Processes Flashcards
Purpose: to ensure that the prerequisites for initiating a project are in place by answering the question: do we have a viable and worthwhile project?
Starting Up a Project
Starting Up a Project Objectives
There is a business justification for initiating the project (documented in an outline business case)
All the necessary authorities exist for initiating the project
Sufficient information is available to define and confirm the scope of the project (in the form of a project brief)
The various ways the project can be delivered are evaluated and a project approach selected
Individuals are appointed who will undertake the work required in project initiation and/or will take significant project management roles in the project
The work required for project initiation is planned (documented in a stage plan)
Time is not wasted initiating a project based on unsound assumptions regarding the project’s scope, timescales, acceptance criteria, and constraints.
Starting Up a Project Activities
Appoint the executive and the project manager
Capture previous lessons
Design and appoint the project management team
Prepare the outline business case
Select the project approach and assemble the project brief
Plan the initiation stage
Directing a Project Objectives
To ensure that…
There is authority to initiate the project
There is authority to deliver the project product
Management direction and control are provided throughout the project’s life
The project remains viable
Corporate, programme management, or the customer has an interface to the project
There is authority to close the project
Plans for realising the post-project benefits are managed and reviewed.
Directing a Project Context
Starts on completion of the Starting Up a Project process and is triggered by the Request to Initiate a Project.
Starting Up a Project Context
Triggered by the project mandate.
Directing a Project Activities
Authorise initiation Authorise the project Authorise a stage or exception plan Give ad hoc direction Authorise project closure
Purpose: to establish solid foundations for the project, enabling the organisation to understand the work that needs to be done to deliver the project product before committing to a significant spend.
Initiating a Project Process
Initiating a Project Process Objectives
To ensure that there is a common understanding of…
The reasons for doing the project, the benefits expected, and the associated risks
The scope of what is to be done and the products to be delivered
How and when the project product will be delivered and at what cost
Who is to be involved in the project decision-making
How the quality required will be achieved
How baselines will be established and controlled
How risks, issues, and changes will be identified, assessed, and controlled
How progress will be monitored and controlled
Who needs information, in what format, and at what time
How the corporate, programme management, or customer method will be tailored to suit the project
Initiating a Project Process Context
enables the project board, via the Directing a Project process, to decide whether or not the project is sufficiently aligned with corporate, programme management, or customer objectives to authorise its continuation. Fully understand how objectives will be achieved.
Initiating a Project Process Activities
Agree the tailoring requirements Prepare the risk management approach Prepare the change control approach Prepare the quality management approach Prepare the communication management approach Set up the project controls Create the project plan Prepare the benefits management approach Assemble the project initiation documentation
Purpose: to assign work to be done, monitor such work, deal with issues, report progress to the project board, and take corrective actions to ensure that the management stage remains within tolerance.
Controlling a Stage process
Controlling a Stage process Objectives
To ensure that…
Attention is focused on delivery of the management stage’s products. Any movement away from the direction and products agreed at the start of the management stage is monitored to avoid uncontrolled change and loss of focus.
Risks and issues are kept under control
The business case is kept under review
The agreed products for the management stage are delivered to stated quality standards, within cost, effort, and time agreed, and ultimately in support of the achievement of the defined benefits.
The project management team is focused on delivery within the tolerances laid down.
Controlling a Stage process Context
describes work of PM in handling the day-to-day management of the management stage. Used for each delivery stage.
Controlling a Stage process Activities
Work packages
Authorise a work package
Review work package status
Receive completed work packages
Monitoring and reporting
Review the management stage status
Report highlights
Issues and risks
Capture and assess issues and risks
Escalate issues and risks
Take corrective action
Three types of CS activities
Work packages, monitoring and reporting, issues and risks
Purpose: to control the link between the PM and the team manager(s) by agreeing the requirements for acceptance, execution, and delivery.
Managing Product Delivery process
Managing Product Delivery process Objectives
To ensure that…
Work on products allocated to the team is authorised and agreed
Team managers, team members, and suppliers are clear as to what is to be produced and what is the expected effort, cost, or timescales
The planned products are delivered to expectations and within tolerance
Accurate progress information is provided to the PM at an agreed frequency to ensure that expectations are managed
Managing Product Delivery process Context
Views the project from the team manager’s perspectives (CS from the PM’s). Ensures that products are created and delivered by the team to the project.
Managing Product Delivery process Activities
Accept a work package
Execute a work package
Deliver a work package
Purpose: to enable 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
Managing a Stage Boundary process
Managing a Stage Boundary process
Assure the project board that all products in the stage plan for the current management stage have been completed and approved
Prepare the stage plan for the next management stage
Review and, if necessary, update the PID; in particular, the business case, project plan, project approaches, project management team structure and role descriptions
Provide the information needed for the project board to assess the continuing viability of the project
Record any information or lessons that can help later management stages of this project and/or other projects
Request authorisation to start the next management stage.
For exceptions:
Review and, if necessary, update the PID; in particular the customer’s quality expectations, project approaches and controls, and role descriptions
Provide the information needed for the project board to assess the continuing viability of the project
Prepare an exception plan as directed by the project board
Seek approval to replace the project plan or stage plan for the current management stage with the exception plan
Managing a Stage Boundary process Context
Continuing correct focus of the project should be confirmed at the end of each management stage.
Managing a Stage Boundary process Activities (PM-oriented)
Plan the next management stage Update the project plan Update the business case Report management stage end Produce an exception plan
Purpose: to provide a fixed point at which acceptance of the project product is confirmed, and to recognise 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.
Closing a Project Process
Closing a Project Process Objectives
Verify user acceptance of the project product
Ensure that the host site is able to support the products when the project is disbanded
Review the performance of the project against its baselines
Assess any benefits that have already been realised and update the benefits management approach to include any post-project benefit reviews
Ensure that provision has been made to address all open issues and risks, with follow-on action recommendations
Closing a Project Process Context
should be planned as part of the stage plan for the final management stage
Closing a Project Process
Prepare planned closure Prepare premature closure Hand over products Evaluate the project Recommend project closure
7 PRINCE2 Processes
Starting Up a Project, Initiating a Project, Directing a Project, Controlling a Stage, Managing Product Delivery, Managing Stage Boundary, Closing a Project
