Tailoring and adopting PRINCE2

Question 1

What does “Tailoring” mean in PRINCE2, and what is its goal and importance as a principle?

Answer 1

“Tailoring” in PRINCE2 is the adaptation of the methodology to the specific needs of a project, emphasizing efficiency and effectiveness in management. It is the seventh principle of PRINCE2, designed at providing an appropriate level of governance and control while maintaining an acceptable level of risk. This principle ensures that the project management approach is balanced, neither too burdensome for the team nor too permissive in terms of control.

Question 2

What are the two methods of tailoring in PRINCE2?

Answer 2

Tailoring directly from the PRINCE2 manual or adapting an organization’s PRINCE2-based project management method.

Question 3

How do organizations adopt PRINCE2?

Answer 3

By tailoring PRINCE2 to their needs, often creating their own PRINCE2-based method and then embedding it within their working processes.

Question 4

What does “Embedding” mean in PRINCE2?

Answer 4

Making PRINCE2 an integral part of a larger whole; adopting it as the corporate project management method.

Question 5

What elements of PRINCE2 can be tailored?

Answer 5

Processes, themes, roles, management products, and terminology.

Question 6

Why is tailoring important in PRINCE2?

Answer 6

It ensures the appropriate use of PRINCE2 in every project, guaranteeing the right amount of governance, planning, and control.

Question 7

How can processes be tailored in PRINCE2?

Answer 7

By combining or adapting processes, for example by adding or combining activities.

Question 8

How can themes be tailored in PRINCE2?

Answer 8

By applying themes using techniques appropriate to the project.

Question 9

How can roles be tailored in PRINCE2?

Answer 9

By combining or splitting roles, while maintaining accountability and avoiding conflicts of interest.

Question 10

How can management products be tailored in PRINCE2?

Answer 10

By combining or splitting management products into various documents or data sources.

Question 11

Is it possible to change terminology in PRINCE2?

Answer 11

Terminology can be modified to adapt to other standards or policies, if applied consistently.

Question 12

Is tailoring optional or mandatory in PRINCE2?

Answer 12

Tailoring is a mandatory principle in PRINCE2. If it is not considered, the organization is not correctly using PRINCE2.

Question 13

How does tailoring affect the project lifecycle in PRINCE2?

Answer 13

The project lifecycle can include as many management stages as necessary, but must contain at least two stages: the initiation and a delivery stage.

Question 14

What are some tips for tailoring in PRINCE2?

Answer 14

Ensure that tailoring adds value and check the impact on other components to ensure consistency.

Question 15

Who is responsible for identifying and documenting the level of tailoring in a PRINCE2 project?

Answer 15

The project manager is responsible for identifying and documenting the level of tailoring for the project.

Question 16

Where is tailoring documented in a PRINCE2 project?

Answer 16

Tailoring is documented as part of the Project Initiation Documentation (PID), which is reviewed by the appropriate stakeholders and approved by the project board.

Question 17

Who can provide advice to the project manager and the project board in the tailoring process in PRINCE2?

Answer 17

The project manager and the project board may be advised by project assurance, project support roles, or a centre of excellence (if one exists), to guide the tailoring process.

Question 18

When should information be added or modified in management products?

Answer 18

If the circumstances of the project require additional information, this should be added to the management product’s composition. Adjust the quality criteria to align with these changes.

Question 19

Who can suggest tailoring to the project manager?

Answer 19

Team managers may suggest to the project manager any tailoring that could help them manage their work packages more effectively.

Question 20

Why is it important to create a glossary of terms when adopting an organization’s terminology?

Answer 20

To provide commonly used alternatives and improve communication. Use defined terms consistently in all documents and communications.

Question 21

What are some external sources of influences on PRINCE2 customization?

Answer 21

External methods, standards, and practices; laws, regulations, health and safety, sustainability, environmental frameworks.

Question 22

What influences the customization of PRINCE2 within a project?

Answer 22

The nature of the project, the competence of the project team, contracts with customers or suppliers, specialist products, and related practices, the role of the project manager in integration.

Question 23

How can the immediate context of the project influence customization in PRINCE2?

Answer 23

It can provide processes, procedures, techniques, or approaches for the project manager, especially if the project is part of a program or portfolio.

Question 24

Why is a clear chain of accountability from higher-level management important in customization?

Answer 24

It ensures good governance and helps understand processes, procedures, techniques, or approaches provided by higher-level management.

Question 25

Is PRINCE2 customization guidance exhaustive?

Answer 25

The customization guidance is not exhaustive, and practitioners should consider the pros and cons, adhere to PRINCE2 principles, avoid increasing project risk, and document the reasons for customization choices.

Question 26

How is the complexity or scale of a project in PRINCE2 relative to the organization and context?

Answer 26

The complexity or scale of a project is considered relative to the organization and context. A “small” project in a large multinational enterprise may be more significant than a “large” project in a local company.

Question 27

What is the importance of thinking in terms of “simple” projects rather than “small” projects?

Answer 27

It is more helpful to think in terms of “simple” projects, as they are perceived as straightforward and of low risk by the organization.

Question 28

What are the key principles that simple projects in PRINCE2 must adhere to?

Answer 28

Simple projects must adhere to the seven PRINCE2 principles.

Question 29

How can the degree of formality for managing a simple project be adjusted?

Answer 29

The degree of formality for managing a simple project may be relaxed as long as the resultant risk is acceptable.

Question 30

Can you provide an example of customization in a simple project in PRINCE2?

Answer 30

In a simple project, the project mandate could be a brief email that includes the business need, expectations, costs, and initiation timelines. A project brief may not be required.

Question 31

What are some components included in the PID for a simple project?

Answer 31

The PID for a simple project can include the justification for the project, a basic project plan with several product descriptions, and the details of all the controls to be applied.

Question 32

How can risks, issues, lessons, and quality results be recorded in a simple project?

Answer 32

In a simple project, a daily log is used to record these elements.

Question 33

How is communication managed in a simple project??

Answer 33

In a simple project, the project manager holds regular checkpoints with verbal reporting.

Question 34

What documents are produced at the end of a simple project?

Answer 34

At the end of a simple project, a final project report is produced, which includes information for a lessons learned report, recommendations for follow-on actions, and an approach to benefits management.

Question 35

What is Agile’s focus?

Answer 35

Agile has a strong focus on principles, as seen in the Agile Manifesto (2001) and various agile frameworks and methods.

Question 36

How do PRINCE2 principles align with Agile principles?

Answer 36

PRINCE2 principles align with Agile principles, including continued business justification, learning from experience, focus on products, managing by stages, and managing by exception.

Question 37

How can PRINCE2 management stages align with agile sprints/releases?

Answer 37

PRINCE2 management stages can align with sprints/releases, introducing control points for a fail-fast environment. In high-risk situations, stages can be shorter

Question 38

What does ‘fail fast’ mean in Agile?

Answer 38

‘Fail fast’ means rapid detection of possible product failure through timeboxed sprints, reducing waste and providing learning opportunities.

Question 39

What role does ‘manage by exception’ play in PRINCE2 and Agile?

Answer 39

‘Manage by exception’ empowers self-organization and control. Tolerances ensure minimum acceptable quality.

Question 40

How can product descriptions, quality criteria, and tolerances be used in Agile?

Answer 40

These can be prioritized and decomposed for flexibility in delivery, focusing on value without compromising quality.

Question 41

What’s important in a PRINCE2 project with Agile delivery?

Answer 41

In PRINCE2 projects with Agile delivery, project managers must understand Agile, and Agile teams must provide reliable information.

Question 42

How does PRINCE2 define the roles of customers and suppliers in a project environment?

Answer 42

PRINCE2 assumes a customer/supplier environment with a customer specifying the desired result and a supplier providing the resources and skills.

Question 43

What happens when the customer and supplier relationship is commercial?

Answer 43

In a commercial relationship, the contract acts as a constraint on the project manager’s or team manager’s freedom, and it’s essential to ensure that contracts promote good working relations.

Question 44

How should the project lifecycle be defined from a supplier’s perspective?

Answer 44

From a supplier’s perspective, the project lifecycle should consider pre-contract activities like qualification, designing, costing, bidding, and negotiation, as well as post-project activities like warranty and maintenance periods.

Question 45

What is the difference between the purpose of a PID and a contract in PRINCE2?

Answer 45

A contract describes liability in case of failure to meet obligations, while a PID focuses on practical management arrangements to ensure both parties can fulfill their obligations.

Question 46

Why should the PID not be included as part of the contract documentation in PRINCE2?

Answer 46

Including the PID in the contract documentation may limit the project manager’s flexibility to make adjustments, as any changes would necessitate formal contractual reviews.

Question 47

What’s the guidance for tailoring PRINCE2 in multi-owned projects?

Answer 47

Tailoring PRINCE2 in multi-owned projects is similar to the commercial customer/supplier context but can be more complicated due to the potential for numerous decision-makers.

Question 48

What challenges may arise in multi-organization projects?

Answer 48

Challenges in multi-organization projects can include project boards with too many members, requiring time-consuming consensus-building, and project managers making decisions beyond their remit to maintain momentum.

Question 49

What should be considered in complicated multi-organization situations?

Answer 49

In complex scenarios, it may be more effective to implement programme management as a governance strategy, with guidance available in Managing Successful Programmes (MSP)

Question 50

What should be unambiguously defined in projects sponsored by multiple organizations?

Answer 50

In projects sponsored by multiple organizations, governance should be clearly defined, especially in terms of decision-making authority, risk allocation, and procedures in case of non-performance.

Question 51

What is the importance of clear labeling of documents in projects within programs?

Answer 51

Clear labeling of documents is essential to avoid confusion regarding the relationship between the document and the specific project within the program.

Question 52

Why is requiring each project manager to create a management approach for each project directly from PRINCE2 considered wasteful?

Answer 52

Requiring it is considered wasteful because it consumes time, requires learning new approaches for each project, and makes it difficult to apply lessons learned and build common support systems.

Question 53

What challenges arise when project teams continually invent different ways of doing the same thing for each project?

Answer 53

When project teams continually invent different ways of doing the same thing for each project, it becomes difficult to standardize processes, share best practices, and achieve consistency in project management.

Question 54

Why is training likely to be less effective when it is generic rather than focused on an organization’s particular challenges?

Answer 54

Training is likely to be less effective when it is generic because it does not address an organization’s specific challenges and needs, making it less relevant and applicable to real-world projects.

Question 55

What approach do many organizations find more effective and efficient in project management?

Answer 55

Many organizations find it more effective and efficient to develop their own project management method based on PRINCE2 and tailored to their specific needs and circumstances.

Question 56

How can an increase in business performance through the effective use of project management methods be demonstrated?

Answer 56

An increase in business performance through the effective use of project management methods can be demonstrated through maturity assessments, where higher maturity levels in an organization correlate with increased effectiveness in business terms.

Question 57

What are the two key activities involved in adopting PRINCE2 in an organization?

Answer 57

The two key activities in adopting PRINCE2 in an organization are tailoring PRINCE2 to create the organization’s own project management method and embedding the tailored method by ensuring that people in the organization understand and use it appropriately.

Question 58

What does “tailoring” PRINCE2 mean in an organizational context?

Answer 58

Modifying PRINCE2 to align well with an organization’s rules and management system, while considering all projects and company policies.

Question 59

What are the key factors to consider when tailoring PRINCE2 for an organization?

Answer 59

Project type, scale, complexity, project management team capability, language, lifecycle model, contracts, internal and external practices, and regulatory frameworks.

Question 60

Why is consistency important in the project management method?

Answer 60

A consistent and logically structured method builds greater trust among users. Consistency in content, terminology, and formats (information systems, documents, videos, presentations, websites) makes it easier to understand.

Question 61

What is the difference between the role of the method owner and that of the project manager in tailoring PRINCE2?

Answer 61

The method owner adapts PRINCE2 for the entire organization, while the project manager focuses on the specific details and requirements of the individual project.

Question 62

What does embedding PRINCE2 in an organization mean?

Answer 62

It means promoting the widespread use of PRINCE2 by consistently deploying, effectively introducing, and practically using the project management method.

Question 63

What does change management entail in this context?

Answer 63

It refers to transitioning individuals, teams, and organizations from their current way of working to a new way, aiming to achieve benefits by transforming operational practices.

Question 64

What is the central element in all change management models?

Answer 64

At the heart of every model is gaining the support of individuals who are required to change their way of working.

Question 65

What are the key steps in the change process?

Answer 65

Understanding the current situation, designing the future state, identifying necessary changes, build the necessary capabilities, and engaging and gaining support from those affected.

Question 66

How is the continuous effective use of the project management method ensured?

Answer 66

By managing the method on a daily basis, introducing improvements based on experience, and reflecting changes in the organization’s context and operations.