Lisa Hodges Owner/Principal Consultant

Transcription

1 Lisa Hodges Owner/Principal Consultant Cornerstone Service Management unless otherwise stated. ITIL is a registered trademark of Axelos Limited. PRINCE2 is a registered trademark of Axelos Limited. PMBoK is a registered trademark of Project Management Institute.

2 Asked by several organizations two years ago if I would be interested in PRINCE2, I said no, unless: It s better than what I already have (PMBoK), or It integrates more effectively with ITIL and by the way, Agile/Scrum seems to taking over the world, so why do I care? Well, guess what? They did it. I m a believer and a PRINCE2 Practitioner. PRINCE2 is the most exciting thing to hit the US project Well, guess what? They did it. I m a believer and a management industry in years. PRINCE2 Practitioner.

3 PRINCE2 Too PRINCE2 and the PMBoK complement each other beautifully How To with PRINCE2 A practical, actionable method to manage and execute projects The Value of PRINCE2 A solution to problems that have plagued project managers and PMO s for years

4 Comparing PRINCE2 and the PMBoK is not like comparing apples to apples the two frameworks are not substitutes; they complement each other! Therefore, PRINCE2 and PMBoK are comrades, not competitors To be truly internationally qualified and effective, a project manager should have certification in both PRINCE2 offers the method to apply PMBoK knowledge

5 An encyclopaedia of information on all things project management The sum of generally accepted project management knowledge and principles A common vocabulary of project management terms A pragmatic approach to project management Industry agnostic can be used for any type of project Process-based, product-focused, and business case-justified Prescriptive yet flexible - adaptable and should be tailored Truly international

6 Approach Style Business Case Project structure Deliverables Based on what a project manager should do during a project to ensure delivery is on time, within budget, with the minimum amount of risk Specifies what project managers and the project management team should do and when ; leaves the how open according to varying circumstances Strongly emphasises the business case the heart of the project. Emphasizes the project structure including core roles and is very clear on reporting line and reducing project risk Concentrates on the deliverables of a project Based on what a project manager should know, focusing on standards for the practice of project management Wide variety of specific tools & techniques; focus on why to use them; little guidance for how and when Focused more on executing project management processes than continual reassessment of the business case No formal project structure description More focus on process and people management Summary Focuses on successful project execution Focuses on the skills of a project manager

7 Prerequisites PRINCE2 Foundation None PRINCE2 Practitioner Provide proof of having passed one of the following: PRINCE2 Foundation Project Management Professional (PMP) Certified Associate in Project Management (CAPM) IPMA Level A (Certified Projects Director) IPMA Level B (Certified Senior Project Manager) IPMA Level C (Certified Project Manager) IPMA Level D (Certified Project Management Associate) PMP Certification A secondary degree (high school diploma, associate s degree, or the global equivalent) with at least five years of project management experience, with 7,500 hours leading and directing projects and 35 hours of project management education. OR A four-year degree (bachelor s degree or the global equivalent) and at least three years of project management experience, with 4,500 hours leading and directing projects and 35 hours of project management education

8 Benefits of using PRINCE2: Established best practice no need to re-invent the wheel Flexible, scalable, tailorable, transferable Active stakeholder engagement Provides consistency across project work Promotes continual improvement

9 These elements create an environment that enables successful project management : Principles Themes Processes Tailoring PRINCE2 to the project environment

10 PRINCE2 does not provide: Specialist aspects PRINCE2 is generic ; not specific to a project type or industry and can be tailored for any organization Detailed techniques Well-documented proven project management techniques already exist and can be used within the PRINCE2 methodology Stakeholder Analysis Critical Path Analysis Earned Value Management Motivational Theory Leadership capability Defines specific responsibilities of project leadership roles; relies on other bodies of knowledge to define how to lead

11 .» Continued Business Justification» Learn from Experience» Defined Roles and Responsibilities» Manage by Stages» Manage by Exception» Focus on Products» Tailor to Suit the Environment

12 The Project Manager s toolbox Enable the PRINCE2 processes to be effective - if the process requires action the Theme provides guidance on how it should be done 7 Themes: Business Case Organization Quality Plans Risk Change Progress Risk Change Progress Plans Business Case Organization Quality

13 Continued Business Justification A requirement for a PRINCE2 project is that:» There is a justifiable reason to start it» The justification remains valid throughout the life of the project» The justification is documented and approved

14 The purpose of PRINCE2 s Organization Theme is to define and establish the project s structure of accountability and responsibilities (the who?). Key Concepts A temporary organization with defined roles and responsibilities Every project needs effective direction, management, control and Defined roles and responsibilities communication Project s structure of accountability and responsibilities (the who?) Customer/supplier environment Roles, NOT jobs

15 PRINCE2 focuses on three project interests. Consider the difference between stakeholders and decision-makers Business User The Project Supplier Copyright AXELOS Limited 2009 PRINCE2 manual ref: P32

16 Pre-Project Initiation Stage Subsequent Delivery Stages Final Stage Directing Managing Starting Up a Project Project Manager Corporate or Programme Management Initiating a Project Directing Project Project Board Controlling a Stage Controlling a Stage SB SB CP Delivering Team Manager Managing Product Delivery Managing Product Delivery Copyright AXELOS Limited 2009 PRINCE2 manual ref: P33

17 Corporate or Programme Management Senior User(s) Project Board Executive Senior Supplier(s) From within the project team From the supplier Business User and Supplier Project Assurance Project Manager Change Authority From the customer Lines of authority Lines of support/advice Project Assurance responsibility Project Support Team Manager(s) Team Members Copyright AXELOS Limited 2009 PRINCE2 manual ref: P33

18 Pre-Project Initiation Stage Subsequent Delivery Stages Final Stage Directing Managing Starting Up a Project Initiating a Project Directing Project Controlling a Stage Controlling a Stage SB SB CP Delivering Managing Product Delivery Managing Product Delivery Copyright AXELOS Limited 2009 PRINCE2

19 Management Products Baseline Management Products Define aspects of the project and, once approved, are subject to Change Control, e.g. Business Case Records Dynamic management products that maintain information regarding project progress, e.g. Risk Register Reports Management products that provide a snapshot of the status of certain aspects of the project, e.g. Highlight Report Specialist products Vary, determined by type of project

20 Project Board/Change Authority Request for advice 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

21 Purpose of the Change Theme is to identify, assess and control any potential and approved changes to the baseline. Issue and Change Control A prerequisite of effective issue and change control is the establishment of an appropriate configuration management system. Configuration Management

22 PRINCE2 Configuration Management Procedure Planning Level of configuration management required and how to achieve this Identification Unique identification of each product and version Control Nothing moves or changes without authorization Status Accounting Reporting on current and historical data Product Status Account Verification and Audit Reviews and audits to check actual product state against records held..look familiar?

23 Quality Audit Trail Quality Planning Quality Control Customer s Quality Expectations Acceptance Criteria Products Produced Products Quality Checked Project Product Description Quality Management Strategy Quality Register Updated Product Descriptions Quality Register Acceptance Criteria Sign-off!! Copyright AXELOS Limited 2009 PRINCE2

24 Maturity Level Lessons learned captured at each stage boundary Used in go/no go decision Knowledge is transferred at each stage Continuous quality control and consolidation ACT CHECK PLAN DO Plan Do Check Act Project Plan Project Audit New Actions Time Scale Business IT Alignment Effective Quality Improvement Consolidation of the level reached i.e. Baseline A culture of continual improvement is embedded from the beginning of the project.

25 7 Principles 7 Themes 7 Processes Management Products

26 1. Train your organization to use the PRINCE2 method Project teams, key stakeholders, sponsors, project managers Workshops/Simulations, Foundation, Practitioner 2. Tailor the PRINCE2 approach Customize project artifacts, create templates (or borrow them) Integrate industry specify specialist products 3. Refine and continually improve with PMBoK Project management body of knowledge as an encyclopedia Utilize specific tools & techniques as needed Study for the PMP; use PRINCE2 to achieve required experience hours 4. Evolve to higher levels of maturity and integrate complimentary practices MSP, MoR, ITIL, PRINCE2 Agile, RESILIA

27 To learn More: 2too Connect with Lisa Hodges on LinkedIn Cornerstone Service Management unless otherwise stated.