Chapter 17: Controlling A Stage Flashcards
What is the purpose of the controlling a stage process
Purpose is to assign work to be done, monitor such work, deal with issues, report progress to the project board, and take corrective ensure the management stage stays within tolerance
What are the objectives of the controlling a stage process
- attention is focused on delivery of management stages products
- risks and issues are kept under control
- the business case is kept under review
- agreed products for management stage are delivered to stated quality standards
- project management team is focused on delivery within the tolerances laid down
Context of the controlling a stage process
The controlling a stage process is normally first used after the project board authorities the project, but it may also be used during the initiation stage
Work packages are used to define and control the work to be done, and also to set tolerances for the team manager(s). But PM can take on role of the Team Manager
Controlling a stage Activities for PM
Work packages
- authorise a work package
- review work package status
- receive completed work packages
Monitoring and reporting
- review management stage status
- report highlights
Issues and risks
- capture and assess issues and risks
- escalate issues and risks
- take corrective action
Why is a work Package needed
There must be a level of autonomy within the project team. It’s important that work only commences and continues with the consent of the PM. The vehicle for this is the production, execution and delivery of a work package
What are some of the triggers for the PM to authorise a work package
Stage authorisation: project board gives authority to execute stage plan
Exception plan approved: project board gives authority to execute exception plan
New work package required: an output from reviewing the management stage status
Corrective action: in response to an issue or risk
What actions does prince2 recommend regarding authorising work package
Examine the stage plan for the current management stage
Examine the PID to understand:
- project controls
- quality standards
- if any products are to be handed over
Define each work package to be authorised
Review work package with team manager and review plan
Update quality register
Review work package status context:
This activity provides the means for a regular assessment of the status of the work package. The frequency and formality of this activity will usually be aligned with the frequency of reporting defined in the work packages and supported by the stage plan for the current management stage
Prince2 recommends the following actions for each work package in progress
Collect and review progress information from the checkout report for the work package being executed
If necessary, update the risk register and issue register
Update the stage plan for the current management stage with actual to date, forecast and adjustments
Review completed work packages - context
When work has been allocated to individuals or teams, there should be a matching confirmation that the work has been completed and approved
When approved, any subsequent changes to the products must pass through change control. This should be an automatic part of any control method being used
Prince2 recommends the following actions regarding receiving completed work packages
- ensure that the team manager has completed the work defined by the work package
- check that the quality register entries relating to products are complete
- ensure that each product in the work package has gained its requisite approval
- confirm that the configuration item record for each approved product has been updated
- update the stage plan to show the work package as completed
Reviewing the management stage status - context
The objective of this activity is to maintain an accurate and current picture of progress on the work being carried out and the status of resources
It’s necessary to compare what has actually happened with what was expected to balked. And what might happen next
Prince2 recommends the following actions regarding reviewing the management stage status
Review progress for the management stage
Based on that review, decide whether any actions are required
Revise the risk register and issue register as necessary
Update the stage plan if the aggregated assessment changes any forecasts
If ownership of any of the products is to be transferred from customer as part of a phased handover
Consider whether to review lessons now or wait until either a later review of management stage status
If the end of the current management stage is approaching, prepare for the next management stage
If the end of the final management stage is approaching, prepare to close the project
Report highlights - context
PM must provide the project board with summary information about the status of the management stage and project, and distribute other information to stakeholders at a frequency documented in the communication management approach
Prince2 recommends the following actions regarding report highlights
Assemble the info from checkpoint reports, risk register, issue register, quality register, lessons log
Assemble list of corrective actions undertaken during the reporting period.
Review the highlight report for previous reporting period
Produce highlight report for current reporting period
Distribute highlight report to project board and any other recipient in communication management approach
Capture and assess issues and risks - context
Various issues will occur and risks will be identified.
- they’ll arrive need to be captured in a consistent and reliable way
Before making a decision on a course of action, each issue or risk should be registered and then assessed for its impact
Prince2 recommends the following actions regarding capturing and assessing issues and risks
If an issue can be dealt with by the PM informally, this should be done and noted in daily log
If it’s necessary to take corrective action, seek advice from the project board then review management stage status first so that a full picture can be considered
For risks
- check requirements of risk management procedure
- Manage the risk in accordance with risk management approach
Escalate issues and risks - Context
This activity all,it’s where any corrective action within the project managers control wouldn’t save the management stage from going beyond the tolerances agreed.
This applies to all types of issues and risks that cannot be resolved within the tolerances set by the project board
Activity can be executed in two steps:
- early notification to project board of forecast exception situation so that the board is prepared
- followed by supporting information in the form of an exception report
Prince2 recommends the following actions regarding escalating issues and reports
Examine stage plan to define extent of the deviation an unfinished products
Examine project plan for the project status and overall effect of any deviation
Determine options for recovery and assess them against the business case
Assess the impact of the options for recovery against the stage plan for the current management stage.
Present exception report to project board. Then project board will decide on appropriate course of action
Take corrective action - context
In taking corrective action, the objective is to select and, within the limits of the stage and project tolerances, implement actions that will resolve deviations from the plan.
Corrective action typically involves dealing with advice and guidance received from project board and with issues raised by team managers
Prince2 recommends the following actions regarding taking corrective action
Collect any relevant info about the deviation
Identify potential ways of dealing with the deviation and select most appropriate option
Trigger corrective action via authorising a work package
Update the configuration item records if the affected products
Update issue report
Update issue register with any changes resulting from corrective action
Update risk register with any changes resulting from corrective action
Update stage plan for current management stage
Controlling a stage using agile approach
PM should encourage team to be collaborative with work assignment based around the amount of requirements to be delivered.
She using agile, teams track progress during a short meeting called a daily stand up. The PM or team managers may be invited to attend/ assist stand up meetings if appropriate, and or facilitate them
- reporting of progress is typically done via wall charts or information radiators from which information can be pulled at any time by project stakeholders.
Controlling a stage of a project within a programme or portfolio
Consider how the projects logs and registers should be maintained and how escalation to programme or portfolio level is to be done in practical terms.
The programme monitoring and control requirements may specify access to highlight reports, including product status accounts, in order to assess the overall status of the programme
