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
What are the key responsibilites?
Change Theme
Executive:
- determines change authority and budget
- makes decisions on escalated issues
PM:
- creates and manage the change control approach/issue register
- implement actions from issues/escalated issues
TM:
- implement any actions set by PM
PS:
- supports the PM and TM
- maintains the docs (issue register)
What is the issue and change procedure?
What is the issue report?
Change Theme
issue and change procedure:
ASPECT cApture aSsess Propose dECide implemenT
- Capture - the request for change (issue register/daily log)
- Assess - impact on the project (plan/budget)
- Propose - options you have (recommended)
- Decide - what to do? (locally or raise exception)
- Implement - make happen (with money) or raise to PB (no money)
Issue report:
- indepth investigation of the issue
- person with the best knowledge deals with the investigation on how to proceed
- get it sorted OR further investigate OR drop issue
If not enough money - escalate (issue/exception report) to PB by PM if forecast to/exceeded tolerance
What is the change control approach?
What is the issue register?
What is the change budget?
Change Theme
change control approach (how changes handled):
- define how baselines are maintained, monitored and controlled by the PM for PB to approve
- maintain issue register/daily log
- ensure issues are managed throughout (lessons)
- roles/responsibilities (who?) intro/procedures/tools & techniques (what?) records (where?) recording (when?) scales/severity (why?)
Must have 2 documents - change control approach and one of issue register/daily log
Issue register:
- capture any issues formally (daily log if informal)
- who? what? where? when? why?
Change budget (optional - PB):
- part of the project budget and agreed by senior user/supplier
- controlled by the change authority
- can reduce the number of exceptions - no need to escalate
- provides better estimates of timescales
What is the purpose?
What are the 3 types of issues?
What is the baseline for the change theme?
Change Theme
Purpose:
identify change requests, assess, control and take any necessary actions
not prevent change, assess change
Issues:
All changes start as an issue (not planned but action is needed)
- Request for change (assess severity/impact)
- Off specification (customer may like different product, if decide to keep = concession)
- Problem/concern (could result in a problem e.g. delays)
Baseline: (Configuration item record CIR)
- products are frozen in time and given a version number
- if new products created - version number is increased and tracked
- CIR can be added to highlight reports (product status account) to the PB
What are the key planning responsibilities?
Plans Theme
Executive:
- approve the project/stage/exception/team plan
Senior user/supplier:
- ensure plans are consistent
- supply any resources
PM:
- creates the project/stage/exception
TM: (supported by PS)
- create the team plan
What are the 6 planning approach stages?
Plans Theme
-
Design the plan
* format and presentation - who? what? where? when? why? - consistency/fit or purpose
* delivery approach (timescales/may overlap) - break the project into mgt stages -
Defining and analysing product product-based planning (understand product / breakdown and focus)
-> write the project product description (project plan only)
-> create product breakdown structure (in all plans)
-> write product description (in all plans) - by PM, TM, PS
-> create products flow diagram (all plans) - show end result -
Identify activities and dependencies
-> what actions needed to perform activities (lists/breakdown structure)
-> one activity depends on another (dependency)
- internal (internal to the project)
- external (internal and external to the project)
- > prepare estimates (how long will take?) - ensure estimates are regularly updated/challenged for accuracy -
Preparing the schedule always need justification
-> in a timeline (excel doc/gant)
-> roles/responsiiblities (who?) -
Documenting the plan
-> narratives/needs to be user friendly
-> any tolerances?
-> analyse risks (if plans change, so do risks) (living doc)
What are the plan headings?
Plans Theme
NUDES descriptioN prereqUisites Dependencies dElivery aSsumptions
OUTSIDE lessOns bUdget Tolerance deScriptIon scheDulE
- plan description - what it is
- plan prerequisites - have to be in place to exceed
- external dependencies - what external resources needed
- delivery approaches - how?
- planning assumptions- does anything need to be in place
- lessons - past/present
- budget - change/risk budget
- tolerance - what can affect you?
- product description - what are you delivering?
- schedule - how will the plan be managed?
What are the requirements of a plan?
Plans Theme
INTERPOL busINess Two projEct pRoduct-based excePtion rOles Lessons
- enable business case to be realised
- must have at least 2 mgt stages
- product the project plan
- product-based planning-> whih products needed
- managing exception plans
- define roles and responsibilites
- lessons learnt
What is the purpose?
What are the 3 types of plans?
What documents are created?
Plans Theme
Purpose:
Facilitate the communication and control by delivering the means of deliverying the project
who? what? where? when? why?
3 types of plans
1. Project plan (high level) - overview of start to end, lacks detail
2. Stage plan/exception plan - subset of project plan (breakdown, detailed) only produced as/when required
* Stage plans are created towards the end of a stage, ready for the next stage! (Planning horizon - can’t plan too ahead)
3. Team plan (optional) - breakdown of stage plan
- created by the TM
- Work package - created by the PM - relevant to the creation of products and the work required - TM uses work package to create team plan
Documents
* product-based planning (plans - stage/exception)
* product description
* project product description
- As project develops - documents NEED to be regularly updated / resources are available when said
What are the quality themes key responsibilites?
Quality Theme
Executive:
* approve the product description, quality mgt approach
* confirm acceptance of final product and closure
Senior User:
* provide customer quality expectations, criteria description of products and resources
Senior Supplier:
* quality methods and tools meet quality level
PM:
* document everything (quality register)
* prepare descriptions
TM:
* responsible for quality checking, assemble quality records, specialise on product production (managing product delivery)
* advise PM of any issues and provide updates (checkpoint report)
PA:
* review and provide support
PS:
* reporting/recording
* supporting PM
How can we improve the quality review technique?
What are the quality review benefits (roles)?
Quality Theme
How can we improve the quality review technique?
- build team spirit (morale) - team can offer improvements which creates a culture of quality
Quality review benefits (roles)
- chair person - impartial / no conflict of interest
- reviewer - chief testers (users)
- presenter - run through products (step-by-step)
- administrator - capture data/share meetings agenda
If a small team - can combine chair person and reviewer / presenter and administrator
What is the quality review technique?
Definition: what was produced vs what was planned to be produced
- Preparation - all key parties have something to check and give resources that reviewer can test as required
* Prep for quality review
* distribute product description/questionnaires for feedback
* review the product
* generate questions from review and identify any errors/issues to presenter
* send back to chair persom tp collate data and review comments - Review meeting - presenter can run through what should be achieved and what has been
* mentioned by chair person -> passed to presenter -> admin can advise next steps/concerns -> chair person can look for
quality review result
- complete: fit for purpose
- conditional: extra work to complete
- incomplete: not fit for purpose (re-evaluate and inform all parties).
- concession: something off specification that customer likes - can be accepted in review follow up - Review follow up - not everything may be signed off, may need to tie up any loose ends then gain sign off
* conditional / incomplete require a review follow up until corrected and signed off
* update quality register and inform all stakeholders
if no sign off is provided - raise an issue with PM - PM decides what to do next
What is the Quality Audit Trail?
Quality Theme
From the customer -> customer quality expecctation, acceptance criteria goes into project product description
From the project -> product based planning (breakdown project product description into product description
From product description -> get quality components - criteria, method, responsibilities
criteria -> into review techniques (how to check quality, acceptance record documentation and approve by meeting required quality
What is the quality mgt approach?
What are the quality requirements?
What is the quality register?
Quality Theme
Quality mgt approach PCA
Completed - PM / Reviewed: PA / Approved: PB
1. Quality Planning - define, criteria, method, resources, mgt
2. Quality Control - inspection of products#
3. Quality Assurance - external auditors ensuring quality mgt is appropriate - can sometimes be used for project assurance
Quality assurance can be used for quality and project assurance. Project assurance can be used for project ONLY.
Quality requirements
- Define quality mgt approach (how quality will be achieved)
- Quality register for the audit trail
- Specify quality approach and acceptance criteria for customers and their expectations
- Review any lessons
Quality Register
a document to record quality of products - can be edited and must be updated
used by TM
What is the purpose?
What are the quality definitions?
Quality Theme
Purpose:
Define and implement that product is “fit for purpose”
Quality must be STATED not IMPLIED
Quality definitions
* Quality: product/service fits predetermined requirements
- Quality mgt: activities to control quality is met (quality mgt approach/quality register)
- Customer quality expectations: quality expected from project product description
- Acceptance criteria: prioritised list of what product must meet/what the customer will accept
- Quality criteria: description of quality spec that the project must meet/inspection of final product
- Project product description (high level) (project level tolerance): overview of product e.g. a rangey / who is responsible?
- Product description (low level): more detailed about individual components e.g. engine, wheels / how we test quality / who is responsible
- Project product description and product description can be passed to TM to document as they have the specialised knowledge
What are the different roles?
Organisation Theme
CEO:
* provide the mandate
PB (executive, senior user, senior supplier) (large change):
* makes decisions and authorises for PM
* determine level of comms internal/external
* accountable for business/user/supplier assurance (can be delegated)
1. Executive (can only be 1) - appointed by CEO, accountable for success, secure funds
2. Senior user (can be many) - define scope, accountable for user benefits, user resources
3. Senior Supplier (can be many) - delivering the products, provide supplier resources, accountable for quality of supplier products
project approach: in house/outsource manu
PA (independant):
* may be part time
* auditors/compliance acceptance
* outsourced (PWC)
PM (can only be 1) (minor/small change):
* day to day mgt on behalf of PB
* manages the TM/PS
* can also take the role of TM
TM:
* ensure production of products
* take direction from/reports to PM
PS:
* help with admin
* reports to the PM and TM
Change Authority (medium change):
* can authorise/deal with change without escalating to PB if PM unauthorised to action
What is the purpose?
Who are the project interests?
What are the levels of mgt?
What are the mgt products?
Organisation Theme
What is the purpose?
define roles and establish structure of accountability and responsiblities
Project Interests:
executive (business) - instigators
user - user benefits/products
supplier - who makes/provides resources
stakeholders - anyone that is affected by the output of the project
Levels of mgt:
CEO - authorise project
project board (directing) - overall direction/accountable for success
PM (managing) - day-to-day activities
TM (delivering) - product delivery
What are the mgt products?
Project Initiation Documentation (PID) - structure of roles/responsibilities
Communication mgt approach - a living document reviews the means of comms with stakeholders - recorded in PID
What are the key responsibilites?
Risk Theme
Executive: risk mgt approach is appropriate, BC risks are assessed and controlled
PM: creates risk mgt approach and risk register/ensure risks are identified, assessed and controlled throughout
TM: help PM with the identifing, assessmen and controlling of risks - specialist knowledge
Senior User/Supplier: user/supplier risks are identified
What is the risk mgt procedure?
Risk Theme
Identify
context is essential - determines the type of risk
1. Cause - (root/trigger) (what? e.g. new software)
2. Event - describes the risk (e.g. someone could break in)
3. Effect - impact/consequences (e.g. data stolen)
BUT could lead to opportunities (e.g. complete IT overhaul)
Assess
estimate (probability/impact/proximity PIP) and evaluate (effect of overall risk recorded in risk register)
Plan
risk response dealing with threat/opportunity - never spend more than benefit VFM
risk response options: fight or flight
fight: reduce, exploit, enhance, share, prepare contingent, inherent
flight: avoid, transfer, accept
residual risk - what’s left after? - secondary risk (other effects)
Implement
necessary action from assess (above)
risk owner - manage, monitor and control everything (can only be 1)
risk actionee - action on behalf of the risk owner (can be many)
Communicate
comms needed at every stage
reporting: checkpoint, highlight, end stage, end project, exception report -> lessons report
What is the Risk Mgt Approach?
What is the Risk Register?
What is the Risk Budget?
Risk Theme
What is the Risk Mgt Approach?
- a document of how risk will be applied (needs authorisation from PB)
- Roles and responsibilities (who?)
- Risk categories, tools and techniques (what?)
- Records (where?)
- Reporting (when?)
- Early warning indicators (why?)
- Tolerance and budgets
What is the Risk Register?
- record and track individual risks (help from PA and PB)
- PM updates and controls
- risk always stays in the register, never removed
What is the Risk Budget?
optional sum of money for threats/opportunities
risk mgt approach can be added to amount specified in business case
What is the purpose?
What is risk mgt?
Risk Theme
Purpose: Identify, assess and control uncertainty in a project
- is both threats and opportunities
- probability impact (probability of event, magnitude of impact)
- prioritise risk that is closer in proximity
Risk mgt: identify, asses, plan, implement
Risk ATE - appetite, tolerance, exposure (ALWAYS EVOLVING)
What are the key responsibilites?
Business Case Theme
Executive: owns the business case, accountable for Benefits Mgt Approach sometimes
Senior User: accountable for outcomes and desired benefits
Senior Supplier: accountable for supplier business case
Project Manager: prepares business case and Benefits Mgt Approach
Project Support: supports the project manager and keeps documents up to date
What is the Benefits Management Approach?
Business Case Theme
- Created by the PM
- Track all benefits to achieve max potential:
1. scope
2. who is accountable?
3. what mgt actions required for benefits?
4. how to measure achievement?
5. how can we improve? (baseline)
6. how will the final product be reviewed?
What are the 4 key headings?
Business Case Theme
- Develop - outline BC in SU and IP, refined in CP
- Verify - still justified in SB? - continuous
- Maintain - control tolerances in CS
- Confirm - delivering product
DVMC
What should be included in the Business Case theme?
Business Case Theme
ACONNECTS Appraisal exeCutive reasOns optioNs beNefits disbEnefits timesCales cosT riSks
- Investment Appraisal (what justification creates best appraisal)
- Executive summary (overview of project, high level)
- Reason (why needed in the first place)
- Business Options (do nothing/do something)
- Expected benefits (measurable)
- Expected disbenefits (usually result of benefit e.g. morale)
- Timescales (start to finish, benefit realisations)
- Cost (mgt, supplier, material and internal cost)
- Major risks (is it worth continuing? funding? suppliers?)
What is the purpose and requirements?
Business Case Theme
Purpose:
Essential part of the project, representing justification, viability, achievability and desirability.
NO JUSTIFICATION = NO PROJECT
Output (e.g. invoices) -> Outcome (what achieving? e.g. 20% increase) -> Benefit (e.g. an increase) (could also be Disbenefit (loss of jobs due to autonomy))
Requirements:
- Recognise justification continually
- Recognise documentation
- Roles and responisiblities are recognised by business case
What are the seven Themes?
- Business Case - justification, viable, achievable, desirable, Benefits Management Approach (Continued Business Justification Principle)
- Organisation - stakeholders, roles, responsibilities and accountabilities
- Quality - “fit for purpose”
- Plans - element of control (signing off next stages)
- Change - understand what is required? (inevitable)
- Risk - how to control a problem/concern (inevitable)
- Progress - how is the project progressing, reporting
What are the seven Principles?
- Continued Business Justification - reasons why you are starting the project in the first place
- Learn From Experience - learning from previous projects both good and bad
- Defined Roles and Responisiblities - who is doing what
- Manage by Stages - breakdown the plan (project, stage, exception, team)
- Manage by Exception - tolerances (time, cost, quality, risk, scope, benefits)
- Focus on Products - “fit for purpose”
- Tailor to Suit the Project - applying ALL themes, principles and processes to your own project
