Themes Flashcards
What are the 7 PRINCE2 Themes?
Business Case Organisation Quality Plans Risk Change Progress
Purpose: to establish mechanisms to judge whether the project is (and remains) desirable, viable, and achievable as a means to support decision-making in its (continued) investment
Business case
the balance of costs, benefits, and risks
Desirable
able to deliver the products
Viable
whether use of the products is likely to result in envisaged outcomes and resulting benefits
Achievable
responsible for specifying the benefits and subsequently realising the benefits
Senior user
responsible for ensuring that those benefits specified by the senior user represent value for money and can be realised.
executive
Business case products
Products:
Business case: provides the costs, benefits, expected dis-benefits, risks, and timescales against which viability is justified and continuing viability is tested.
Benefits management approach: Defines the management actions that will be put in place to ensure that the project’s outcomes are achieved and confirm that the project’s benefits are realised
provides the costs, benefits, expected dis-benefits, risks, and timescales against which viability is justified and continuing viability is tested
Business case
Defines the management actions that will be put in place to ensure that the project’s outcomes are achieved and confirm that the project’s benefits are realised
Benefits management approach
Purpose: to define and establish the project’s structure of accountability and responsibilities (the who)
Organisation
Levels of Management:
Directing: responsible for overall direction and management within programme or corporate constraints; accountable for success of the project
Managing: PM responsible for day-to-day management within constraints from project board; responsibility is to ensure that the project produces the required products in accordance with the time, cost, quality, scope, benefits, and risk performance goals
Delivering: team managers responsible for delivering the project product and its components to an appropriate quality within a specified timescale and cost; accountable to the PM
Levels of Management: responsible for overall direction and management within programme or corporate constraints; accountable for success of the project
Directing
Levels of Management: PM responsible for day-to-day management within constraints from project board; responsibility is to ensure that the project produces the required products in accordance with the time, cost, quality, scope, benefits, and risk performance goals
Managing
Levels of Management: team managers responsible for delivering the project product and its components to an appropriate quality within a specified timescale and cost; accountable to the PM
Delivering
Organisation products
Products: (both created during the IP process)
PID: provides the single source of reference for how the project is to be managed. Sets out the project management team structure and roles
Communication management approach: describes the means and frequency of communication to stakeholders both internal and external to the project
provides the single source of reference for how the project is to be managed. Sets out the project management team structure and roles
PID
describes the means and frequency of communication to stakeholders both internal and external to the project
Communication management approach
Mandated team roles
Executive, Senior User, Senior Supplier, Project Assurance, Change Authority, Project Manager, Team Manager, Project Support
Ultimately accountable for the project’s success and is the key decision maker. Ensure project gives value for money. Appointed during pre-project process of SU process. Role vested in one individual. Secures funding and is responsible for the business case and continued justification for the project.
Executive
responsible for specifying the needs of those (including operations and maintenance services) who will use the project product for user liaison with the project management team and for monitoring that the solution will meet those needs within the constraints of the business case in terms of quality, functionality and ease of use. Commits user resources and monitors products against requirements.
Senior User
represents the interests of those designing, developing, facilitating, procuring, and implementing the project product. Responsible for the technical integrity of the project. Responsible for providing supplier resources and ensuring that proposals for designing and developing the products are feasible and realistic.
Senior Supplier
Project Board
Executive, Senior User, Senior Supplier
Monitoring all aspects of the project’s performance and products independently of the PM. Project Board responsible. Also responsible for supporting the PM by giving advice and guidance on issues such as the use of corporate standards or the correct personnel to be involved in different aspects of the project.
Project Assurance
Who is permitted to authorise requests for change or off-specifications. Project board’s responsibility to agree to potential change, but may delegate authority for approving or rejecting requests for change. May be PM or project assurance.
Change Authority
single focus for day-to-day management. Has the authority to run the project on behalf of the project board. Singular/must not be shared.
Project Manager
primary responsibility is to ensure production of those products allocated by the PM. Reports to and takes direction from the PM. PM uses work packages to allocate work to team managers.
Team Manager
responsibility of the PM. May include providing administrative services or advice and guidance on the use of project management tools. Typically responsible for administering change control. The role is not optional, but the allocation of a separate individual or group to carry out the required tasks is. Role defaults to the PM if it is not otherwise allocated.
Project Support
Purpose: to define and implement the means by which the project will verify that products are fit for purpose.
Quality
Quality Activities
Activities:
Quality planning: defining the project product and its components, with the respective quality criteria, quality methods (including effort required for quality control and product approval) and quality responsibilities of those involved. Purpose is to provide a secure basis.
Quality control: focuses on the operational techniques and activities used by those involved in the project to check that the products meet their quality criteria and identify ways of eliminating causes of unsatisfactory performance.
Achieved by implementing, monitoring, and recording the quality methods and responsibilities defined in the quality management approach and product descriptions.
Quality Products
Products:
Quality management approach: describes how quality will be managed on the project. Includes the specific processes, procedures, techniques, standards, and responsibilities to be applied.
Should be created during the IP process and reviewed/updated at the end of each management stage.
Quality register: used to summarise all the quality management activities that are planned or have taken place, and provides information for the end stage reports and end project report.
Created during the IP process and maintained throughout the project.
describes how quality will be managed on the project. Includes the specific processes, procedures, techniques, standards, and responsibilities to be applied.
Should be created during the IP process and reviewed/updated at the end of each management stage.
Quality management approach
used to summarise all the quality management activities that are planned or have taken place, and provides information for the end stage reports and end project report.
Created during the IP process and maintained throughout the project.
Quality register
Quality responsibilities
Producer: person or group responsible for developing a product
Reviewer(s): person or group independent of the producer who assesses whether a product meets its requirements as defined in its product description
Approver(s): person or group (e.g. the project board) who is identified as qualified and authorised to approve a product as being complete and fit for purpose
Quality responsibilities: person or group responsible for developing a product
Producer
Quality responsibilities; person or group independent of the producer who assesses whether a product meets its requirements as defined in its product description
Reviewer(s)
Quality responsibilities: person or group (e.g. the project board) who is identified as qualified and authorised to approve a product as being complete and fit for purpose
Approver(s)
Quality Review Team Roles
Chair: responsible for the overall conduct of the review and to ensure that the review is undertaken properly.
Presenter: introduces the product for review and represents the producer(s) of the product
Reviewer: reviews the product, submits responses, and confirms corrections and/or improvements
Administrator: provides administrative support for the chair and records the result and actions
responsible for the overall conduct of the review and to ensure that the review is undertaken properly.
Chair
introduces the product for review and represents the producer(s) of the product
Presenter
reviews the product, submits responses, and confirms corrections and/or improvements
Reviewer
provides administrative support for the chair and records the result and actions
Administrator
Purpose: to facilitate communication and control by defining the means of delivering the products (the where and how, by whom, and estimating the when and how much)
Plans
Three levels of plan
Project, Stage, Team [Exception]
Plans Products
Products:
Project product description
Product description:
Plan
description of the overall project’s output, including the customer’s quality expectations, together with the acceptance criteria and acceptance methods for the project. Applies to a project plan only.
Project product description
description of each product’s purpose, composition, derivation, and quality criteria.
Product description
Hierarchy of all the products to be produced during a plan
Product breakdown structure
provides a statement of how and when objectives are to be achieved
Plan
Purpose: to identify, assess, and control uncertainty and, as a result, improve the ability of the project to succeed
Risk
uncertain events that would have a negative impact on objectives
Threat
uncertain events that would have a positive impact on objectives
Opportunity
Risk Products
Created during IP process.
Risk management approach
Risk register
describes how risk will be managed on the project. Includes the specific processes, procedures, techniques, standards, and responsibilities to be applied.
Risk management approach
provides record of identified risks relating to the project, including their status and history. Used to capture and maintain information on all the identified threats and opportunities relating to the project.
Risk register
source of the risk (i.e. event or situation that gives rise to the risk). Trigger.
Cause
the area of uncertainty in terms of the threat or opportunity
Event
impact(s) that the risk would have on the project objectives
Effect
named individual responsible for the management, monitoring, and control of all aspects of a particular risk assigned to them
Risk owner
a nominated owner of an action to address a risk. In many cases, same as risk owner.
Risk actionee
Purpose: to identify, assess, and control any potential and approved changes to the project baselines.
Change
proposal for a change to a baseline
Request for change
something that should be provided by the project, but currently is not (or is forecast not to be). Might be a missing product or a product not meeting its specifications.
Off-specification
any other issue that the PM needs to resolve or escalate
Problem/concern
two reasons to implement a change
to introduce a new benefit or to protect an existing benefit
Change Products
Products: defined during IP process and reviewed and updated towards the end of each management stage by MSB process.
Issue register
Change control approach:
captures and maintains information on all the issues that are being formally managed
Issue register
identifies how, and by whom, the project’s products will be controlled and protected
Change control approach
Recommended Change Approach
Capture, Assess, Propose, Decide, Implement
Purpose:
To establish mechanisms to monitor and compare actual achievements against those planned
To provide a forecast for the project’s objectives and continued viability
To control any unacceptable deviations
Progress
Project is managed by exception against 6 types of tolerances:
Time Cost Quality Scope Benefits Risk
Types of control:
Event-driven and time-driven
take place when a specific event occurs, e.g. end of a management stage.
event-driven control
take place at predefined periodic intervals, e.g. monthly or weekly reports
time-driven control
Products that help establish baseline:
Project plan
Stage plan
Exception plan
Work package
Products that assist in reviewing progress:
Issue register
Product status report
Quality register
Risk register
Products used for progress reporting:
Checkpoint report
Highlight report
End stage report
End project report
