applied
to this project
• Also records all lessons identified when reviewing progress
• Lessons Report (A.15)
• Report on significant lessons with relevance for future projects
• Can be created at any time during a project
• At least created during Closing a Project and included in End
Project Report.
153

PUBLIC
PUBLIC
• define its approach to controlling progress in the PID
• be managed by stages (PRINCE2’s manage by stages principle)
• set tolerances and be managed by exception against these tolerances
(PRINCE2’s manage by exception principle)
• review the business justification when exceptions are raised (PRINCE2’s
continued business justification principle)
• learn lessons (PRINCE2’s learn from experience principle)
PRINCE2 provides progress control through:
• delegating authority from one level of management to the level below it
• dividing the project into management stages and authorizing the project
one management stage at a time (PRINCE2’s manage by stages principle)
• time-driven and event-driven progress reporting and reviews
• raising exceptions (PRINCE2’s manage by exception principle)
PRINCE2’s Requirements for Progress
154

PUBLIC
PUBLIC
A Project Board
PG1: Which role sets project-level
tolerances?
D Project Assurance
C Corporate/programme management
B Project Manager
155

PUBLIC
PUBLIC
A Continued business justification
PG2: The setting of tolerance supports
which PRINCE2 Principle?
D Focus on products
C Manage by stages
B Manage by exception
156

PUBLIC
PUBLIC
A An issue should be raised
PG3: How should the Project Manager be
notified of Work Package exceptions?
D A note in the Quality Register
C Checkpoint Report
B Exception Report
157

PUBLIC
PUBLIC
A End Stage Report
PG4: Which of the following is a
time-driven control?
D Checkpoint Report
C Exception Report
B Issue Report
158

PUBLIC
PUBLIC
A Too many short stages vs. too few long ones
PG5: Which of the following is not a
consideration when defining a project’s stages?
D Project Board availability
C Levels of risk
B Planning horizons
159

PUBLIC
PUBLIC
Controlling a Stage
Process
160

PUBLIC
PUBLIC
Controlling a Stage - Context
Manage by Stages
Manage by Exception
Continued Business
Justification
• Triggered by stage authorization or Exception Plan approval by the
Project Board
• 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
• Objective
• Focus on delivery of stage’s products within
constraints and tolerances
• Control risks and issues
• Review Business Case.
161

PUBLIC
PUBLIC
Work Packages
Authorize Work
Packages
Review Work
Package Status
Receive
completed Work
Packages
Managing
Product
Delivery
Plans, Progress,
Quality, Risk
• Interface with Team Manager
• Agreement of Work Package
(A.26)
• Receipt of Checkpoint Report
• Update registers and stage
plan to reflect progress
• Confirmation of specialist
product approvals.
162

PUBLIC
PUBLIC
Problem Handling
Capture and
examine issues
and risks
Give ad hoc
direction
Review the
stage status
Escalate issues
and risks
Take corrective
action
• Capture of events that require
managing
• Handle formal issues with
Issue Report (A.13)
• Forecast any tolerance
threats
• Assessment and
recommendation of corrective
actions
• Raise Exception Reports
(A.10).
163
Change, Progress,
Business Case, Risk

PUBLIC
PUBLIC
Monitoring and Reporting
Review Work
Package status
Give ad hoc
direction
Review the
stage status
Report highlights
Progress,
organization,
Business Case,
Risk
• Identify deviations from plan
• Progress updates to the Stage
Plan
• Progress reporting to Project
Board and other stakeholders
• Production of Highlight Report
(A.11)
• Triggers for the next stage and
closing the project.
164

PUBLIC
PUBLIC
CS1: What can be used alongside the
Checkpoint Report to review Work Package
status?
D Exception Report
C End Stage Report
B Quality Register
A Issue Report
165

PUBLIC
PUBLIC
CS2: When should Highlight Reports
be produced?
D When the Project Board ask for them
C When highlights occur
B Every month
A At the frequency defined in the
Communications Management Strategy
166

PUBLIC
PUBLIC
CS3: What should the Project Manager do
when stage tolerance is forecast to be exceeded?
D Do nothing
C Produce an Exception Report
B Take corrective action
A Produce an Issue Report
167

PUBLIC
PUBLIC
CS4: Which principle does the activity
“escalate issues and risks” support?
D Manage by exception
C Learn from experience
B Focus on products
A Continued business justification
168

PUBLIC
PUBLIC
CS5: In which activity is the Lessons
Log updated?
D Authorize Work Packages
C Report highlights
B Review Work Package Status
A Review stage status
169

PUBLIC
PUBLIC
Managing Product Delivery
Process
170

PUBLIC
PUBLIC
Managing Product Delivery - Context
• Triggered by authority to deliver a Work Package from Project
Manager (Controlling a Stage)
• Purpose
• To control the link between the Project Manager and the
Team Manager(s), by placing formal requirements on
accepting, executing and delivering project work
• Objective
• Work is authorized and agreed before it commences
• All parties are clear on what has to be delivered, within what
constraints
• Products are delivered to expectations
• Accurate, timely progress information is provided to the Project
Manager.
171

PUBLIC
PUBLIC
Process Overview
Accept a
work package
Execute a
work package
Deliver a
W
ork Pa kage
Authority to
deliver
work package
Completed
Work
Package
Controlling a Stage
Deliver a work
package
172

PUBLIC
PUBLIC
Accept a Work Package
Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P187-8, 251, 261 Plans, Risk,
Quality, Progress
Authorize a Work
Package
Controlling a Stage
Accept a Work
Package
Authority to deliver a Work Package
- Team Plan created - New risks raised
- Quality Register updated - Work Package approved
173

PUBLIC
PUBLIC
Execute a Work Package
Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P188-90, 238 Change, Risk,
Quality, Progress
Review Work
Package status
Controlling a Stage
Execute a Work
Package
Checkpoint Report Quality Register
- Specialist products created - New risks raised
- Team Plan and CIRs updated - New issues raised
174

PUBLIC
PUBLIC
Deliver a Work Package
Plans, Quality,
Progress
Receive completed
Work Packages
Controlling a Stage
Deliver a Work
Package
Completed Work Package
- Work Package updated - Team Plan updated
175

PUBLIC
PUBLIC
Summary
Accept a
work package
Execute a
work package
Deliver a
W
ork Pa kage
Authority to
deliver
work package
Completed
Work
Package
Controlling a Stage
Deliver a work
package
176

PUBLIC
PUBLIC
MP1: In which activity are Checkpoint
Reports produced?
D Delivering a Work Package
C Executing a Work Package
B Reviewing Work Package Status
A Accepting a Work Package
177

PUBLIC
PUBLIC
A Write an Exception Report
MP2: What should the Team Manager
do when Work Package tolerance is forecast
to be exceeded?
D Nothing, carry on
C Raise an Issue
B Talk to the Project Manager
178

PUBLIC
PUBLIC
A Quality check products
MP3: The purpose of Managing Product
Delivery is to…?
D Agree the work to be done
C Define Configuration Management
procedures
B Control the link between Project Manager
and the Team Manager(s)
179

PUBLIC
PUBLIC
A The Checkpoint Report is time-driven
MP4: Which statement is incorrect?
D Work Package tolerances are set by the
Project Manager
C The Team Plan is the element of delegation
from Project Manager to Team Manager
B Product Descriptions are included in the
Work Package
180

PUBLIC
PUBLIC
A Executive
MP5: Approval for completed products is
obtained from?
D A majority of those testing the product
C Project Manager
B The Authorities identified in the Product
Description
181

PUBLIC
PUBLIC
Managing a Stage Boundary
Process
182

PUBLIC
PUBLIC
Managing a Stage Boundary - Purpose
PAST
PRESENT
FUTURE
LEARN
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.
183

PUBLIC
PUBLIC
Managing a Stage Boundary - Context
Routine stage end
• All products in the current
stage completed and approved
• Review and update the PID to
demonstrate ongoing viability
of the project
• Plan next stage and request
authorization to proceed
• Record lessons.
Exceptions
• Produce Exception Plan
• Request approval to replace
Project or Stage Plan with
Exception Plan.
• Triggered by:
• Stage boundary approaching (routine)
• Exception Plan request (from Project Board)
184

PUBLIC
PUBLIC
Process Overview
Managing a Stage Boundary
Plan the
next stage
Update the
Project
Plan
Update the
Business
Case
Report
stage end
Produce
an
Exception
Plan
Assemble
the PID
Review
the stage
status
Exception
Plan
Request
Request to
approve
next Stage
Plan
Request to
approve
Exception
Plan
Stage boundary
approaching
185

PUBLIC
PUBLIC
Report Stage End
Progress
End Stage
Report
A.9
Directing a Project –
Project Board
Request to
approve next
Stage Plan/
Exception Plan
Distribution to other
Stakeholders? –
see Communication
Management
Strategy
• Current Business Case status
and benefits achieved
• Stage objectives met?
• Plans still achievable?
• Review team performance
• Review Product Status
Account for product
performance
• Results of quality activities
• Issues and risks?
• Lessons Report?
186

PUBLIC
PUBLIC
SB1: Which process does not trigger
Managing a Stage Boundary?
D Controlling a Stage
C Starting up a Project
B Directing a Project
187

PUBLIC
PUBLIC
A Only the Project Board
SB2: To whom should the End Stage
Report be distributed?
D Project Assurance
C Corporate/Programme Management
B The stakeholders named in the
Communications Management Strategy
188

PUBLIC
PUBLIC
A Business Case
SB3: Along with the Project Plan,
what else is updated by Managing a
Stage Boundary?
D All of the above
C Risk Register
B Configuration Item Records
189

PUBLIC
PUBLIC
A Provide a means by which an exception
process can be implemented
SB4: A purpose of Managing a Stage
Boundary is to …?
D Provide a regular progress report to the
Project Board
C Sign off all products completed within the
stage that is coming to an end
B Authorize the start of the next stage and
set its tolerances
190

PUBLIC
PUBLIC
A End Stage Report, Exception Plan
SB5: Which products can be produced in
Managing a Stage Boundary?
D Stage Plan, Exception Report
C Product Status Account, End Project Report
B End Stage Report, Highlight Report
191

PUBLIC
PUBLIC
Change
What’s the impact?
192

PUBLIC
PUBLIC
Change is Inevitable…
Issue and Change Control
Configuration Management
The purpose of the Change theme is to identify, assess and
control any potential and approved changes to the baseline.
A prerequisite of effective issue and change control is the
establishment of an appropriate configuration
management system.
193

PUBLIC
PUBLIC
Issues
Any event that has happened, was not planned, and requires
management action.
• An issue can be about anything related to the project
• Anyone with an interest in the project and/or its outcome can raise an
issue at any time
• types of issue:
• Off-specification
• Problem/concern.
194

PUBLIC
PUBLIC
What is Configuration Management?
The technical and administrative activity concerned with the
creation, maintenance and controlled change of configuration
throughout the life of a product (or item)
• Configuration Item = an entity subject to configuration management
• Component of a product
• Product
• Release
• Enables impact assessment by holding information about
relationships
• Maintains baselines – a defined state
195

PUBLIC
PUBLIC
Configuration Management Procedure
• Planning - Level of configuration management required and how to
achieve this
• Identification - Unique identification of each product and version
• Control - Nothing moves or changes without authorization
• Status Accounting - Reporting on current and historical data –
Product Status Account
• Verification and Audit - Reviews and audits to check actual product
state against records held.
196

PUBLIC
PUBLIC
• define its change control approach. This approach must minimally cover:
– how issues are identified and managed
– assessing whether identified issues might have a material impact on the business
justification of the project (PRINCE2’s continued business justification principle)
– the roles and responsibilities for change control (PRINCE2’s defined roles and
responsibilities principle), including a defined change authority
• define how product baselines are created, maintained and controlled
• maintain some form of issue register to record identified issues and decisions relating to their
analysis, management and review
• ensure that project issues are captured, examined, managed and reviewed throughout the
project lifecycle
• use lessons to inform issue identification and management (PRINCE2’s learn from experience
principle).
PRINCE2 requires that the following products are produced and maintained:
• Issue register Captures and maintains information on all the issues that are being formally
managed.
• Change control approach Identifies how, and by whom, the project’s products will be
controlled and protected.
PRINCE2’s Requirements for Change
197

PUBLIC
PUBLIC
A Initiation Stage
CH1: When is the Issue Register created?
C Managing a Stage Boundary
B Starting up a Project
198

PUBLIC
PUBLIC
A Issue Register
CH2: Which of the following can be
used to handle issues informally?
D Daily Log
C Configuration Item Records
B Issue Report
199

PUBLIC
PUBLIC
A Problem/concern
CH3: Which of the following is NOT
a type of issue?
D Request for Change
C Off-specification
B Question/query
200

PUBLIC
PUBLIC
CH4: When should the use of a
Change Budget be decided upon?
C Starting up a Project
B Directing a Project
201

PUBLIC
PUBLIC
A Planning
CH5: Which of the following is not a
Configuration Management activity?
D Identification
C Verification and audit
B Capturing
202

PUBLIC
PUBLIC
Closing a Project
Process
203

PUBLIC
PUBLIC
Closing a Project - Purpose
To provide a fixed point at which acceptance for the project
product is confirmed, and to recognize 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.
204

PUBLIC
PUBLIC
Closing a Project - Context
• Triggered by:
• Project end approaching (routine)
• Premature closure (from Project Board)
• Objective
• Confirm acceptance of the project’s products
• Ensure that operational and maintenance environment exists to
support products in use
• Evaluate project performance and assess any benefits realized
to date
• Address matters to be actioned after project closure
• Unrealized benefits
• Open issues and risks.
205

PUBLIC
PUBLIC
Process Overview
Closing a Project
Prepare
planned
closure
Hand over
products
Evaluate the
project
Recommend
project
closure
Prepare
premature
closure
Review
the stage
status
Premature
closure
Closure re-
commendation
Project end
approaching
Directing a
Project
206

PUBLIC
PUBLIC
Evaluate the Project
Copyright © AXELOS Limited 2017 PRINCE2®
manual ref: P210-11, 243, 249
All Themes
Original and
current PID
Issue, Risk,
Quality
Registers
Evaluate the Project
- Review of project and team performance
against targets
-Assessment of results vs. expected benefits
- Review lessons, measurements and
success of tailoring
Project’s original
intent vs. approved
changes
Project data
Consult Project
Assurance
Lessons Log
What went well?
What went badly?
Useful metrics, etc.
End Project
Report A.8
207

PUBLIC
PUBLIC
CP1: When should the activities of
Closing a Project be performed?
D Projects never really close
C As part of the end of the final stage
B After the end of the final stage
A As the final stage of a project
208

PUBLIC
PUBLIC
A Highlight Report
CP2: Which report is created in
“prepare premature closure”?
D Issue Report
C Product Status Account
B End Project Report
209

PUBLIC
PUBLIC
A Project Manager
CP3: Which role carries out the
activities of Closing a Project?
D All of the above
C Corporate or Programme Management
B Project Support
210

PUBLIC
PUBLIC
A End Stage Report
CP4: The End Project Report
contains which other report?
D Lessons Report
C Checkpoint Report
B Issue Report
211

PUBLIC
PUBLIC
A Company policy
CP5: Why should all project information
be archived in Closing a Project?
D It may contain sensitive information
C So it can be re-used on future projects
B To permit future audit of the project
212

PUBLIC
PUBLIC
Summary and Close
213

PUBLIC
PUBLIC
PRINCE2
Starting
up a
Project
Directing a Project
Initiating a
Project
Controlling a
Stage
Managing
Product
Delivery
Managing
Product
Delivery
Directing
Managing
Delivering
Controlling a
Stage
S
B
S
B
CP
Pre-Project
Initiation
Stage
Subsequent
Delivery
Stages
Final Stage
214

PUBLIC
PUBLIC
Exam Preparation
215

Overview of PRINCE2 Project Management

Recomendados

Recomendados

Más contenido relacionado

La actualidad más candente

La actualidad más candente (20)

Similar a Overview of PRINCE2 Project Management

Similar a Overview of PRINCE2 Project Management (20)

Más de Anne Starr

Más de Anne Starr (20)

Último

Último (12)

Overview of PRINCE2 Project Management