Day 1 - Screentime notes Flashcards
Checkpoint report
Calling in, checking where you are at
Exception plan
replaces the current stage plan
What is project management
Plan - Move work down
Delegate - delegate down work not responsibility
Monitor - Monitor up, Highlight report, Checkpoint report,
Control - Crossing over stages, a control point. Cant move forward without clearence from project director
repeat the following…
time, cost, quality, scope, risk and benefits.
Control
Time, Cost, Quality, Scope, Risk and Benefits - low tolerance for these if we lose it we lose control.
What variables have zero tolerance in agile
time and cost
7 Project Themes
Business Case
Organization
Quality
Plans
Risk
Change
Progress
7 project principles
Continued business justification
Learn from experience
Defined roles and responsibilities
manage by stages
manage by exceptions
focus on products
tailor to suit the project
Continued business justification
is the project still viable?
Learn from experience
create reports and learn from this, seek and draw on lessons learned from preivous work and projects
Defined roles and responsibilities
dont care about job title, but the role and your responsibilities so you can do you own work. involve right people in right tasks
manage by stages
cannot move forward without the approval of project board.
manage by exceptions
End of the week, Friday all coming over to my house. Weather is bad meant to arrive at 4pm. Due to weather you are due to arrive at 5pm. You agree its exception. This is managed by exception.
The team manager will raise a issue, such as the weather with the project manager they will then raise it up to the decide on exception and what it is blowing out the tolerance on. E.g Time, cost quality, scope risk and benefit
People working within the project should be given the right authority to manage for exceptions
Tailor to suit the project.
Can tailor the ways of Prince 2 working to suit a project. Such as risk, size, capability
products in project managment
A holiday
- Product 1 - Choosing where to go
- Product 2 - decide where to go
2.1 decide number of beds
2.2 outline any accessibility needs
2.3 book online
- Product 3 Trips
3.1 Hire surf boards
3.2 Book tickets to zoo
WBS
Work breakdown structure
PPD
Project Product Description
Customer quality expectations and acceptance criteria for end product of project - end goal of project
focus on products
prince 2 projects focus on project definition and quality
Theme - Business case
A record of business justification, desirable, viable or achievable? IS this project a viable investment proposition? Will this be of benefit to the organization or business? IF no you will need to prematurely close the project.
Theme - Organization
Need to know the roles and responsibilities of the whole team. Define and establish the project structure
Theme - Quality
What are the quality requirements and measurements? define how the product is fit for purpose? There needs to be an acceptance criteria.
Theme - Plans
Steps required to develop all of these plans. The purpose of this is the verity the products being produced are matching the needs. Where by how and whom and how much. Answer a lot of questions.
Theme - Risk
effectively identify and the risks and opportunity’s that could impack the project
Theme - Change
How we will act and access changes on the project
Theme - Progress
Montioring and comparing the progress against the plan. Such as time, cost, quality, schope, benefits and risk
Processes
Starting up project
Directing project
Initiating project
controlling the stages
managing product delivery
managing stage boundaries
closing a project
Characteristics of a project that distinguish project work from business as usual:..
- Change Projects are the means by which we introduce change.
- Temporary As the definition of a project states, projects are temporary in nature.
- Cross-functional A project involves a team of people with different skills working together (on a
temporary basis) to introduce a change that will impact others outside the team. - Unique Every project is unique.
Director - Can be Senior user and Project Executive but cannot be Senior Supplier
Senior supplier cannot be project exec or Senior user
pre-project and post project are not part of…
the project lifecycle
The project lifecycle is
initiation stage
subsequent delivery stage (s)
Final delivery stage
S.U
Starting up
D.P
Directing Project
I.P
Initiating Project
C.P
Closing project
A exception is
Breaching a tolerance, time, scope, budget…
What to do in Starting up stage
High level research
create project brief
create OBC (outline business case)
Firm foundations
-Viable
-Worthwhile
Management products
- Daily Log
- Lessons log
L.S.P - Initiation, Stage Plan
Initiation Plan
Detailed research
Solid foundations
PID
Managment approaches
Project Plan
(Detailed business case)
Managment products
0 Risk register
Issue register
Quality register
Next stage plan
Managment products
Baselines
- Business Case
- Project brief
- Project initiation brief
- Project product description
Reports
- Checkpoint report
- Highlight report
- Time report
Records
- Issue, risk, quality and change registers
- Daily reports and progress
The project board consists of the following roles
Executive
Senior User (s)
Senior Supplier (s)
Typical Agile Behaviors
- Behing Collaborative
- self-organizing
- customer focused
- empowered
- Trusting
- Not blaming
Typical Agile Concepts
- Prioritising what is delivered
working iteratively and incrementally - not delivering everything
- time focaused
- insect and adapt
- Kaizen, limiting work in progress
Typical Agile Techniques
Burn Charts
User Stories
Retrospectives
timeboxing
measuring flow
What is the rationale behind blending prince 2 and agile?
Blending PRINCE2 with Agile benefits teams with good governance and structure of PRINCE2 and the early delivery, value and flexibility associated with Agile1.
The different Key stakeholders responsible for Prince2 Agile
Stakeholders are anybody who perceives themselves to be effected by the outcome of a project. So Internal and external.
In an agile approach time and cost are…
Fixed.
PID
Project Initiation Documentation (pre-project stage)
The process model
- Pree-project and institution stage
- Subsequent delivery stages
- Final delivery Stage
To cross these boundries we always refer to the DP. Directing project.
Pre project and initiation
Plan monitor and control.
Project level planning focuses on set of features and intended releases.
planning and estimating is a team performance.
stage planning together with the customers focus on needs and benefits..
Pre project and initiation
Behavior
SElf organise empowered teams
collabortive creation of the PID in a workshop
Define the use of specific approuches such as kanban and Scrum
Processes
Define a minimum viable produce MVP
The project mandate cam be a product roadmap.
Final Delivery Stage
Plan Monitor and Control
Check PID against what was delivered
Project Initiation Documentation (pre-project stage)
Final delivery stage
Behavior
any differences between delivered and originally planned products are discussing during the project and shouldn’t be a Suprise now.
Most producst are already delivered to the customer
the value of archiving and tidying up is know and done during the poroject
the last archiving should nbe done now
Context of 6 tolerances
flex what is delivered with
- zero tolerance on time and cost on all levels of plans
prioritize the quality criteria
-zero tolerance for the cusotmers quality expectations and acceptance criteria that are essential
prioritise the scope
- zero tolerance on must products
prioritize the benefits
- zero tolerance on the minimum viability in the business case
MVP - Minimum viable product
MVP
minimum viable product (MVP)
In a PRINCE2 Agile context the term MVP broadly aligns with the Lean Startup view that it is a ‘version of
the final product which allows the maximum amount of validated learning with the least effort’. This should
not be confused with the viability of the project as a whole. Typically, an MVP would be delivered as early as
possible during the project.
It is important to note that an MVP is about learning and may not go into operational use; it may be in the
form of a simple experiment or prototype
Plan-Do-Check-Act (PDCA)
A four-stage cycle for process management, attributed to Edward Deming. Plan-Do-Check-Act is also called
the Deming Cycle. Plan – design or revise processes that support the IT services; Do – implement the plan
and manage the processes; Check – measure the processes and IT services, compare with objectives and
produce reports; Act – plan and implement changes to improve the processes.
RACI
A widely used technique to define who is responsible for what on a project, or with a process. RACI typically
stands for (who is) ‘responsible, accountable, consulted and informed’ with respect to certain deliverables or
steps in a process. There are many variations of RACI that can be used instead
risk management strategy
Describes the goals of applying risk management to the activity, the process that will be adopted, the roles
and responsibilities, risk thresholds, the timing of risk management interventions, the deliverables, the tools
and techniques that will be used, and the reporting requirements. It may also describe how the process will
be coordinated with other management activities.
spike/spiking
A temporary piece of work used to understand more about a given situation. It may take the form of a
prototype or some research and is often used to reduce uncertainty from a technical or customer viewpoint.
Experiments are similar.
The six aspects of project performance to be managed
- Costs The degree of permissible overspend or underspend against an agreed budget.
- Timescales The degree to which a project is permitted to deliver later or earlier than an agreed
target completion date. - Quality How much something can vary from agreed quality criteria.
- Scope Permissible variation of the plan’s products.
- Benefits The degree to which it is permissible to under-deliver or over-deliver benefits (realized
or estimated). - Risk Limits on the plan’s aggregated risks.
- PRINCE2 principles: The principles are the guiding obligations and good practices which
determine whether the project is genuinely being managed using PRINCE2 business case:
- continued business justification
- learn from experience
- defined roles and responsibilities
- manage by stages
- manage by exception
- focus on products
- tailor to suit the project.
- PRINCE2 themes: The themes describe aspects of project management that must be
addressed continually and in parallel throughout the project.
- organization
- quality
- plans
- risk
- change
- progress.
- PRINCE2 processes: The seven processes describe a progression from the pre-project activity
of getting started, through the stages of the project life cycle, to the final act of project closure:
- starting up a project
- directing a project
- initiating a project
- controlling a project
- managing product delivery
- managing a stage boundary
- closing a project.
- The project environment.
Organizations often want a consistent approach to managing projects and tailor
PRINCE2 to create their own project management method.
