PRINCE2 Foundation. PRINCE2 is a registered trade mark of AXELOS Limited

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1 PRINCE2 Foundation PRINCE2 is a registered trade mark of AXELOS Limited

2 Foundation exam 75 questions in 1 hour (5 trial questions) Pass mark: 35/70 Objective test questions (multiple choice) Closed book 4

3 Section 1 INTRODUCTION TO PRINCE2 5

4 So, what exactly is a project? Your thoughts: What is a project? Can you think of examples of projects? 6

5 PRINCE2 definition of a project 3 A project is a temporary organization that is created for the purpose of delivering one or more business products according to an agreed Business Case. Managing Successful Projects with PRINCE2, 2009 edition 7

6 What makes projects different to BAU? 5 project characteristics: 3 Change Temporary Cross-functional Unique Uncertainty - Projects introduce change - Once change has been implemented, business as usual (BAU) resumes - Teams of people with different skills introduce change. Projects can also span across multiple teams and business units - Every project is unique - As projects are unique, this brings uncertainty 9

7 What is project management? 4 Project management is the planning, delegation, monitoring and control of all aspects of the project, and the motivation of those involved, to achieve the project objectives within the expected performance targets for time, cost, quality, scope, benefits and risks. Managing Successful Projects with PRINCE2, 2009 edition 10

8 PRINCE2 and project management PRojects IN Controlled Environments PRINCE2 is a process-based approach for project management It is a methodology used to run projects of any size/complexity Management layers separated from activities concerned with producing products Control Plan Monitor Delegate Figure 1.1 Project management Based on Cabinet Office PRINCE2 material. Reproduced under Licence from Cabinet Office 11

9 6 variables to be controlled 3 Costs Timescales Quality Scope - Projects should be affordable and provide a return on investment - When will the project be finished? - The final product/deliverable must be fit for purpose - What is the project actually delivering? Risk - How much risk can we take on and manage? Benefits - Why is this project being undertaken? Benefits need to be identified, clear and measurable 12

10 How PRINCE2 is structured 4 main parts - referred to as integrated elements : 5 PRINCIPLES THEMES PROCESSES TAILORING 13

11 What PRINCE2 does not provide 6 Specialist aspects Detailed techniques, except: - Product-based planning - Quality review technique Leadership capability 14

12 Benefits of using PRINCE2 Proven best practice Explicit recognition of project responsibilities Common vocabulary Generic Product focused Economical structure of reports, 7 15

13 Introduction to principles Originate from lessons learned from projects Provide a framework of good practice 7 principles used within the PRINCE2 methodology - all must be applied to a project If a project does not adhere to these principles then it is not being managed using PRINCE

14 7 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 17

15 7 principles Or: Focus on products Continued business justification Learn from experience Manage by stages Tailor to suit the project environment Manage by exception Defined roles and responsibilities P J E S T E R 18

16 Introduction to themes Aspects of a project that need to be continually addressed Used throughout project lifecycle 7 themes in PRINCE2 process model - all must be applied to a project 17 19

17 7 themes 1. Business Case 2. Organization 3. Quality 4. Plans 5. Risk 6. Change 7. Progress 20

18 Introduction to processes Structured set of activities to accomplish a specific objective Each process is designed to direct, manage and deliver a project successfully One or more defined inputs are turned into defined outputs 7 processes in PRINCE2 process model - all must be applied to a project but should be tailored

19 7 processes 1. Starting up a Project (SU) 2. Directing a Project (DP) 3. Initiating a Project (IP) 4. Managing a Stage Boundary (SB) 5. Controlling a Stage (CS) 6. Managing Product Delivery (MP) 7. Closing a Project (CP) 22

20 Introduction to tailoring Appropriate use of PRINCE2 on any given project Correct amount of planning, control, governance and use of the processes and themes Tailor the method to suit whatever the project scale, complexity, geography or culture

21 Structure of PRINCE2 6 Change PROJECT ENVIRONMENT Progress Risk Business Case PRINCE2 PROCESSES Plans Organization Quality PRINCE2 THEMES PRINCE2 PRINCIPLES 24 Figure 1.2 The structure of PRINCE2 Based on Cabinet Office PRINCE2 material. Reproduced under Licence from Cabinet Office

22 PRINCE2 Introduction - Review Questions 1. Which among the following is one of the six aspects of project performance that we wish to manage? a. Performance b. Reliability c. Scope d. Ease of use 25

23 PRINCE2 Introduction - Review Questions 2. Which statement does NOT state a characteristic of a project? a. Involves a higher degree of risks than business as usual b. All benefits are realised during a project life cycle c. Involves people of various units of organisation and of various skills d. A temporary organization 26

24 PRINCE2 Introduction - Review Questions 3. Which of the PRINCE2 principles supports the definition of tolerances for the six project objectives? a. Manage by stages b. Tailor to suit the project environment c. Focus on products d. Manage by exception 27

25 Section 2 PRINCE2 PRINCIPLES 28

26 Principles Principle Continued business justification Learn from experience Defined roles and responsibilities Description Justifiable reason to start project Justification documented and approved Justification may change but should remain valid throughout project lifecycle Pre-project: previous lessons reviewed and applied During project: lessons included in reports and reviews Project close: project passes on lessons Business sponsors endorse project objectives and ensure investment provides value for money Users will use project s products to gain intended benefits Suppliers provide required resources 11 29

27 Principles Principle Description Manage by stages Planning, delegating, monitoring and controlling project on a stage-by-stage basis Provides senior management with control at major decision points Provides high level Project Plan for the total project and a detailed Stage Plan for each stage Manage by exception Delegating authority so that tolerances are set against project objectives for each level of plan Establishing controls so if tolerances are forecast to be exceeded, they are referred up to the next management level for a decision on how to proceed 30

28 Principles Principle Description Focus on products A successful project is output-oriented, not activityoriented Tailor to suit the project environment Project s products agreed prior to undertaking activities to produce them Set of agreed products defines project scope and provides basis for planning and control Ensures project management method relates to project environment Ensures controls are based on project s factors 31

29 PRINCE2 Principles - Review Questions 1. The incorporation of the primary stakeholders in the project management team supports which principle? a. Continued business justification b. Defined roles and responsibilities c. Manage by stages d. Manage by exception 32

30 PRINCE2 Principles - Review Questions 2. Which PRINCE2 principle supports planning only to a level of detail that is manageable and foreseeable? a. Continued business justification b. Defined roles and responsibilities c. Manage by stages d. Manage by exception 33

31 PRINCE2 Principles - Review Questions 3. Which of the following PRINCE2 principles ensures that project management effort and approach are appropriate for the needs of the project? a. Continued business justification b. Manage by exception c. Focus on products d. Tailor to suit the project environment 34

32 Section 3 PRINCE2 THEMES 35

33 BUSINESS CASE THEME 36

34 Business Case theme 21 The purpose of the Business Case theme is 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. Managing Successful Projects with PRINCE2, 2009 Edition 37

35 Continued business justification (principle) Projects can only begin if justified They must remain justified throughout their lifecycle If justification is no longer possible, the project should be stopped In PRINCE2, the business justification is documented in a Business Case The project s Benefits Review Plan is used to define the project s scope, timing and responsibility of reviews of the expected benefits 38

36 Outputs, outcomes and benefits Output Outcome Benefit Dis-benefit Any of a project s specialist products Result of the change derived from using the project s products Measureable improvement resulting from an outcome An outcome seen as negative by one or more stakeholders OUTPUT OUTCOME BENEFITS Product e.g. new sales system Result e.g. sales orders processed quicker Benefit e.g. Costs are reduced by 10% 39

37 Types of Business Case 22 Compulsory project Not-for-profit project Project outputs enable Evolving project Customer/supplier project Multi-organization project Business changes also cause create Desired outcomes measured in Side-effects and consequences realize further Benefits result in helps achieve one or more Dis-benefits Strategic objectives 40 Figure 4.1 Relationship between outputs, outcomes and benefits Based on Cabinet Office PRINCE2 material. Reproduced under Licence from Cabinet Office

38 Business Case 237 Contains the justification for the project Used to document the justification for the undertaking of a project, based on the estimated costs (of development, implementation and incremental ongoing operations and maintenance costs) against the anticipated benefits to be gained and offset by any associated risks. It should outline how and when the anticipated benefits can be measured 41

39 Benefits Review Plan 235 Outlines details of the measurement of benefits Used to define how and when a measurement of the achievement of the project s benefits, expected by the Senior User, can be made. The plan is presented to the Executive during the Initiating a Project process, updated at each stage boundary, and used during the Closing a Project process to define any postproject benefits reviews that are required 42

40 Business Case - Review Questions 1. Which is a purpose of the Benefits Review Plan? a. Documents the justification for the undertaking of a project b. Accountable for ensuring benefits are realized c. Provides a schedule for measuring the achievement of benefits d. Provides the reasons for the project, for entry into the Business Case 43

41 Business Case - Review Questions 2. Which of the following describes an output? a. Any of the project's specialist products b. The result of the change derived from using the project's products c. The measurable improvement resulting from an outcome d. A negative outcome 44

42 Business Case - Review Questions 3. How does the Business Case theme support the continued business justification principle? a. Allows projects not delivering direct benefits to proceed without a Business Case b. Removes the need for a separate Business Case where a project is part of a programme c. Mandates that even the simplest of projects should have a Business Case d. Ensures a new Business Case is created at the end of each stage to confirm the viability of the next stage 45

43 ORGANIZATION THEME 46

44 Organization theme 31 The purpose of the Organization theme is to define and establish the project s structure of accountability and responsibilities (the who?). Managing Successful Projects with PRINCE2, 2009 Edition 47

45 Customer/supplier environment Organization theme is supported by the defined roles and responsibilities principle PRINCE2 is based on a customer/supplier environment, it assumes that: Customer Supplier Specifies desired result Pays for the project Benefits from the outcome Provides resources and skills to deliver project 48

46 3 project interests The roles and responsibilities principle states that a PRINCE2 project will always have 3 primary stakeholder categories: Business The project User Supplier 49

47 Business, user and supplier (BUS) 32 Business User Supplier - Looks after business interests - Specifies scope and quality of products Represents: - users of final products - those who will operate, maintain or support the outputs - those impacted by the final outputs - Produces specialist products and builds products to supplier quality standards Executive Senior User(s) Senior Supplier(s) 50

48 Project management team 4 levels of project management structure 33 Corporate or programme management Directing - Project Board Managing - Project Manager Delivering - Team Manager 51 Figure 5.2 The four levels of management within the project management structure Based on Cabinet Office PRINCE2 material. Reproduced under Licence from Cabinet Office

49 Project management team Roles, not jobs Role descriptions Some roles may be shared (or combined) Some roles may not be shared Some roles accountability may not be delegated Communication channels: part of Communication Management Strategy 52

50 Project management team roles Role Responsibilities Project Board Made up of the Executive, Senior User(s) and Senior Supplier(s) Has authority and responsibility for the project and its direction within the remit set by corporate or programme management Accountable for the success or failure of the project Provides resources and authorizes project funds Executive One person Key decision maker and ultimately accountable for the project s success (supported by the Senior User(s) and Senior Supplier(s)) Provides a cost conscious approach ensuring the project provides value for money Makes sure project is aligned to corporate/strategic objectives Responsible for business assurance and the Business Case 36 53

51 Project management team roles Role Responsibilities Senior User Responsible for specifying the requirements and scope of the products and project Responsible for specifying the benefits Represents the interests of the user community Accountable for user assurance More than one person may represent the users Senior Supplier Represents the supplier interests Accountable for the quality of products delivered by the suppliers and the technical integrity of the project Provides supplier resources to the project Has major input to the project approach Accountable for supplier assurance More than one person may represent the suppliers 36 54

52 Project management team roles Role Responsibilities Project Assurance Advise, review and report Monitoring all aspects of project s performance and products Project Board members accountable for their own area of assurance and can appoint others to do so on their behalf Project Assurance role cannot be combined with Project Manager, Project Support or Team Manager Change Authority Review and approve or reject all changes within delegated limits set by the Project Board By default a Project Board responsibility but they can delegate down some of the decisions 36 55

53 Project management team roles Role Responsibilities Project Manager One person Runs the project on a day-to-day basis Role is to manage and NOT to do the work Ensures results are capable of delivering business benefits Team Manager Reports to Project Manager Can be the same person as the Project Manager May seek guidance from Project Assurance 36 Project Support Process or tools expertise Maintenance of project documents and records Configuration management May come from Centre of Excellence 56

54 Project management team roles Corporate or programme management 33 Project Board Senior User(s) Executive Senior Supplier(s) Business, User and Supplier Project Assurance Project Manager Team Manager(s) Change Authority Project Support Team members Within the project management team From the customer From the supplier Lines of authority Project Assurance responsibility Lines of support/advice 57 Figure 5.3 Project management team structure Based on Cabinet Office PRINCE2 material. Reproduced under Licence from Cabinet Office

55 Project Board - 4 key characteristics 34 Authority Credibility Ability to delegate Availability - Should be senior enough to make decisions - Be able to direct the project - Give the Project Manager space to manage the project and not be involved in the detail - Need to make time to make decisions and provide direction 58

56 Definition of a stakeholder 313 Any individual, group or organization that can affect, be affected by, or perceive itself to be affected by, an initiative (programme, project, activity, risk). Managing Successful Projects with PRINCE2, 2009 edition 59

57 Communication Management Strategy 239 How to formally communicate with stakeholders Contains a description of the means and frequency of communication to parties both internal and external to the project. It facilitates engagement with stakeholders through the establishment of a controlled and bi-directional flow of information 60

58 Organization - Review Questions 1. Which role is responsible for authorizing and monitoring work to be completed and for taking corrective action within a stage? a. Project Manager b. Project Support c. Project Assurance d. Team Manager 61

59 Organization - Review Questions 2. Which statement is true for project stakeholders? a. Some have decision-making authority within the project environment b. All are external to the corporate organization c. All are internal to the project management team structure d. None have decision-making authority within the project environment 62

60 Organization - Review Questions 3. Which is NOT a responsibility of the Project Board? a. Allocate tolerances to specialist teams b. Transfer ownership of the Benefits Review Plan to corporate or programme management c. Approve the Project Product Description d. Confirm the required frequency of Highlight Reports 63

61 QUALITY THEME 64

62 Quality theme 47 The purpose of the Quality theme is to define and implement the means by which the project will create and verify products that are fit for purpose. Managing Successful Projects with PRINCE2, 2009 Edition 65

63 What is quality? The totality of features and inherent or assigned characteristics of a product, person, process, service and/or system that bear on its ability to show that it meets expectations or satisfies stated needs, requirements or specification. Managing Successful Projects with PRINCE2, 2009 Edition 66

64 Quality management Quality theme is supported by the focus on products and learn from experience principles Ensures that the quality expected by the customer is achieved and is comprised of: - Quality Management Strategy (QMS) - Quality planning - Quality control - Quality assurance 67

65 Quality Management Strategy 257 How quality management systems of participating organizations will be applied to the project Used to define quality techniques and standards to be applied, and the various responsibilities for achieving required quality levels, during the project 68

66 Quality planning To control anything, including quality, there must be a plan About defining the products and their quality criteria, methods and responsibilities 48 69

67 Quality control Focuses on the operational techniques and activities to: - fulfil the requirements for quality - identify ways of eliminating causes of unsatisfactory performance 70

68 Quality assurance Good practice for independent quality assurance Used as: - function within an organization that establishes and maintains the quality management system - the activity of reviewing a project s organization, processes and/or products to assess whether quality requirements will be met Responsibility of corporate or programme management so external to project 71

69 Project assurance vs. quality assurance 48 What they do How they differ Project Assurance Assure stakeholders project is being conducted appropriately Independent of Project Manager, Project Support and Team Manager (project management team member) Report to Project Board (thus undertaken within project) Quality assurance Assure wider corporate or programme management project is being conducted appropriately Independent of project overall (not a project management team member) Report to corporate or programme management (thus external to project) 72

70 Quality audit trail From customer Customer s quality expectations Project response 49 Acceptance criteria Project Product Description Quality Management Strategy Quality components Quality planning PRINCE2 p ro d u ct-b ased p la n n in g te ch n iq ue Product Descriptions Quality criteria and tolerances Quality methods Quality responsibilities Quality register PRINCE2 q u a lity re vie w t e ch n iq ue PRODUCT Quality and approval records Quality control Acceptance records 73 Figure 6.1 The quality audit trail Based on Cabinet Office PRINCE2 material. Reproduced under Licence from Cabinet Office

71 Quality Activity ID Product ID Product Quality Method Producer Reviewer(s) Approver(s) Target Review Date Actual Review Date Target Approval Date Actual Approval Date Result Quality Register example Test Plan Inspection Ali Paulo John, Rita 14-Feb 21-Feb 21-Feb 28-Feb Pass Water Pump Performance Test Paulo Ali, Bob John 20-Mar 20-Mar 27-Mar NA Fail Water Pump Maintenance Test Paulo Ali, Amir Rita 21-Mar 21-Mar 27-Mar 27-Mar Pass Water Pump Performance Test Paulo Ali, Bob John 14-Jun 21-Jun 74 Table 6.2 Example of a Quality Register Based on Cabinet Office PRINCE2 material. Reproduced under Licence from Cabinet Office

72 Quality responsibilities To avoid doubt, the quality responsibilities for a product should be specified 53 Role Responsibilities Producer The person or group responsible for developing a product Reviewer(s) A person or group independent of the producer who assesses whether a product meets its requirements as defined in its Product Description Approver(s) The person or group who is identified as qualified and authorized to approve a product as being complete and fit for purpose 75

73 Customer s quality expectations vs acceptance criteria Quality expected from project product to gain common understanding of general quality requirements 50 CQEs ACs Vague terms Water pump must: - be robust - last a lifetime Measurable, specific, unambiguous terms Outer shell to be made of B1452 Grade 250 cast iron To last 20 years Racing car s oil pump must: - be as light as possible - last the length of a race To be made of cast iron housing 76

74 Quality review team roles Role Responsibilities 55 Chair Responsible for overall conduct of review Presenter Introduces product for review Represents producer(s) Coordinates and tracks work after the review Reviewer Reviews the product Administrator Provides administrative support 77

75 Quality review technique Before meeting Chair checks product is ready for review Presenter distributes copies of product, and related Product Description, to reviewers Reviewers review product, submit question list to chair and presenter, annotate product copy and return to presenter During meeting Presenter leads the review team through the product Administrator records actions Chair determines product as: Complete Conditionally complete Incomplete 78

76 Quality review technique After meeting (review follow-up) Presenter coordinates, and reviewers sign off, individual actions Chair signs off product as complete Administrator communicates outcome, stores quality records and updates Quality Register Presenter requests approval for product 79

77 Further management products Project Product Description A special form of Product Description that defines what the project must deliver in order to gain acceptance Product Description Govern development of products and their subsequent review and approval Quality Register A diary of the quality events planned and undertaken (similar to a test log) 80

78 Quality - Review Questions 1. Which fact is true of Project Assurance but not quality assurance? a. Responsible for monitoring the conduct of the project b. Independent of the Project Manager c. Appointed as part of the project management team d. Responsible for reviewing the project for compliance with corporate standards 81

79 Quality - Review Questions 2. Which is an objective of the quality review technique? a. Involve key interested parties to promote wider acceptance of the product b. Develop and improve the specification of a product through continuous assessment c. Correct any errors found in a product during the quality review meeting d. Update the status information in the Configuration Item Record when a product is signed-off 82

80 Quality - Review Questions 3. Which is a purpose of the Project Product Description? a. Define the quality checks that will be used for the project's products b. Explain what the project must hand over to achieve customer acceptance c. Confirm the delivery timescales for the project's products d. Document the Project Manager's responsibilities for delivering the project's products 83

81 PLANS THEME 84

82 Plans theme 61 The purpose of the Plans theme is 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). Managing Successful Projects with PRINCE2, 2009 Edition 85

83 What is a plan? Plans theme is supported by the manage by stages principle Document that describes how, when and by whom a specific target or set of targets is to be achieved Includes project s products, timescales, costs, quality and benefits Backbone of management information system required for any project Important to keep in line with Business Case 86

84 Plan 250 A PRINCE2 plan is more comprehensive than a chart showing timescales Provides a statement of how and when objectives are to be achieved, by showing the major products, activities and resources required for the scope of the plan 87

85 3 levels of plan 62 Corporate or programme plan Project Plan (Initiation) Stage Plan (Delivery) Stage Plans Exception Plans As necessary Team Plans 88 Figure 7.1 PRINCE2 s planning levels Based on Cabinet Office PRINCE2 material. Reproduced under Licence from Cabinet Office

86 Project Plan Provides Business Case with planned costs and timescales and identified major control points Used by the Project Board as a baseline against which to monitor project progress Should align with corporate or programme management s plan MANDATORY 62 89

87 Stage Plans Required for each management stage They should: - be produced close to the time when planned events will take place - exist for a shorter duration than Project Plan - be produced with the knowledge of performance of earlier management stages MANDATORY 90

88 Team Plans Team Managers may not be using PRINCE2 so no predefined format, and formality can vary May only supply summary information for commercial reasons May be created at the same time as Stage Plan to which they relate OPTIONAL 91

89 Exception Plans If approved, an Exception Plan will replace the remainder of work of the plan that is in exception and become the new baselined plan Prepared to same level of detail as the plan it replaces MANDATORY 63 92

90 Analyse the risks (7.3.7) PRINCE2 approach to plans 63 Design the plan (7.3.2) Prerequisite Define and analyse the products (7.3.3) Identify activities and dependencies (7.3.4) Prepare estimates (7.3.5) Repeated for: Project Plan Stage Plan Team Plan (optional) Prepare the schedule (7.3.6) Document the plan (7.3.8) 93 Figure 7.2 The PRINCE2 approach to plans Based on Cabinet Office PRINCE2 material. Reproduced under Licence from Cabinet Office

91 Product-based planning technique 64 Write the Project Product Description ( ) For Project Plan only Create the product breakdown structure ( ) Write the Product Descriptions ( ) For all levels of plan Create the product flow diagram ( ) 94 Figure 7.3 Product-based planning technique Based on Cabinet Office PRINCE2 material. Reproduced under Licence from Cabinet Office

92 Product breakdown structure 279 Conference 1 Venue 2 Attendees 3 Speakers 4 Publicity 5 Delegate handouts 6 Conference logistics 7 Previous conference lessons & materials 1.1 Venue requirements 2.1 Mailing list 3.1 Speaker options 4.1 Mail-shot 5.1 Covers 6.1 Selected subject matter 1.2 Candidate venues 2.2 Responses 3.2 Speaker invitations 4.2 Press release 5.2 Printed agenda 6.2 Agreed date 1.3 Venue assessments 2.3 Booking arrangements 3.3 Booked speakers 5.3 Slides & notes 6.3 Agreed programme 1.4 Selected & booked venue 2.4 Final attendee list Key: Product External product Product group 5.4 Satisfaction survey form 6.4 On-the-day staff 95 Figure D.1 Product breakdown structure in the form of a hierarchy chart Based on Cabinet Office PRINCE2 material. Reproduced under Licence from Cabinet Office

93 Product flow diagram 6.1 Selected subject matter 3.1 Speaker options 3.2 Speaker invitations 3.3 Booked speakers 6.3 Agreed programme 1.1 Venue Requirements 1.2 Candidate venue 1.3 Venue assessments 1.4 Selected and booked venue 6.2 Agreed date 2.3 Booking arrangements 2.1 Mailing list Covers 5.3 Slides and notes 5.2 Printed agenda 5.4 Satisfaction survey form 4.2 Press release 4.1 Mail-shot 5 Delegate handouts 2.4 Final attendee list 2.2 Responses 7 Previous conference lessons and materials 6.4 On-the-day staff Conference 96 Figure D.3 Example of a product flow diagram for the conference project Based on Cabinet Office PRINCE2 material. Reproduced under Licence from Cabinet Office

94 Plans - Review Questions 1. Which of the following is used by the Project Board as a baseline against which project progress can be monitored on a stage-bystage basis? a. Stage Plan b. Project Plan c. Exception Plan d. Team Plan 97

95 Plans - Review Questions 2. Exception Plans are not produced for which of the following? a. Stage Plan b. Project Plan c. Initiation Stage Plan d. Work Packages 98

96 Plans - Review Questions 3. What is the advantage of the product-based planning technique? a. Reduces the risk of incorrectly scoping the project b. Ensures the delivery of the product within agreed time and cost c. Removes the need for activity sequencing d. Depicts how long the team would take to develop the products 99

97 RISK THEME 100

98 Risk theme 77 The purpose of the Risk theme is to identify, assess and control uncertainty and, as a result, improve the ability of the project to succeed. Managing Successful Projects with PRINCE2, 2009 Edition 101

99 What is a risk? Risk theme is supported by the continued business justification principle A risk is an uncertain event or set of events that, should it occur, will have an effect on the achievement of objectives Consists of the probability of a threat or opportunity occurring: - Threat - an uncertain event that could have a negative impact on objectives - Opportunity - an uncertain event that could have a favourable impact on objectives 102

100 Risk management Identification - Consider risks that could affect achievement of project objectives - Describe common understanding of these risks Assessment - Rank each risk re: estimated likelihood, impact and immediacy, and understanding of project s overall risk level Control - Identify appropriate risk responses - Assign risk owners - Execute, monitor and control these responses 103

101 Risk Management Strategy 259 How risk management will be embedded in project management activities Describes the specific risk management techniques and standards to be applied and the responsibilities for achieving an effective risk management procedure 104

102 Risk Register 260 Tracks the status and history of risks Provides a record of identified risks relating to the project, including their status and history. It is used to capture and maintain information on all of the identified threats and opportunities relating to the project 105

103 Risk management procedure 5 steps: 79 Identify - Identify context - Identify risks Assess - Estimate - Evaluate Plan Implement Communicate - Runs in parallel with the others Implement Plan Communicate Identify Assess 106 Figure 8.2 Risk management procedure Based on Cabinet Office PRINCE2 material. Reproduced under Licence from Cabinet Office

104 Identify step Identify risks sub-step Main goal is to recognise threats and opportunities Important to be able to provide a clear expression of each risk: Risk cause Risk event Risk effect 81 Should describe the source of the risk, i.e. the event or situation that gives risk to the risk Should describe the area of uncertainty in terms of the threat or the opportunity Should describe the impact that the risk would have on the project 107

105 Identify step Identify risks sub-step 82 A risk cause may result in A risk event which may affect An objective 108 Figure 8.4 Risk cause, event and effect Based on Cabinet Office PRINCE2 material. Reproduced under Licence from Cabinet Office

106 Assess step Estimate sub-step - assess risks in terms of their: Probability - Likelihood of occurrence Impact - On the project objectives Proximity - When it could happen 83 Evaluate sub-step - assess net effect of aggregated risks 109

107 Assess step Estimate sub-step 84 Very High 1 3 High 11 4 Medium 8 6 Low 10 7 Very Low Prob. Impact Very Low Low Medium High Very High 110 Risk tolerance line Figure 8.6 Summary risk profile Based on Cabinet Office PRINCE2 material. Reproduced under Licence from Cabinet Office

108 Plan step Prepare specific management responses to threats and opportunities Risk response should be proportional to the risk and that it offers value for money 83 Any chosen responses should be built into the appropriate level of plan with a provision made for any fallback plans 111

109 Plan step 85 Threat responses Opportunity responses Avoid Exploit Reduce (probability and/or impact) Fallback (reduces impact only) Enhance Transfer (reduces impact only, and often only the financial impact) Share Accept Reject 112 Figure 8.7 Threat and opportunity responses Based on Cabinet Office PRINCE2 material. Reproduced under Licence from Cabinet Office

110 Implement step Ensure planned risk responses are actioned, effectiveness monitored, and corrective action taken (where responses do not match expectations) 85 Ensure clear roles and responsibilities which support Project Manager: - Risk Owner: Named individual responsible for management, monitoring and control of a particular risk - Risk Actionee: Individual assigned to carry out risk response actions under Risk Owner s direction 113

111 Communicate step 87 Risks are communicated continually as part of the following products: - Checkpoint Reports - Highlight Reports - End Stage Reports A number of aspects of communication should be recognised: - Exposure to risk is never static - End Project Reports - Lessons Reports - Effective risk management is dependent on participation and communication 114

112 Risk budget Ring-fenced money from project budget to fund risk responses Risk Management Strategy will detail if a risk budget is to be used, what it will be used for, and defines mechanisms for control of and access to this budget Amounts are documented in the relevant plan

113 Risk - Review Questions 1. Which is recommended as a possible risk response type for an opportunity? a. Reduce b. Transfer c. Reject d. Fallback 116

114 Risk - Review Questions 2. Which of the following is funded from a risk budget? a. Potential changes that may be required as the project progresses b. Shortfall in estimating the development costs of the project's products c. Additional activities to reduce, avoid, fallback, transfer, share or enhance project risks d. Production of a Risk Management Strategy 117

115 Risk - Review Questions 3. What is a risk cause? a. Negative consequence of a threat occurring b. Explanation of the uncertainty which, should it occur, would d. Production create a problem of a Risk Management Strategy c. Positive consequence of an exploited opportunity d. A known situation which creates uncertainty 118

116 CHANGE THEME 119

117 Change theme The purpose of the Change theme is to identify, assess and control any potential and approved changes to the baseline. Managing Successful Projects with PRINCE2, 2009 Edition 120

118 Change - The inevitable constant The change theme is supported by the focus on products principle Change is inevitable during the life of a project This change, however, needs to be controlled in a systematic way Aim is not to prevent change, but to ensure that it is agreed by the relevant authority before it takes place Change can only be considered in relation to the status quo, therefore a configuration management system needs to be in place to record the baselines 121

119 Configuration management Creation, maintenance and controlled change throughout the life of a product (or item) A configuration item is an entity that is subject to configuration management, e.g.: - A component of a product: a motor that is part of a machine - A product: the machine - A release: a machine, the refitted machine room, training and the health and safety certificates 122

120 Types of issue 3 types of issue: 92 Request for change Off-specification Problem/concern - A proposal for a change to a baseline - Something that should be provided by the project, but currently is not (or is forecast not to be) provided - Any other issue that the Project Manager needs to resolve or escalate 123

121 Configuration Management Strategy 241 How the project will define and implement systems dealing with issue and change control, and configuration management Used to identify how, and by whom, the project s products will be controlled and protected 124

122 Further management products Configuration Item Record Provides a record of such information as the history, status, version and variant of each configuration item, and any details of important relationships between them Product Status Account Provides information about the state of products within defined limits 125

123 Further management products Daily Log Used to record informal issues, required actions or significant events not caught by any other PRINCE2 registers or logs. The Project Manager s diary Issue Register Used to capture and maintain information on all of the issues that are being formally managed Issue Report A formal report containing the description, impact assessment and recommendations for a request for change, off-specification or a problem/concern 126

124 Change Authority Review and approve or reject all changes within delegated limits set by the Project Board > 10,000 Project Board 93 By default a Project Board responsibility, but they can delegate down some of the decisions - Technical decisions - Trivial changes Project Manager can be a Change Authority 5,000-10,000 < 5,000 Request for change Change Authority Project Manager 127

125 Change budget Ring-fenced money from project budget that customer and supplier agree will be used to fund cost of requests for change, and possibly analysis costs Where a change budget is given to a Change Authority, the Project Board may apply limits Amounts are documented in the relevant plan

126 Configuration management procedure 5 steps: Planning Identification Control Status accounting Verification and audit (PICSV or Perhaps I Can See Vampires) - Decide what level of configuration management is required - Specifying and identifying all components of the project s products (configuration items) - Approve and baseline products and make changes only with the agreement of appropriate authorities - Reporting of all current and historical data concerning each product - Reviews and configuration audits to compare actual status of products

127 Issue and change control procedure 5 steps (CEPDI): 95 Project Board/Change Authority Request for adv ice Request for advice/ Exception Report Capture Examine Propose Decide Implement Determine issue type Determine severity/ priority Log Register Assess impact on project objectives/ Business Case and project risk profile Check severity/ priority Identify options Evaluate options Recommend options Escalate if beyond delegated authority Approve, reject or defer recommended option Take corrective action Update records and plans Daily Log or Issue Register/Issue Report 130 Figure 9.1 Issue and change control procedure Based on Cabinet Office PRINCE2 material. Reproduced under Licence from Cabinet Office

128 Change - Review Questions 1. In what product should the Project Manager enter the details of issues that are resolved without using the formal issue and change control procedure? a. Stage Plan b. Daily Log c. Configuration Item Record d. Checkpoint Report 131

129 Change - Review Questions 2. Which is a purpose of a Configuration Item Record? a. Provide a summary of the status of all products at any one time b. Provide any details of important links between configuration items c. Support the creation of the project product breakdown structure d. Include an analysis of an issue or risk which caused the product to change 132

130 Change - Review Questions 3. Which is a purpose of the Change Authority? a. Determine the change budget for a project b. Assess the impact of all requests for change c. Reduce the number of requests for change that need to be escalated to the Project Board d. Allow the Project Board to delegate the approval of all risks and Issue Reports 133

131 PROGRESS THEME 134

132 Progress theme 101 The purpose of the Progress theme is to establish mechanisms to monitor and compare actual achievements against those planned; provide a forecast for the project objectives and the project's continued viability; and control any unacceptable deviations. Managing Successful Projects with PRINCE2, 2009 Edition 135

133 Why have controls? Progress theme is supported by the manage by stages, continued business justification and management by exception principles Controls: - ensure project remains viable against the original Business Case - ensure products are developed and delivered to the required quality - help identify problems and risks Progress can be monitored at project, stage and Work Package levels 136

134 The need for project control 137

135 Exceptions vs. tolerances Exceptions An exception is a situation where it can be forecast that there will be a deviation beyond the agreed tolerance levels Tolerances Permissible deviation above and below a plan s target for time and cost (and maybe quality, scope, benefit and risk) without escalating the deviation to the next level of management If tolerances are not implemented then every deviation will be reported to the Project Board. The Project Manager role ends up being a monitoring role with no mandate to implement corrective actions

136 Management controls Project Board and Project Manager: Authorizations Progress updates Exceptions and changes 139

137 Delegating authority 4 levels of management: Corporate or programme management 103 Project tolerances Project progress/exceptions Project Board Stage tolerances Stage progress/exceptions Project Manager Work Package tolerances Work Package progress/issues Team Manager 140 Figure 10.1 Delegating tolerance and reporting actual and forecast progress Based on Cabinet Office PRINCE2 material. Reproduced under Licence from Cabinet Office

138 Technical stages Work grouped by set of techniques used or products created Typically, use of a particular set of technical skills Often overlap

139 Technical stages Project 106 Specifying Designing Building Training Commissioning 142 Figure 10.2 Specialist work defined in technical stages Based on Cabinet Office PRINCE2 material. Reproduced under Licence from Cabinet Office

140 Management stages Partitions of project with management decision points (stop/go points) Equates to commitment of resources and authority to spend Never overlap Their use is MANDATORY Number of stages is flexible - minimum two Lengths vary

141 Technical stages vs. management stages Project M an ag em en t stag e 1 M an ag em en t stag e 2 M an ag em en t stag e 3 M an ag em en t stag e 4 Specifying Designing Building Training Commissioning Based on Cabinet Office PRINCE2 material. Reproduced under Licence from Cabinet Office Figure 10.3 Specialist work crossing management stage boundaries 144

142 Technical stages vs. management stages Project M an ag em en t stag e 1 M an ag em en t stag e 2 M an ag em en t stag e 3 M an ag em en t stag e 4 Specification Overall design Detailed design Peripheral d e s i g n Built facility Training syllabus Trained staff Commissioned facility Based on Cabinet Office PRINCE2 material. Reproduced under Licence from Cabinet Office Figure 10.4 Specialist work aligned to management stages 145

143 Types of controls Event-driven Takes place when a specific event occurs: - End of a stage - Completion of the Project Initiation Documentation (PID) 106 Time-driven Takes place at pre-defined periodic intervals: - Highlight Reports - Checkpoint Reports 146

144 Progress and management products Baselines for progress control - Plans - Work Packages Reviewing progress - Daily Log - Issue Register - Product Status Account Capturing and reporting lessons - Lessons Log - Lessons Report - Quality Register - Risk Register 147

145 Progress and management products Reporting progress - Checkpoint Report - Highlight Report Raising exceptions - Project-level - Stage-level - End Stage Report - End Project Report - Work Package-level 148

146 Progress and management products Lessons Log A project repository for lessons that apply to this project or future projects Lessons Report Used to pass on any lessons that can be usefully applied to other projects 149

147 Progress and management products Highlight Report Used to provide the Project Board (and possibly other stakeholders) with a summary of the stage status at intervals defined by them, and for them to monitor the stage and project progress End Project Report Used during project closure to review how the project performed against the version of the Project Initiation Documentation used to authorize it Exception Report Produced when a Stage Plan or Project Plan is forecast to exceed tolerance levels set, enabling the Project Manager to inform the Project Board and offer options and recommendations on how to proceed 150

148 Progress - Review Questions 1. If a Work Package is forecast to exceed its tolerances, the Team Manager should inform the Project Manager by raising an exception? a. True b. False 151

149 Progress - Review Questions 2. The principle of management by exception uses types of tolerance against which a project can be controlled? a. Five b. Four c. Seven d. Six 152

150 Progress - Review Questions 3. Technical stages often overlap but management stages do not? a. True b. False 153

151 Section 4 PRINCE2 PROCESSES 154

152 PRINCE2 processes overview 113 Pre-project Initiation stage Subsequent delivery stage(s) Final delivery stage Directing DP Managing SU SB SB CP IP CS CS Delivering MP MP Key SU = Starting up a Project DP = Directing a Project IP = Initiating a Project SB = Managing a Stage Boundary CS = Controlling a Stage MP = Managing Product Delivery CP = Closing a Project 155 Figure 11.1 The PRINCE2 processes Based on Cabinet Office PRINCE2 material. Reproduced under Licence from Cabinet Office

153 PRINCE2 processes overview Project mandate DP Give ad hoc direction Authorize initiation Authorize the project Authorize a Stage or Exception Plan Authorize project closure SU IP CS SB CP Daily Log Lessons Log Project Brief Initiation Stage Plan Risk } Quality } Registers Issue } PID BRP Work Package MP Stage Plan or Exception Plan Updated Project Plan Updated Business Case End Stage Report Acceptance Updated BRP End Project Report Lessons Report Follow-on action recommendations Drafted project closure notification Team Plan 156

154 STARTING UP A PROJECT 157

155 Starting up a Project 121 The purpose of the Starting up a Project process is to ensure that the prerequisites for Initiating a Project are in place by answering the question: do we have a viable and worthwhile project? Managing Successful Projects with PRINCE2, 2009 Edition 158

156 Starting up a Project - Objective Ensure business justification and necessary authorities for initiation exist Determine if sufficient information is available for project s scope Identify project approach and project team members Plan the work for the initiation stage 159

157 Starting up a Project - Overview 121 Project mandate Corporate or programme management Directing a Project Appoint the Executive & the Project Manager Capture previous lessons Design & appoint the PM team Prepare the outline Business Case Select the project approach & assemble the Project Brief Starting up a Project Plan the initiation stage Request to initiate a project 160 Figure 12.1 Overview of Starting up a Project Based on Cabinet Office PRINCE2 material. Reproduced under Licence from Cabinet Office

158 Project Brief 253 Ensures project has a commonly understood and well-defined starting point Used to provide a full and firm foundation for the initiation of the project 161

159 Starting up a Project - Review Questions 1. Which is an objective of the Starting up a Project process? a. Confirm there are no known restrictions that would prevent the project from being delivered b. Ensure all Team Managers understand their responsibilities c. Get approval for the Project Plan from corporate or programme management d. Prepare the Project Initiation Documentation for authority to initiate the project 162

160 Starting up a Project - Review Questions 2. Which is a purpose of a Project Brief? a. Describe an agreed position from which the project can be started b. Describe the information needs of the project's stakeholders c. Describe the configuration management procedure that will be used by the project d. Describe the reporting requirements of the Project Board 163

161 Starting up a Project - Review Questions 3. Which is a purpose of the Starting up a Project process? a. Ensuring that the prerequisites for initiating the project are in place b. Establishing that the Project Plan can meet the required target dates c. Creating the Project Initiation Documentation so the project can be initiated d. Confirming to corporate or programme management that quality expectations will be met 164

162 DIRECTING A PROJECT 165

163 Directing a Project 135 The purpose of the Directing a Project process is to enable the Project Board to be accountable for the project's success by making key decisions and exercising overall control while delegating day-to-day management of the project to the Project Manager. Managing Successful Projects with PRINCE2, 2009 Edition 166

164 Directing a Project - Objective The Project Board give authority to: initiate the project deliver the project s products close the project The Project Board: provide high-level management direction and control throughout the project s life provide an interface to corporate or programme management ensure plans for post-project benefits management and review are in place 167

165 Directing a Project: Overview (simplified) 135 Initiation notification Project authorization notification Project Board request for advice Corporate advice and decisions Closure notification Authorise initiation Authorise the project Directing a Project Authorise a Stage or Exception plan Give ad-hoc direction Authorise project closure Starting up a Project Initiating a Project Managing a Stage Boundary Closing a Project Controlling a Stage 168 Figure 13.1 Overview of Directing a Project Based on Cabinet Office PRINCE2 material. Reproduced under Licence from Cabinet Office

166 Directing a Project - Review Questions 1. Basing projects on a 'management by exception' principle provides which benefit? a. Promotes consistency of project work and staff mobility b. Provides a common language c. Clarity of what a project will deliver, why, when and by whom d. Efficient and cost-effective use of management time 169

167 Directing a Project - Review Questions 2. Identify the missing words in the following sentence: Because the Project Board receives regular [? ], there is no need for regular progress meetings. a. End Stage Reports b. Checkpoint Reports c. Exception Reports d. Highlight Reports 170

168 Directing a Project - Review Questions 3. Which is a purpose of the Directing a Project process? a. Prepare a solid foundation for the project b. Enables the Project Board to exercise overall control of a project c. Establish the prerequisites for the initiation of a project d. Assign Work Packages 171

169 INITIATING A PROJECT 172

170 Initiating a Project 149 The purpose of the Initiating a Project process is to establish solid foundations for the project, enabling the organization to understand the work that needs to be done to deliver the project's products before committing to a significant spend. Managing Successful Projects with PRINCE2, 2009 Edition 173

171 Initiating a Project - Objective This process ensures there is a common understanding of: the reasons, expected benefits and associated risks of doing the project the scope, and how and when products will be delivered and costs who is to be involved in decision making how quality will be achieved; risks, issues and changes managed; and baselines established and controlled how progress and information needs will be managed 174

172 Initiating a Project - Overview Directing a Project 149 Authority to initiate project Prepare the Risk Management Strategy Prepare the Quality Management Strategy Prepare the Configuration Management Strategy Prepare the Communication Management Strategy Set up the project controls Create the Project Plan Refine the Business Case Initiating a Project Assemble the Project Initiation Documentation Request to deliver a project Stage boundary approaching Managing a Stage Boundary 175 Figure 14.1 Overview of Initiating a Project Based on Cabinet Office PRINCE2 material. Reproduced under Licence from Cabinet Office

173 Management strategies Defines how an area of the project will be managed e.g.: Who will do the work? How will it be done? What records will be kept? strategies: Risk Quality Configuration Communication 176

174 Project Initiation Documentation 254 Focal point at which all information relating to the what, why, who, how, where, when, and how much of the project is Used to define the project, in order to form the basis for its management and an assessment of its overall success. It gives the direction and scope of the project and (along with the Stage Plan) forms the contract between the Project Manager and the Project Board 177

175 Initiating a Project - Review Questions 1. While preparing the Configuration Management Strategy, the Project Manager recommended that the selected external supplier as Change Authority be authorised to approve and implement all changes. Is this a correct implementation of PRINCE2? a. True b. False 178

176 Initiating a Project - Review Questions 2. Which of the following is established within the Initiating a Project process? a. The various ways in which the project can be delivered b. Those who require project information have been identified c. All the information required to develop the Project Brief is available d. Any constraints that could affect the project have been removed 179

177 Initiating a Project - Review Questions 3. What product forms the 'contract' between the Project Manager and the Project Board for the project? a. Project Plan b. Project Product Description c. Project Initiation Documentation d. Project Brief 180

178 MANAGING A STAGE BOUNDARY 181

179 Managing a Stage Boundary 193 The purpose of the Managing a Stage Boundary process is to enable the Project Board to be provided with sufficient information by the Project Manager so that it can review the success of the current stage, approve the next Stage Plan, review the updated Project Plan, and confirm continued business justification and acceptability of the risks. Managing Successful Projects with PRINCE2, 2009 Edition 182

180 Managing a Stage Boundary - Objective Assure the Project Board that all products in the Stage Plan are completed and approved Prepare the Stage Plan for the next stage Review and update the Project Initiation Documentation Provide information needed to the Project Board to assess the viability of the project Record lessons Request authorisation to start the next stage 183

181 Managing a Stage Boundary - Overview 193 Directing a Project Request to approve Exception Plan Request to approve next Stage Plan Exception Plan request Report stage end Update the Business Case Produce an Exception Plan Update the Project Plan Plan the next stage Managing a Stage Boundary Stage boundary approaching Initiating a Project Controlling a Stage 184 Figure 17.1 Overview of Manging a Stage Boundary Based on Cabinet Office PRINCE2 material. Reproduced under Licence from Cabinet Office

182 Managing a Stage Boundary - Review Questions 1. Identify the missing words in the following sentence: A purpose of the Managing a Stage Boundary process is to provide the Project Board with sufficient information so that it can approve the [? ] for the next stage. a. Work Packages b. Stage Plan c. Exception Report d. Project Brief 185

183 Managing a Stage Boundary - Review Questions 2. Which is an objective of the Managing a Stage Boundary process? a. Enable the Project Board to commit resources and expenditure required for the initiation stage b. Review and, if necessary, update the Project Initiation Documentation c. Provides a break between those managing the project from those creating products d. Ensure a periodic review is held to approve the products created within the completed stage 186

184 Managing a Stage Boundary - Review Questions 3. How does the Managing a Stage Boundary process support the focus on products principle? a. Prepares and distributes an interim report on what has gone well b. Documents the agreed level of quality for each of the deliverables of the next stage c. Re-plans a stage in response to a forecast deviation from tolerance d. Reviews and, if necessary, updates the project management team for the next stage 187

185 CONTROLLING A STAGE 188

186 Controlling a Stage 167 The purpose of the Controlling a Stage process is 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 stage remains within tolerance. Managing Successful Projects with PRINCE2, 2009 Edition 189

187 Controlling a Stage - Objective Attention is focused on delivery of the stage s products Monitor the scope Manage risks and issues Review the Business Case Ensure products are delivered to stated quality standards, within cost, effort and time Manage the team and ensure delivery is within predefined tolerances 190

188 Controlling a Stage - Overview 167 Directing a Project Exception Plan approved Stage authorization Managing a Stage Boundary Stage boundary approaching Exception raised Request for advice Closing a Project Project end approaching Project Board advice Escalate issues & risks Report highlights Take corrective action Review the stage status Controlling a Stage Capture & examine issues & risks New issue Authorize Work Packages Review Work Package status Receive completed Work Packages Authority to deliver Work Package Completed Work Package Managing Product Delivery 191 Figure 15.1 Overview of Controlling a Stage Based on Cabinet Office PRINCE2 material. Reproduced under Licence from Cabinet Office

189 Work Package 261 The work to be done (including tolerances allowed) is defined and controlled within a Work Package A set of information about one or more required products collated by the Project Manager to pass responsibility for work or delivery formally to a Team Manager or team member 192

190 Controlling a Stage - Review Questions 1. Which is NOT a purpose of the Controlling a Stage process? a. Take corrective actions to control deviations from the Stage Plan b. Recommend the tolerances for the next stage c. Report progress to the Project Board d. Assign work to be done 193

191 Controlling a Stage - Review Questions 2. Which is NOT an objective of the Controlling a Stage process? a. Produce the Stage Plan for the next stage b. Focus attention on delivery of the stage's products c. Escalate threats to tolerances d. Keep issues and risks under control 194

192 Controlling a Stage - Review Questions 3. In which situation might the Controlling a Stage process be used? a. Managing the long initiation stage of a complex project b. Managing the activities of a complex programme c. Managing support activities following the handover of the products to the operational environment d. Creating an Exception Plan to replace the current Stage Plan 195

193 MANAGING PRODUCT DELIVERY 196

194 Managing Product Delivery 185 The purpose of the Managing Product Delivery process is to control the link between the Project Manager and the Team Manager(s), by placing formal requirements on accepting, executing and delivering project work. Managing Successful Projects with PRINCE2, 2009 Edition 197

195 Managing Product Delivery - Objective 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 Planned products are delivered to expectations and within tolerance Accurate progress information is provided to the Project Manager at an agreed frequency 198

196 Managing Product Delivery - Overview 185 Controlling a Stage Authority to deliver a Work Package Completed Work Package Accept a Work Package Execute a Work Package Deliver a Work Package Managing Product Delivery 199 Figure 16.1 Overview of Managing Product Delivery Based on Cabinet Office PRINCE2 material. Reproduced under Licence from Cabinet Office

197 Managing Product Delivery - Review Questions 1. Which is a purpose of the Managing Product Delivery process? a. Controls the link between the Project Manager and the Team Manager(s) b. Tracks the progress of a stage with the help of Checkpoint Reports c. Provides a link between the work of the Project Manager and the Project Board d. Maintains a focus on the delivery of benefits throughout the stage

198 Managing Product Delivery - Review Questions 2. Which is NOT an objective of the Managing Product Delivery process? a. Ensure suppliers understand what is expected of them b. Ensure products of appropriate quality are delivered c. Ensure the Project Board is kept informed of progress on the products d. Ensure work for the team is agreed with the Project Manager 201

199 Managing Product Delivery - Review Questions 3. The Team Manager is concerned that there are delays with government departments getting work signed off after completion. In which of the following management products will this be reflected? a. Work Package b. Team Plan c. Issue Register d. Lessons Log 202

200 CLOSING A PROJECT 203

201 Closing a Project 205 The purpose of the Closing a Project process is to provide a fixed point at which acceptance for the project product is confirmed, and to recognise that objectives set out in the original Project Initiation Documentation have been achieved (or approved changes to the objectives have been achieved), or that the project has nothing more to contribute. Managing Successful Projects with PRINCE2, 2009 Edition 204

202 Closing a Project - Objective Verify user acceptance of the project s products Ensure the host site is able to support the products when the project is disbanded Review performance of the project against its baselines Assess any benefits that have already been realised, update the forecast of the remaining benefits, and plan for a review of unrealised benefits Ensure provision has been made to address all open issues and risks 205

203 Closing a Project - Overview Directing a Project 205 Premature close Controlling a Stage Project end approaching Prepare planned closure Prepare premature closure Handover products Closing a Project Evaluate the project Recommend project closure Closure recommendation 206 Figure 18.1 Overview of Closing a Project Based on Cabinet Office PRINCE2 material. Reproduced under Licence from Cabinet Office

204 Closing a Project - Review Questions 1. Which is an objective of the Closing a Project process? a. Check that all the project's products have been accepted by the users b. Prepare for the final stage of the project c. Capture the customer s quality expectations d. Ensure that all benefits have been achieved 207

205 Closing a Project - Review Questions 2. Which is a purpose of the Closing a Project process? a. Define the procedure for handing over products b. Provide a fixed point at which acceptance for the project product is confirmed c. Define formal requirements for the acceptance, execution and delivery of project work d. Confirm all project benefits have been achieved 208

206 Closing a Project - Review Questions 3. Which is NOT a purpose of an End Project Report? a. Compare project achievements against what was originally agreed b. Record information that will help future projects c. Prompt the Project Board to authorize the next stage d. Pass on details of any ongoing risks for those who will maintain and operate the finished product 209

207 Section 5 TAILORING PRINCE2 210

208 Embedding vs. tailoring 215 Embedding Done by the organization to adopt PRINCE2 Focus on: Process responsibilities Scaling rules/guidance (e.g. score cards) Standards (e.g. templates, definitions) Training and development Integrating with business processes Tools Process assurance Tailoring Done by the project management team to adapt the method to the context of a specific project Focus on: Adapting the themes (through strategies and controls) Incorporating specific terms/language Revising the Product Descriptions for the management products Revising the role descriptions for the PRINCE2 project roles Adjusting the processes to match the above 211 Table 19.1 Embedding and tailoring Based on Cabinet Office PRINCE2 material. Reproduced under Licence from Cabinet Office

209 Influences on the tailoring requirement Multi-organization External customer/supplier Corporate standards Within a programme Organization maturity (e.g. centre of excellence) Terms and language Geography Organization culture Project priority etc. Environmental factors PRINCE2 principles Scale Solution complexity Team maturity Project type and lifecycle model etc. Project factors 216 Tailor Adapt the themes (through the strategies and controls) Revise terms and language Revise Product Descriptions for the management products Revise role descriptions Adjust processes to match the above Record in the Project Initiation Documentation 212 Figure 19.1 Influences on the tailoring requirement Based on Cabinet Office PRINCE2 material. Reproduced under Licence from Cabinet Office