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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
Integrated elements of PRINCE2: principles
Principles are 'critical success factors' that must be present in any PRINCE2 project
26
Integrated elements of PRINCE2: processes
Processes contain activities and actions for various roles, and utilize some of the 26 templates for management documents
27
Integrated elements of PRINCE2: project environment
Project environment refers to the context the project takes place in. Every project is unique, and so the method needs to be tailored
28
What are the principles of PRINCE2?
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
29
The principles of PRINCE2: Continued business justification
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
The principles of PRINCE2: Learn from experience
Lessons are sought, recorded and acted upon throughout the life of the project. - from others at start up - to others throughout
31
The principles of PRINCE2: Defined roles and responsibilities
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
The principles of PRINCE2: Manage by stages
PRINCE2 projects are planned and monitored and controlled on a stage-by-stage basis. - for evidence and risk-based decisions - delegations and tolerances
33
The principles of PRINCE2: Manage by exception
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
The principles of PRINCE2: Focus on products
A PRINCE2 project focuses on the definition and delivery of products, in particular their quality requirements. - management and specialist - specified, tested and approved
35
The principles of PRINCE2: Tailor to suit the project environment
PRINCE2 is tailored to meet the project environment, size, complexity, importance, capability and risk. - size, complexity, risk - appropriate method and controls
36
The PRINCE2 themes describe...
aspects of project management that must be addressed continually as the project progresses through its lifecycle
37
The PRINCE2 themes: Business Case
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
The PRINCE2 themes: Organization
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
The PRINCE2 themes: Quality
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
The PRINCE2 themes: Plans
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
The PRINCE2 themes: Risk
Projects typically entail more risk that stable operational activity. This theme addresses how project management manages uncertainty. Answers the question: WHAT IF?
42
The PRINCE2 themes: Change
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
The PRINCE2 themes: Progress
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
Processes: Starting up a project (SU)
Deciding whether to initiate a project by determining whether it is viable and worthwhile
45
Processes: Initiating a project (IP)
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
Processes: Directing a project (DP)
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
Processes: Controlling a stage (CS)
- 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
Processes: Managing a stage boundary
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
Processes: Managing product delivery
Controlling the link between the PM and the team manager(s) by agreeing the requirements for acceptance, execution and delivery
50
(Managing product delivery) | What is the role of the team manager(s)?
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
Processes: Closing a project
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
What are the 7 PRINCE2 processes?
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
Roles & responsibilities: Team Manager(s)
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
Roles & responsibilities: Project Support
Admin / advice and assistance Configuration Management (controls assets of the project) Mainly for larger projects
55
Roles & responsibilities: Project Manager
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
Roles & responsibilities: Project Assurance
A second opinion to the Project Manager to ensure the product delivered can be used as expected
57
Roles & responsibilities: Senior User(s)
On the project board to represent users | Sometimes more than one person (although this makes decision-making more difficult)
58
Roles & responsibilities: Executive
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
Roles & responsibilities: Senior Supplier(s)
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
Roles & responsibilities: Programme Management
Highest level within the PRINCE2 project management structure Instructs the project board to carry out the project on its behalf
61
Who makes up the project board?
``` Executive Senior user(s) Senior supplier(s) ```
62
What does tailoring PRINCE2 mean?
Adopting a method or process to suit the situation in which it will be used
63
What does embedding PRINCE2 mean?
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
What is a simple project?
one that the organization perceives as straight-forward and of low risk
65
Agile has a very strong focus on...
principles
66
PRINCE2 is based on there being a ___________ environment.
customer/supplier
67
The role of the customer is to...
specify the desired result and (usually) pay for the project
68
The role of the supplier is to...
provide the resources and skills to deliver the result specified by the customer
69
Organization wide use: | To gain the full benefits all projects should use a _____ approach, to enable...
common lessons learned, training and continual improvement
70
How does the project management team manage SCOPE?
Through change control
71
How does the project management team manage BENEFITS?
Through the business case
72
How does the project management team manage RISKS?
Using the risk management procedure

PRINCE2 Foundation (17 decks)

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