Principles, Themes, Processes Flashcards
What is embedding?
How can embedding be incorporated into organisations?
What is tailoring?
What should be tailored in organisations?
Tailoring
Embedding Prince2 into your organisation
- a general procedure - changing the way people work (look at current situation and what’s needed for the future)
- understand level of resistance to change (some people may not like it -> increase morale)
- develop capabilities to meet the organisations needs
- assess how to implement the approach daily (hard or slowly)
- track the progress at all levels
- build and sustain maturity (at a steady pace)
Tailoring
Ensure tailoring is applied so PM teams are not burdened (using appropriate governance)
What should be tailored?
- processes - IP and CS can be combined
- themes - all themes have to be applied (can tailor extent applied)
- roles - can be combined or split (PM and TM)
- mgt products - can be combined and any format for records, reports can be used
- terminology
How could Prince2 benefit your organisation?
What are the complexity levels of projects?
Tailoring
Looking at how Prince2 will benefit your organisation
- understand drivers (why organisation wants this)
- decide who to involve (in-house training? outsource specialists?)
- maturity assessment (understand current state of organisation to decide which direction to go in the future)
- understand terminology and tailor processes and themes to be applied to your organisation
-> Then manage the methodology
Creating guidlines and rules:
- limit the extent project management method can be tailored
- ensure everyone understands their roles (who can authorise?)
- understand how much tailoring is needed/involved in your project
Rate the complexity of projects (define what is “just enough” to gain project success within limits):
- programme (project part of a programme
- daunting project (project not familiar in)
- normal project
- simple project (minimal usage)
- task (does not require much effort)
Complexity determined internally and what needs to be achieved
What are the 5 activities?
Closing a project
5 activities
1. Prepare planned closure:
- project plan is now completed/PID updated
- product status account CIR has been completed
- Prepare premature closure (understand why):
- update all registers/PID updated
- create additional work estimates (can revisit project at a later date) - hand over project products (follow governance):
- obtain acceptance record (know customer is happy)
- follow on action recommendations
- update CIR (customers now owners of products)
- update benefits mgt approach (hand to others in the future) - Evaluate the project
- update all registers/update PID and add into end project report
- lessons report evaluated - Recommend project closure
- close all registers, daily log and lessons log
- produce draft closure notification (all stakeholders informed of project closure)
- closure recommendation (PB authorises formal close)
What is the purpose?
How can closing a project be tailored?
Closing a project
Purpose:
Provide a fixed point where acceptance for the projects products is confirmed, objectives in the PID have been achieved and the project has nothing more to contribute
Closing a stage starts from:
-> controlling a stage (everything completed)
-> directing a project (premature closure)
Tailoring:
- multiple project reports can be combined
- roles can be delegated to other accordingly
- senior user can track post project benefits reviews
What are the 6 activities?
Managing a stage boundary
6 activities
1. Plan the next mgt stage (plans theme NUDES OUTSIDE)
- update the PID
- create the next stage plan
- update CIR and all registers
- Update the project plan (part of PID)
- update all registers (if something has changed) - Update business case (part of PID)
- confirm there is still justification to continue
- update all registers and benefits mgt approach - Report the mgt stage end
- create end stage report (what achieved in the current stage)
- create lessons report
- create follow on recommendations doc (reviews any potential new ideas) - End stage report
- PMs report
- review business case, objectives and team performance
- review products (quality, off-specification, approval records) - Produce exception plan (when PB authorises)
-> no longer continue = premature close
-> continue = next stage plan and update all registers and PID
Exception reports replace the current stage plan
What is the purpose?
How can managing a stage boundary be tailored?
Managing a stage boundary
Purpose:
PM can provide PB with info to:
- review success of the current stage
- approve the next stage plan
- review updated stage plan
- confirm continued business justification
2 entry points into SB
-> initiating a project (gained approval from PB)
-> controlling a stage (update docs for next stage)
Tailoring (small project):
- stage plans can be included in the project plan
- team plans can be produced alongside stage plans
- if only a 2 stage project - stage reports are not needed
- PM can delegate roles to others that have specialised knowledge
What is the purpose?
What are the 3 stage activities?
How can managing product delivery be tailored?
Managing product delivery
Purpose:
TM develops and quality checks products specified in the WP
3 stage activities:
- Accept a WP:
- once WP is accepted, team plan is created
- review and update quality and risk register
- approve WP from PM (tolerance and budget) - Execute WP (authority passed to TM):
- Create the specialist products and ensure all quality checks are taken
- create and send the checkpoint report for PM on progress from TM - PM decides what they want feedback on
- update configuration item record and all other registers if required
- update team plan - Deliver a WP (back to PM):
- ensure WP has been completed and all docs/registers/team plans are updated
Once 3 stages have been completed, TM is ready to start the next if required
Tailoring:
- team plans (combine with stage plan if needed)
- checkpoint reports (format/frequency/(in)formal)
What are the 7 stage activities? (detailed)
Controlling a stage
- Authorise WP (get authorisation from PB first)
* PM tells TM what needs to be done (can delegate to multiple)
* TM tells PM if any issues with WP
* update registers of any changes - any issues are raised by PM to PB - Review the WP status
* how well is the WP proceeding (checkpoint report)
* ensure quality register is regularly updated
* stage plans are up to date - Received completed WP from TM
* quality register/checks are completed
* products are signed off by necessary person
* update stage plans - get status - Review the mgt stage status
* monitor progress (if next stage upcoming then needs assessing) (release next WP is required)
* review any lessons
* update PB (highlight report) and all stakeholders - reviewed by PA
Highlight report - time driven document updating PB from PM about how a stage is performing (received in DP and recorded in comms mgt approach) - Capture and examine issues/risks
* must be recorded in a register
* address severity/implications (if needed move to 6.) - Escalate issues/risks
* if forecast to / exceeded -> exception report -> to PB (formal/informal) - Take corrective action
* review all documents and update
* take action internally (if not raise exception) so stage remains in tolerance
* update configuration item record, issue register, investigation records
What is the purpose?
What are the 7 stage activities?
Controlling a stage
Purpose:
assign work, monitor, deal with issues/risks, report progress and take any corrective actions (all within tolerance)
7 stage activities
A TREETOP Authorise moniTor Review rEport dEal acTiOn Prepare
1. authorise the WP (agreement between PM and TM)
2. monitor work (checkpoint report)
3. review work (delegate where required)
4. report back to PB (highlight report)
5. deal with any issues
6. take necessary actions
7. prepare for the nxt stage/project closure
What are the project controls?
How do you create a project plan and what must the PID contain (7)?
Initiating a project
Project controls are the governance/rules/regulations
e.g. - project stages, tolerances, internal proceesses, tools, standards, general governance/legal
Project plan:
- understand the time/budget/resources needed
- refine the business case (detailed) - when justification is established
- helps to manage stages (start to end)
Assemble PID (Project Initiation Document) (to PB):
- contains all info about the project
- must have:
PARASITIC aPproach tAiloRing plAn caSe brIef definiTIon Control
1. 4 mgt approaches and project approach (PID updated at each SB)
2. tailoring
3. project plan
4. detailed business case
5. project brief
6. project definition
7. project controls
What are the 4 mgt approaches in IP?
What are the 3 registers used in IP?
Initiating a project
Mgt (themes) approaches (all done by PM):
1. Risk mgt approach - how we manage risk
2. Change control approach - process if customer wants change
3. Quality mgt approach - how we manage quality
4. Communication mgt approach - how we use comms internally/externally (who? what? where? when? why?)
3 Registers (logs):
1. Risk register - all risk go into doc (living doc) - can be set up by PS
2. Issue register - document all changes/issues (Configuration item record)
3. Quality register - individual product mgt - updated regularly by TM
What is the purpose?
How would you tailor the IP process?
Initiating a project
Purpose:
- establish solid foundations and understand what needs to be done to deliver product
- all parties need to understand what to achieve/responsibilities
- first stage in Prince2 (can be combined with controlling a stage) - during long stages
Tailoring:
- agree the tailoring requirements - PID
- recognise internal/external factors
- gain approval from PB but PM responsible for all mgt products - can delegate to PS
What is the purpose?
What are the 5 activities?
Directing a project
Purpose:
Enable PB to be accountable for the success of the project but making decisions, delegating and controlling
5 activities:
1. Authorising Initiation: review the projct brief and initiation stage plan
2. Authorise the Project: review the PID and benefits mgt approach
3. Authorise a Stage/Exception Plan: review PID -> end stage report -> next stage plan
4. GiveAd Hoc Direction: any expections - can delegate - at the end of the final stage (may be part time)
5. Authorise Project Closure: checklist of all prdoucts delivered (only done my executive NOT PM)
Tailoring: can be as formal/informal as required
What is the purpose?
What are the mgt products for starting up a project?
Starting up a project
Purpose:
Prerequisites in place for initiating a project (viabile? worthwhile?)
- Start up is triggered by a mandate (formal/informal) from CEO
- CEO appoints an executive and PM
Mgt products:
- Daily Log: by PM (informal issues, risks logged)
- Lessons Log: capture previous lessons (good/bad)
- Design and appoint mgt team: create a structure
are then appointed by the executive
- Prepare outline Business Case: just enough detail to see if worth continuing
- Project Product Description: what project will deliver, acceptance from senior user, produced by PM
- Project Approach: internal/outsource the skills
- Project Definition: what the project needs to achieve
- Project Brief: all docs to present to PB
- Stage Plan: plan initiation stage - enough info for PB to authorise
Tailoring: MUST have at least project brief and project product description
What are the 7 project processes?
Mandate
1. Starting up a project (determine viability)
2. Directing a project (PB authorisation)
3. Initiating a project (create solid foundations)
4. Manage a stage boundary (update docs and show justification to continue)
5. Controlling a stage (issue work package to TM)
6. Managing product delivery (work is being completed)
7. Closing a project (tying up loose ends and close project)
What are the key responsibilites?
Progress Theme
CEO (project level tolerance):
- in the mandate
Executive (stage level tolerance):
- makes stage/exception decisions
Senior user/supplier:
- ensure progress is consistent
PM (WP tolerance):
- authorise the WP, monitor stage progress
- create the exception report
- produce highlight reports for PB
TM:
- agree WP
- can only raise an expection, not create report
- create checkpoint report for PM
What are progress controls?
What is the management by exception principle?
Progress Theme
Progress controls (delegate mgt from one level to below):
- each stage is review/approved before moving to the next
- time driven reporting (time stamped):
1. checkpoint report - from PM to PB
2. highlight report - from TM to PM
- event driven reporting (driven by events):
1. issue a work package
2. exception report
3. end stage report
4. end project report
- raise any exceptions if needed (only work at your level)
Manage by exception (if forcecast to exceed - create exception report):
- delegate authority from one mgt level to the next by tolerances/control
- escalate exceptions where required
- remove burden from seniors to imprve efficiency
What is the purpose?
What are the progress theme requirements?
What are the mgt products and control?
Progress Theme
Purpose:
Monitor and compare the actual achievement against the planned (forecast continued viabilty) and control any deviations/tolerances
Requirements:
- define the approach of controlling progress in the PID
- manage by stages/exception (set tolerances)
- review the business justification
- review lessons learnt
Mgt products and control:
- baselines - plans to help control (all plans)
- reporting progress - (all reports)
- reviewing progress - business justification (all registers)
- raising exceptions (only done by PM) - in all plans
