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PRINCE2 Foundation > 1.0 Introduction > Flashcards

1.0 Introduction Flashcards

1
Q

What is a project?

A

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.

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2
Q

What is project management?

A

Project Management is the planning, delegating, monitoring and control of all aspects of the project, and the motivation of those involved, to achieve the project objectives within the expected performance targets for time, cost, quality, scope, benefits and risks.

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3
Q

When are benefits realised during projects vs. programmes?

A

In projects, benefits are usually realised after project closure.

In programmes, benefits are usually realised during the programme and afterwards.

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4
Q

Timescales in projects vs. programmes

A

In projects, there are defined start and finish timescales.

In programmes, there are no pre-defined start up or path to delivery.

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5
Q

What are projects vs. programmes driven by?

A

Projects are driven by deliverables.

Programmes are driven by Vision of End State.

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6
Q

What is the purpose of Project Management?

A

The purpose of Project Management is to keep control over the specialist work required to create the project’s products

E.g. to make sure the roofing contractor does not arrive before the walls are built

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7
Q

What are the 5 characteristics of project work that distinguish it from business as usual (BAU)?

A 
Change
Temporary
Unique
Uncertainty
Cross-functional
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8
Q

Project vs. BAU: change

A

The means by which we introduce significant business improvement

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9
Q

Project vs. BAU: temporary

A

Should have a defined start and a defined end

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10
Q

Project vs. BAU: unique

A

Each one will be unique in some way: a different team a different customer, a different location

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11
Q

Project vs. BAU: uncertainty

A

Threats and opportunities are over and above those we typically encounter in the course of BAU

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12
Q

Project vs. BAU: cross-functional

A

Often cross-functional with divisions inside and outside an organization and frequently cause stresses and strains between customers and suppliers

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13
Q

What are the 6 aspects of project control?

A

Project Managers plan, delegate, monitor and control in order to deliver outputs in line with the ‘Iron triangle’ of TIME, COST and QUALITY.

Success is delivering within defined limits. But the project management team also has to manage SCOPE (through change control), BENEFITS (through the business case) and RISKS (using the risk management procedure).

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14
Q

Each of the 6 aspects of project control will have ‘tolerances’ set. What do these represent?

A

Delegations that improve the governance of any project (by warning the higher level of management of potential problems)

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15
Q

The 6 aspects of control: TIME

A

Allied to this, and probably the next most frequent question asked of a Project Manager, ‘When will it be finished?’

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16
Q

The 6 aspects of control: COST

A

The project has to be affordable and, though we may start out with a particular budget in mind there will be many factors which can lead to overspending and, perhaps, some opportunities to cut costs.

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17
Q

The 6 aspects of control: QUALITY

A

Finishing on time and within budget is not much consolation if the result of the project doesn’t work. In PRINCE2 terms, the products must be fit for purpose.

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18
Q

The 6 aspects of control: SCOPE

A

Exactly what will the project deliver?

There must be agreement and the PM needs to have a detailed understanding of what is and what is not within scope

The Project Manager should take care not to deliver beyond the scope as this is a common source of issues (‘scope creep’)

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19
Q

What is ‘scope creep’?

A

When the Project Manager delivers beyond the scope

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20
Q

The 6 aspects of control: BENEFITS

A

Why are we doing this?

The PM must have a clear understanding of the purpose of the project as an investment and make sure that what the project delivers are measurable improvements as in the business case

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21
Q

The 6 aspects of control: RISK

A

All projects entail risk, but exactly how much risk are we prepared to accept? There will be an overall risk exposure beyond the appetite of the host organization reflected in a tolerance level for risks in the project.

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22
Q

What does PRINCE stand for?

A

Projects In Controlled Environments

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23
Q

What are the 4 integrated elements of PRINCE2?

A

7 themes
7 principles
7 processes
project environment

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24
Q

Integrated elements of PRINCE2: themes

A

Themes are ‘theories’ that are the knowledge base of PRINCE2

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25
Q

Integrated elements of PRINCE2: principles

A

Principles are ‘critical success factors’ that must be present in any PRINCE2 project

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26
Q

Integrated elements of PRINCE2: processes

A

Processes contain activities and actions for various roles, and utilize some of the 26 templates for management documents

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27
Q

Integrated elements of PRINCE2: project environment

A

Project environment refers to the context the project takes place in. Every project is unique, and so the method needs to be tailored

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28
Q

What are the principles of PRINCE2?

A
  1. Continued business justification
  2. Learn from experience
  3. Defined roles and responsibilities
  4. Manage by stages
  5. Manage by exception
  6. Focus on products
  7. Tailor to suit the project
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29
Q

The principles of PRINCE2: Continued business justification

A

Whenever the project board meet it needs to check that the investment is, or still is, worthwhile.

  • initiation, project, management stage
  • impacts from risks and issues
30
Q

The principles of PRINCE2: Learn from experience

A

Lessons are sought, recorded and acted upon throughout the life of the project.

  • from others at start up
  • to others throughout
31
Q

The principles of PRINCE2: Defined roles and responsibilities

A

Defined and agreed roles and responsibilities within the organization structure that engages the business, user and supplier stakeholder interests

  • business, user, supplier ‘BUS’ representation
  • sign up to temporary roles
32
Q

The principles of PRINCE2: Manage by stages

A

PRINCE2 projects are planned and monitored and controlled on a stage-by-stage basis.

  • for evidence and risk-based decisions
  • delegations and tolerances
33
Q

The principles of PRINCE2: Manage by exception

A

A PRINCE2 project has defined tolerances for each project objective to establish limits of delegated authority. This reduces the time burden for senior managers, they don’t meet for regular reports - just to make decisions.

  • time, costs, quality, scope, benefits and risk tolerances
  • reduces management time burden
34
Q

The principles of PRINCE2: Focus on products

A

A PRINCE2 project focuses on the definition and delivery of products, in particular their quality requirements.

  • management and specialist
  • specified, tested and approved
35
Q

The principles of PRINCE2: Tailor to suit the project environment

A

PRINCE2 is tailored to meet the project environment, size, complexity, importance, capability and risk.

  • size, complexity, risk
  • appropriate method and controls
36
Q

The PRINCE2 themes describe…

A

aspects of project management that must be addressed continually as the project progresses through its lifecycle

37
Q

The PRINCE2 themes: Business Case

A

The project starts with an idea which is considered to have potential value for the organization concerned. This theme addresses how the idea is developed into a viable investment proposition for the organization and how Project Management maintains the focus on the organization’s objectives.

Answers the question: WHY?

38
Q

The PRINCE2 themes: Organization

A

The organization commissioning the project needs to allocate the work to managers who will be responsible for it and steer it through to completion. Projects are cross-functional so the normal line function structures are not suitable. This theme describes the roles and responsibilities in the temporary PRINCE2 project management team required to manage the project effectively.

Answers the question: WHO?

39
Q

The PRINCE2 themes: Quality

A

The initial idea will only be understood as a broad outline. This theme explains how the outline is developed so that all participants understand the quality attributes of the products to be delivered and then how project management will ensure that these requirements are subsequently delivered.

Answers the question: WHAT?

40
Q

The PRINCE2 themes: Plans

A

PRINCE2 projects proceed on the basis of a series of approved plans. This theme complements the quality theme by describing the steps required to develop plans and the PRINCE2 techniques that should be applied. In PRINCE2, the plans are matched to the needs of the personnel at the various levels of the organization. They are the focus for communication and control throughout the project.

Answers the question: HOW? HOW MUCH? WHEN?

41
Q

The PRINCE2 themes: Risk

A

Projects typically entail more risk that stable operational activity. This theme addresses how project management manages uncertainty.

Answers the question: WHAT IF?

42
Q

The PRINCE2 themes: Change

A

This theme describes how project management assesses and acts upon issues which have a potential IMPACT on any of the BASELINE aspects of the project (its plans and completed projects). Issues may be unanticipated general problems, requests for change or instances of a product not meeting its specification.

Answers the question: WHAT IS THE IMPACT?

43
Q

The PRINCE2 themes: Progress

A

This theme addresses the ongoing viability of the plans. The theme explains the decision-making process for approving plans, the monitoring of actual performance and the escalation process if events do not go according to plan. Ultimately, the progress theme determines whether and how the project should proceed.

Answers the questions: WHERE ARE WE NOW? WHERE ARE WE GOING? SHOULD WE CARRY ON?

44
Q

Processes: Starting up a project (SU)

A

Deciding whether to initiate a project by determining whether it is viable and worthwhile

45
Q

Processes: Initiating a project (IP)

A

Establishing solid foundations for the project, enabling the organization to understand the work that needs to be done to deliver the project’s products before committing to a significant spend

46
Q

Processes: Directing a project (DP)

A

Enables the project board to be accountable for the project’s success by making key decisions and exercising overall control while delegating day-to-day management of the project to the PM

47
Q

Processes: Controlling a stage (CS)

A
  • assigning work to be done
  • monitoring such work, dealing with issues
  • reporting progress to the project board
  • taking corrective actions to ensure the management stage remains within tolerance
48
Q

Processes: Managing a stage boundary

A

Enables the PM to provide the project board with sufficient information to be able to:

  • review the success of the current management stage
  • approve the next stage plan
  • review the updated project plan
  • confirm continued business justification and acceptability of the risks
49
Q

Processes: Managing product delivery

A

Controlling the link between the PM and the team manager(s) by agreeing the requirements for acceptance, execution and delivery

50
Q

(Managing product delivery)

What is the role of the team manager(s)?

A

To coordinate an area of work that will deliver one or more of the project’s products. They can be internal or external to the customer’s organization

51
Q

Processes: Closing a project

A

Provides a fixed point at which acceptance of the project’s product is confirmed

Recognises that objectives set out in the original PID have been achieved (or approved changes to the objectives have been achieved), or that the project has nothing more to contribute

52
Q

What are the 7 PRINCE2 processes?

A
  1. starting a project
  2. initiating a project
  3. directing a project
  4. controlling a stage
  5. managing a stage boundary
  6. managing product delivery
  7. closing a project
53
Q

Roles & responsibilities: Team Manager(s)

A

Optional - usually used when:

  • lots of team members
  • there’s a need for specialised skills or knowledge
  • geographic reasons
  • working with external company (for efficient communication)
54
Q

Roles & responsibilities: Project Support

A

Admin / advice and assistance
Configuration Management (controls assets of the project)
Mainly for larger projects

55
Q

Roles & responsibilities: Project Manager

A

Day-to-day project management
Can never be shared
Runs the project on behalf of project board within specified constraints
Liaises with project board and project assurance

56
Q

Roles & responsibilities: Project Assurance

A

A second opinion to the Project Manager to ensure the product delivered can be used as expected

57
Q

Roles & responsibilities: Senior User(s)

A

On the project board to represent users

Sometimes more than one person (although this makes decision-making more difficult)

58
Q

Roles & responsibilities: Executive

A

On the project board to represent the overall business interest
Ensures the project delivers a product that will provide the desired benefits (because it meets a business need)
Ensures value for money

59
Q

Roles & responsibilities: Senior Supplier(s)

A

On the project board to represent suppliers
Their skills or resources are to produce specialist products
May maintain the project’s products after they are delivered (if this is a supplier responsibility)

60
Q

Roles & responsibilities: Programme Management

A

Highest level within the PRINCE2 project management structure
Instructs the project board to carry out the project on its behalf

61
Q

Who makes up the project board?

A 
Executive
Senior user(s)
Senior supplier(s)
62
Q

What does tailoring PRINCE2 mean?

A

Adopting a method or process to suit the situation in which it will be used

63
Q

What does embedding PRINCE2 mean?

A

The act of making something an integral part of a bigger whole, embedding is what an organization needs to do in order to adopt PRINCE2 as its corporate project management method and encourage its widespread use

64
Q

What is a simple project?

A

one that the organization perceives as straight-forward and of low risk

65
Q

Agile has a very strong focus on…

A

principles

66
Q

PRINCE2 is based on there being a ___________ environment.

A

customer/supplier

67
Q

The role of the customer is to…

A

specify the desired result and (usually) pay for the project

68
Q

The role of the supplier is to…

A

provide the resources and skills to deliver the result specified by the customer

69
Q

Organization wide use:

To gain the full benefits all projects should use a _____ approach, to enable…

A

common

lessons learned, training and continual improvement

70
Q

How does the project management team manage SCOPE?

A

Through change control

71
Q

How does the project management team manage BENEFITS?

A

Through the business case

72
Q

How does the project management team manage RISKS?

A

Using the risk management procedure

PRINCE2 Foundation (17 decks)

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