This presentations gives a high level overview of the project management methodology PRINCE 2 , and highlights the benefits which make it attractive (SEXY)
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Making Project management SEXY with Prince 2
1. Willkommen Velkommen Vítejte
Bienvenue Selamat datang
Dobrodošli Hoş geldin
Bene bennios
Witamy
Добро пожаловать Welcome Mirë se vjen
Welkom
Bem-vindo
Benvenuto
Bienvenido Aloha Vítajte
Bun venit Bonvenon Salve
3. PRINCE 2 – SEXY?
What is PRINCE 2
Big Picture
Benefits
Questions / Discussion
Networking
Wine and Raffle
24. …and the industry still gets it wrong
research shows:
31% of projects will be cancelled
before they ever get completed
Further results indicate 53% of projects
will cost 189% of their original estimates
25. Scottish Parliament
In 2004
£430m
. Initial estimates £10m and £40m in 1997.
26. Why do some Projects Fail?
.... ever heard this one?
42. PRINCE2 Principles
To conform to PRINCE2,
your project MUST adhere to these principles.
1. Continued business justification
2. Learn from experience
3. Defined roles and responsibilities
4. Manage by stages
5. Manage by exception
6. Focus on products
7. Tailor to suit the project environment
53. Project Management Team Structure
Corporate or Programme Management
Project Board
Directing Senior User(s) Executive Senior Supplier(s)
Business, User and Change Authority
Supplier Project
Managing Assurance
Project Manager
Project Support
Team Manager(s)
Delivering
Team members
67. The From customer
Customer’s
quality expectations
Project response
Quality Acceptance
criteria
Trail Project Product
Quality Management
Strategy
Description
Quality components
Quality Quality criteria
Product
planning Descriptions and tolerances
PRINCE2
product-based
planning Quality methods
techniques
Quality
responsibilities
Quality Register
PRINCE2 PRODUCT
quality Quality
review
technique
Quality and approval control
records
Acceptance records
v7.2
68. Identif ier Conference/4.1/version 1.0
Title Mail-shot
Purpose The mail-shot is the primary means of advertising the conference to potential
deleg ates. It will be mailed to a list of professionals working in the industry.
Composition • Mailing envelope
• Letter g iv ing outline explanation of the conference
• Leaf et g iving detailed explanation of the conference, the venue and
how to make a booking
• Booking form
• Response envelope
Derivation • Mailing list
• Ag reed prog ramme
• Booking arrang ements
• Selected venue
Format and Letter to be A4 on standard branded letterhead
presentation
Leaf et and booking form to be A5 size
Mailing envelope to be C5
Development skills Marketing , desig n and copywriting skills required
required
Knowledg e of conference necessary
Quality • Producer – Event manag ement company
responsibilities
• Reviewers – as stated under ‘Quality Skills Required’
• Approver – Membership secretary
Quality criteria Quality tolerance Quality method Quality skills required
Adheres to corporate As def ned in corporate PRINCE2 quality review Marketing team
identity standards identity standards
L etter and leaf et N one Inspection Conference Project
accurately ref ect all Manag er
ag reed details of the
conference
No spelling or None Word processor spell Proof reader
g rammatical errors in checker
any elements of the
mail-shot Inspection
The covering letter f ts May extend to reverse of Inspection Proof reader
on one side of A4 a sing le sheet of A4
v7.2
87. Summary Risk Profile
Very high 1 3
High 2 Identify 4
Medium 8 6
Low 10 7
Very low 9 5
Prob.
Very low Low Medium High Very high
Impact
Risk tolerance line
. v7.2
88. Summary Risk Profile
Very high 1 3
High 2 Identify 4
Medium 8 6
Low 10 7
Very low 9 5
Prob.
Very low Low Medium High Very high
Impact
Risk tolerance line
. v7.2
89. Risk Responses
Threat responses Opportunity responses
Identify
Avoid Exploit
Reduce
(probability and/or impact)
Fallback Enhance
(reduces impact only)
Transfer
(reduces impact only, and often only
the financial Plan
impact)
Share Share
Accept Reject
v7.2
91. Risk Responses
Threat responses Opportunity responses
Identify
Avoid Exploit
Reduce
(probability and/or impact)
Fallback Enhance
(reduces impact only)
Transfer
(reduces impact only, and often only
the financial Plan
impact)
Share Share
Accept Reject
v7.2
103. Processes
Activities
Recommended
Actions
“The processes provide the lifecycle based
list of project management activities”
104. Starting up a Project
…preventing poorly conceived
Input projects…
Project Mandate
Activities
Select the
project
Appoint Prepare
Design & approach
the Capture the Plan the
appoint and
Executive previous Outline initiation
the PM assemble
& Project lessons Business stage
Team the
Manager Case
Project
Brief
Output
…approving viable Request to initiate a project
projects…
v7.2
105. Initiating a Project
Directing a Project
Authority to
initiate project
Prepare the Prepare the Prepare the
Risk Management Quality Management Config Management
Strategy Strategy Strategy
Prepare the
Communication
Management Strategy
Set up the Create the
project controls Project Plan
Refine the
Business Case
Initiating a Assemble the Request to
Project
Project Initiation deliver a project
Documentation
Managing a
Stage boundary
approaching Stage Boundary
v7.2
106. Initiating a Project
Directing a Project
Authority to
initiate project
Prepare the Prepare the Prepare the
Risk Management Quality Management Config Management
Strategy Strategy Strategy
Prepare the
Communication
Management Strategy
Set up the Create the
project controls Project Plan
Refine the
Business Case
Initiating a Assemble the Request to
Project
Project Initiation deliver a project
Documentation
Managing a
Stage boundary
approaching Stage Boundary
v7.2
107. Assemble the PID
Focal point for
what, why, who, how, where, when, how
much?
v7.2
108. Controlling a Stage
Directing a Project
Controlling a Stage
Escalate issues Report
and risks Highlights
Take Capture and
Review stage
corrective examine issues
status
action and risks
Authorize Work Packages
Review Work Package status
Receive completed Work Packages
Managing Product Delivery
v7.2
v7
113. Managing Product Delivery
Controlling a Stage
Accept a Execute a Deliver a
Work Work Work
Package Package Package
Managing Product Delivery
v7.2
114. Managing a Stage Boundary
Directing a Project
Request to approve
Exception Plan
Request to approve
next Stage Plan
Exception Plan
request
Produce an
Report stage end Update the
Exception Plan
Business Case
Update the
Project Plan
Plan the next stage Managing a Stage Boundary
Stage boundary
approaching
Initiating a Controlling a
Project Stage
v7.2
115. Managing a Stage Boundary
Directing a Project
Request to approve
Exception Plan
Request to approve
next Stage Plan
Exception Plan
request
Produce an
Report stage end Update the
Exception Plan
Business Case
Update the
Project Plan
Plan the next stage Managing a Stage Boundary
Stage boundary
approaching
Initiating a Controlling a
Project Stage
v7.2
116. Closing a Project Directing a Project
Premature
close
Prepare
Controlling a Project end Prepare planned premature closure
Stage approaching closure
Hand over
products
Closing a
Evaluate the
Project project
Recommend project Closure
closure recommendation
v7.2
117. Closing a Project Directing a Project
Premature
close
Prepare
Controlling a Project end Prepare planned premature closure
Stage approaching closure
Hand over
products
Closing a
Evaluate the
Project project
Recommend project Closure
closure recommendation
v7.2
118. Closing a Project Directing a Project
Premature
close
Prepare
Controlling a Project end Prepare planned premature closure
Stage approaching closure
Hand over
products
Closing a
Evaluate the
Project project
Recommend project Closure
closure recommendation
v7.2
129. There are many more benefits of using PRINCE2®
- ensures that the project management is focused
on the continuing viability of the project in relation to its Business Case
- involves senior management in the project at the right time and in the right place
- focuses on Products which provides clarity for all parties involved
on what the project must deliver, why, when by whom and for whom
- facilitates controls at all levels
- makes the project's progress more visible to management
- provides a communication medium for all project staff
- ensures that work progresses in the correct sequence
- allows the project to be stopped and, if required,
re-started completely under management control,
at any time in the project's life
- has a well established User Group dedicated to the support,
promotion and strengthening of the method
136. Practitioner level
5 day course
Followed by 3 hour multiple choice
Foundation level
3 day course
Followed by 1 hour multiple choice
137. Practitioner level
3 day UPGRADE course
Followed by 3 hour multiple choice
1 – 2 months GAP
Foundation level
3 day course
Followed by 1 hour multiple choice
161. Special offer!
20% discount from cost of PRINCE 2 training
19th – 23rd March 2012
or
May / June 2012
Quote keyword - SEXY
163. Trevor Smith
Vision Training
00420 777 013 806
trevor.smith@visiontraining.cz
Editor's Notes
These PRINCE2 principles are based on years of experience and lessons learned from both successful projects as well as failed projects. To conform to PRINCE2, your project MUST adhere to these principles.
Continued business justification The justification is documented in the Business Case, and this is used to drive all decision-making processes to ensure that the project remains aligned to the business objectives, and that the benefits and Business Case is viable, desirable, and achievable The Business Case must be viable to start the project, and remain viable throughout. If the Business Case ceases to be viable, the project should be changed or stopped.
Learn from experience Everyone involved in the project should proactively seek out lessons rather than waiting for someone else to provide them. The lessons are captured in the Lessons Log when starting the project to see if any could be applied. Lessons should be included in reports and reviews including End Stage Assessments, the aim being to seek opportunities to implement improvements. When the project closes, the Lessons Report should pass on lessons identified for the use of future projects.
Defined roles and responsibilities All projects need resources with the right level of knowledge, skills, experience, and authority. These must be assigned required roles within the project. The Project Management Team structure must have these roles and responsibilities agreed plus a means for effective communication between them. A project must have primary stakeholders, and all three stakeholder interests must be represented on the project: Business sponsors – ensuring that the project provides value for money Users – those who will use the project’s products Suppliers – they provide the project resources including the specialist team who create the products
Manage by stages A PRINCE2 project divides the project into a number of management stages – the minimum being two, the initiation stage and one delivery stage. These stages are partitions of the project with a control/decision point at the end of each - the Project Board need to approve the next stage plan before work commences. Shorter stages give more control, and longer stages place less burden on senior management. There is no point attempting to plan beyond the horizon, as planning effort will be wasted. PRINCE2 achieves this by having a high-level Project Plan, and detailed Stage Plans that are created for the next stage near the end of each current stage. The project is released to the Project Manager one stage at a time.
Focus on products Without a product focus projects can be subjected to “scope creep”. PRINCE2 uses Product Descriptions which are created during planning. These include the quality criteria that each product must meet. Once the products of a plan have been defined, then the activities and resources can be planned in order to create the products.
Manage by exception Management by exception enables efficient use of senior management time by reducing their time and effort burden – while still having control by ensuring that appropriate decisions are made at the right level within the organization. It does this by defining distinct responsibilities at different levels for directing, managing and delivering the project with accountability at each level. The situation is escalated to the next management level (up) if the tolerances are forecast to be exceeded. These levels of authority from one management level to the next is achieved by setting appropriate tolerances ( a plus/minus allowable deviation from plan). The tolerances can be set against the six objectives and constraints for each plan. They are Time, Cost, Quality, Scope, Risk, and Benefit.
Tailor to suit the project environment PRINCE2 is a universal project management method that can be applied to any project in any industry, organization and culture because the method is designed to be tailored. Tailoring ensures the PRINCE2 method relates to the project environment, that the project controls are adjusted to suit the project’s scale, complexity, importance, capability and risk.
Organisational OverviewBy implementing a consistent but flexible approach to PRINCE2 you gain consistency in the way that projects are presented for evaluation, commissioning, reporting and review. This can help to reduce the potential for replication of effort and double-counting of benefit. By standardising on the way that projects report, the organisation can get a clear focus on the current load of risk, for example. If all projects use the same template and approach to presenting a business case it is easier to make like-for-like comparisons between projects, even when those projects originate in different areas of the business.
Consistency & FluencyIf you organisation delivers projects in a number of different locations the PRINCE2 process and naming conventions can help to clarify project delivery. If you have a project manager in Delhi and a project executive in Geneva, their local procedures may not be aligned; if the project is runthrough PRINCE2 the potential for confusion or replication is reduced.
Reputational ManagementPRINCE2 is the de-facto global standard for project delivery and is the preferred standard for a number of international development agencies and high profile public and private sector organisations. By becoming a PRINCE2 organisation you gain prestige with clients who have either adopted already or who are thinking of making the switch. PRINCE2’s focus on governance and control is selling point for any organisation that delivers customer projects.
Organisational CapacityBy introducing PRINCE2 and standardising on your project lifecycle it is possible to see, at a glance, the loading of your delivery teams. By checking the number of projects in Start Up, in Initiation, in Delivery and approaching closure it is possible to constantly refine resource and capacity plans based on ‘live’ data rather than periodic estimates.
Process MaturityAll the studies show that there is a strong correlation between improved productivity and improved process maturity.One of the key steps to increased process maturity is the implementation of a standardised approach to project management. If this approach can flex to accommodate local requirements while retaining all the appropriate controls this would be characteristic of high process maturity.PRINCE2 is designed to be extensible, and the key to its success is using as much or as little of the standard as you need, while remaining in control.