PRINCE2 walkthrough and Roadmap. Dave Litten

Size: px
Start display at page:

Download "PRINCE2 walkthrough and Roadmap. Dave Litten"

Transcription

1 PRINCE2 walkthrough and Roadmap Dave Litten Step By Step Guide

2 Copyright Copyright 2018 Projex Academy Cover and internal design Dave Litten All rights reserved. No part of this book may be reproduced in any form or by any electronic or mechanical means including information storage and retrieval systems except in the case of brief quotations in articles or reviews without the permission in writing from its publisher, David Geoffrey Litten All brand names and product names used in this book are trademarks, registered trademarks, or trade names of their respective holders. Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

3 PRINCE2 Walkthrough and Roadmap Congratulations! YOU have taken the first step toward a PRINCE2 EXAM PASS! My Roadmap Walkthrough is a key diagram that I normally develop for the delegates on the first morning of my PRINCE2 training seminars. As you will see from the attached diagram, it is just a picture taken from one such training session. This important diagram, shows the interaction between the seven PRINCE2 Processes in a typical project and the key PRINCE2 Management documents, and as such teaches you how the PRINCE2 Method is applied. Good Luck on your path to your PRINCE2 exam pass Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

4 PART ONE An Overview of the PRINCE2 Method I suggest you print out this document and keep the roadmap diagram separate so that you can refer to it constantly as I guide you through it. As is usual, I will start at the top left-hand corner of the diagram with the trigger for any PRINCE2 project the Project Mandate read on A project can be standalone or part of a programme, in which case a project may be triggered from either those within a programme, here called programme management, or by appropriate senior management within an organization, here called corporate management. A PRINCE2 project is therefore triggered by either of the above by issuing a Project Mandate. This document should contain as a minimum, the name of the prospective project board executive and the reasons for the need of the project. As such it may only be and verbal instruction or possibly an . At the other extreme it could be the final report from a feasibility study. Whichever, it must contain sufficient information provided by an appropriate authority level, to trigger the first PRINCE2 process. Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

5 The first process is called Starting Up a Project and uses the initials SU. This occurs pre-project and is used as a solid foundation prior to the first stage in a PRINCE2 project. Developing detailed plans can consume a lot of resource, and since many projects should not even be started in the first place, it makes sense for SU to be used as a filter both to prevent poorly conceived projects from starting in the first place, and to establish an understanding of the goals and objectives of the project. To ensure that there are good business reasons to proceed with the project. One of the first activities is to appoint the Executive of the Project Board and the Project Manager; the Executive will now design and appoint the remaining roles within the Project Board including who will fill the Senior User and Senior Supplier roles, and how Project Assurance is to be handled. The project manager will design and appoint any other supporting roles that will be needed such as project support, configuration management and the optional Team Manager role. There are two main management products that are an output from this process, the Project Brief and a plan for the Initiation Stage. The Project Brief contains the outline Business Case with sufficient information to justify carrying out the initiation stage, creating the Project Product Description which includes aspects such as the customer s quality expectations and acceptance criteria for the end product of the project. The Project Brief also contains the Project Approach management document. This lays out the approach used by the project to deliver the end product, for example, basing the design on an existing product or developing an entirely new design, or whether or not resources used for the project will be provided internally or by the use of third parties. The Project Brief is a refinement of the Project Mandate, and in a similar way the Project Brief will be refined further within the initiation stage to become the Project Initiation Documentation (PID). One important principle of PRINCE2 is that of manage by exception. The purpose of this is to set tolerance levels at the directing, managing, and delivering management levels within a project. Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

6 Tolerance is defined as limit within which a specific level may manage without the need to escalate to the next level above. There are six objectives against which tolerances may be set: time, cost, quality, scope, risk, and benefits. If any of these tolerances are forecast to be exceeded, then an Exception Plan must be raised which if approved would replace the existing plan that would have no longer completed within tolerance. Corporate or Programme management have the authority to set project level tolerances, the Project Board have authority to set stage level tolerances, and optionally, the Project Manager may set tolerances around each specific Work Package. One of the PRINCE2 principles is learning from experience. For this reason, the Lessons Log is created and filled with any lessons that can be learned from appropriate individuals and previous similar projects. The project manager would be expected to proactively collect such data. The Lessons Log will be updated and used throughout the project, as a source of information to create the optional Lessons Report at the end of each stage, and the Lessons Report that is created as part of the Closing a Project process. In this way, lessons can be passed on to future similar projects. The Daily Log is also created by the project manager and is used as a diary by the project manager for the remainder of the project. But here in SU, it is also used to capture any risks and issues that need to be managed prior to the formal start of the project. To proceed any further, the newly formed project board will need to decide whether or not it is worth investing in the creation of the PID. Specifically, how much work effort and resources are needed in the initiation stage. In this way, poorly conceived projects can be nipped in the bud before any further effort is wasted upon them. By the same token, the information contained within the Project Brief and the initiation Stage Plan will give the project board sufficient information to make an informed choice. The Starting Up a Project process culminates with the project manager requesting that the project board consider authorizing the initiation stage. This uses the first activity authorizing initiation within the directing a project (DP) process. Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

7 The project board may decide not to proceed any further. However, let s assume that in this instance they agree based on the evidence above to invest in the initiation stage, then this will become the formal start of the project, and corporate/programme management will be informed that the project is initiated. The initiating a project process is used within the initiation management stage and the main deliverable here is the PID itself. The activities within this process echo the contents of the project initiation documentation. It makes sense to first determine the various approaches needed within the project be for detailed planning takes place. The Risk Management Approach document is created and the Risk Register is set up to capture and manage any risks throughout the project. Any risks which exist already on the Daily Log would now be transferred to the Risk Register. The Risk Management Approach defines HOW resource will be managed throughout the project. The Quality Management Approach document is created and the Quality Register is set up. This register will typically be empty at this point, as this will contain the planned dates of all quality management activities for the creation of the specialist products, and such dates will not be known until the second Stage Plan is created. This second stage is always the first delivery stage, so-called because this is the first stage (and possibly also the final stage for small simple projects) where specialist products are to be created. The word specialist products refer to the type of project, for example if the project end product is a new office building, then the specialist products would be for example, the building frame itself, roof and walls, water and electricity services to be implemented, heating and lighting products, office equipment and so on. These should not be confused with the PRINCE2 management products such as the Project Brief, Project Initiation Documentation, reports, and so on. So you can see that the Quality Register will have the actual dates of the quality checking activities entered during a typical delivery stage. It is worth mentioning that PRINCE2 does not consider a specialist product as complete, until it has had an independent quality check and an appropriate authorization. Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

8 As part of the PRINCE2 product-based planning technique, a product description for each specialist product is written as part of planning for a particular delivery stage. This Product Description will contain the method and the appropriate measurements required for the product to have ensure the pass its quality check. The Change Management Approach document is created and the Issue Register is set up. In PRINCE2, an issue can be advice of a new risk, a problem or concern, or a change. There are two types of changes: a request for change which typically comes from the customer and it is a request for a change to what was originally agreed. The second type of change is called an off-specification; typically, this would come from the supply side and covers some aspect of the project that although agreed, cannot now be met. Configuration management may be thought of as version control and as such is closely aligned with how change control (mentioned above) is to be implemented. Typically configuration management will be supplied by the project support role. The final strategy is the Communication Management Approach, and is created last because the first three strategies will have communication needs and these can be included at this point. As you can see, all four of the strategies are HOW-TO documents. The Project Plan can now be created in parallel with setting up the various controls there will be needed throughout the project. Typically, these controls focus on those needed at project board level for example end stage assessment timing, and the frequency of their regular Highlight Reports, while at project manager level for example, the formality or otherwise of issuing Work Packages and the frequency of the regular Checkpoint Reports. Highlight Reports cover progress within the management stage, and Checkpoint Reports cover the progress of specialist product creation within a Work Package. As with all plans, the Project Plan is a document, and will use the PRINCE2 product-based planning technique. Traditional project planning would start with the brainstorming of the various activities. But one of the principles of PRINCE2 is product focus. Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

9 What this means is that the product based planning technique starts with the identification of products, initially at the highest level within a project, by creating the Project Product Description, but then going on to create a Product Breakdown Structure which is a hierarchical diagram of the products within a given project. The next step would be to create Product Descriptions for all appropriate lower level products, including their quality criteria. The final product-based planning step is to create a Product flow Diagram, which shows the sequence of creation of the products. In case you are confused, an activity would normally be described with a noun and verb such as create report, whereas a product would be described with a noun or outcome for example specification document. Within PRINCE2, the next steps cover traditional planning techniques, first identifying the activities needed to create each product, then estimating such activities, creating the schedule or sequence of such activities (usually shown as a network diagram or Gantt Chart view). This continues, by going on to identify risks, their associated response activities, and finally adding the narrative of the plan document. Because of this, new Product Descriptions along with their quality criteria will be created along with a Configuration Item Record (CIR) for each product. This record forms part of the data and the status for each product held within configuration management. Also, at this point the Project Product Description may now needs to be further refined, for example, as better data is understood for the acceptance criteria of the project end product. The detailed Business Case can now be developed as it will use timescale and cost information derived from the Project Plan. This detailed Business Case will be used throughout the project in particular at the end of each management stage where it is updated and used as a basis to proceed or otherwise by the project board. A new management product is now created based upon some information contained within the business case, and it is called the Benefits Management Approach. As the name suggests, this contains a description of each future benefit, its timing, measurement, and the resources required to carry this out. Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

10 The Benefits Management Approach is kept separate from the Project Initiation Documentation as it will be used after the project has finished to continue and track the remaining benefits until their eventual realization. All of the above can now be assembled and forms the Project Initiation Documentation. The project manager will now request that the project board authorize the project. They will use this named activity within the Directing a Project process (DP), and this will always be the first end stage assessment within any PRINCE2 project (as the initiation stage is always the first management stage in a PRINCE2 project). However, there is a parallel activity that also needs to take place if this project is to proceed any further, and that is to prepare a Stage Plan for the next stage. The Managing a Stage Boundary (SB) process is used for this purpose, and will use the product based planning technique. As this is the end of the initiation stage then the End Stage Report will also need to be created along with an optional Lessons Report. Authorizing the PID will occur within the Authorize the Project activity and authorizing the next Stage Plan will occur at the Authorize a Stage or Exception Plan activity. Both of these are activities within the Directing a Project process and will normally take place at the same meeting which is the end stage assessment. At this end stage assessment, as is typical, the project board has the option to approve the next Stage Plan, prematurely close the project, or request that the project manager reworks some aspect of the documentation. Assuming all is well, the Project Board will set stage tolerance for the next stage, advise the project manager of the frequency and detail to be included in the regular Highlight Reports and approve the next Stage Plan. This will now trigger the project manager to give out the first Work Package within this newly approved stage. It is highly likely that the number and detail of Work Packages within a stage and any associated Team Plans have already been thought through during the planning of the relevant stage. Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

11 But whether they have or not, the PRINCE2 method defines that the specialist team should not start work on any product creation until a Work Package containing such work has been authorized by the project manager and accepted by either the team manager or the team members themselves. The Team Manager role may optionally be given to an appropriate individual within the specialist team (if the specialist team is a third party, then it may well be that their project manager takes on the role of Team Manager but remember, there can only be one Project Manager). The team manager may optionally produce a Team Plan which would show that one or many Work Packages can be delivered within the constraints laid down. Every Work Package must contain at least one Product Description. The project manager may optionally set tolerances at the work package level. Once the Work Package has been agreed and accepted then work can start on the creation of the specialist products contained within the Work Package. At any given point during a stage there may be one or several Work Packages, possibly given to different teams, being worked on at the same time. Alternatively Work Packages may be given out one after another. This is clearly a very flexible system and the manner and formality will depend on the nature of the specialist work within the stage. Probably 90% of the project budget is spent within the Managing Product Delivery (MP) process, since this is where the specialist products are created. The execute a work package activity is where the specialist products are created and their quality checks carried out, followed by their approval by the appropriate authority or individual. The team manager or the team themselves will produce regular Checkpoint Reports providing information on the status and future forecast of the creation of specialist products. These are sent to the project manager, and may be in the form of a report or a meeting. The project manager will use the activity of Review Work Package Status to determine the progress or otherwise of the creation and the approval of these specialist products. Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

12 Since the Stage Plan has been approved by the Project Board, then the project manager must look at progress within the stage itself. If the project manager determines that the stage is forecast to remain within tolerance bounds, then he or she may take some form of corrective action to minimize any such deviations within tolerance. This may entail giving out new or modified Work Packages to the specialist team. In addition to this the project manager will need to review the stage status and use the activity of report highlights, which will generate a Highlight Report to be given to the project board so that they understand the current status and forecast future of progress within the stage. The project manager will update the Stage Plan with actual progress and modifying future actions to ensure that the stage plan is forecast to complete within tolerance. As each Work Package is completed, then the team manager or the specialist team themselves needs to inform the project manager that the Work Package is indeed complete. The project manager, as part of the activity review work package status will need to agree that all the products have been completed, met their quality criteria, and have been approved by the appropriate authority. This may trigger the authorization of a new/revised Work Package, or that the stage end is approaching, in which case the project manager would use the Managing a Stage Boundary (SB) process to prepare for an end stage assessment. If at any time during the stage, either issues or risks should arise, then the project manager should use the activity of capture and examine issues and risks to carry out an impact analysis of these on both the stage and project. The appropriate Issue or Risk Register should be updated with such information. If the project manager determines that some corrective action can be taken via the issue of new or modified Work Packages to resolve the situation then such actions would need to be taken. Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

13 If after impact analysis and the review of this within the status of the stage or the project would show that forecast of tolerances would be exceeded, then the project manager must create an Exception Report and bring this to the attention of the project board. If a Work Package is forecast to exceed tolerance levels, the Team Manager would raise this as an issue to bring it to the attention of the project manager. Using the activity escalate issues and risks, the project manager would bring this Exception Report to the attention of the project board. Put simply this Exception Report should contain information on the reasons for this forecast of exceeding tolerances, the impact in terms of the appropriate tolerance, and a set of options, which if implemented would return the stage of project within tolerance bounds, and a recommendation of which option should be chosen, and why it is the best option. This is sent to the project board who now need to decide on what to do next. One option they have is to prematurely close the project, in which case the project manager would use the Closing a Project (CP) process to carry this out. For the moment we shall assume that they prefer another option, either recommended by the project manager, or one which they have determined. This would trigger the project manager to use the Managing a Stage Boundary (SB) process The project board would request the preparation of an Exception Plan using the Managing a Stage Boundary process. At this point it would be helpful to state that the Managing a Stage Boundary process has only TWO uses. The first is to prepare for an end stage assessment (ESA) by creating the next Stage Plan. The second is to prepare for an exception assessment (EXA). In the former the objective is to approve or otherwise, the next Stage Plan, and in the latter it is to approve or otherwise the Exception Plan. Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

14 Whichever of the above, this process would follow the following steps and activities: 1. Create either a next Stage Plan or an Exception Plan 2. Update the Project Plan to show actual progress and if necessary, a modified future forecast 3. As part of updating the Project Plan and the next Stage Plan/Exception Plan, it may be necessary to update some aspects of the PID (possibly in terms of the strategies, the plan, and the controls, or the Business Case and related Benefits Management Approach. 4. As a result of the above, new or modified Product Descriptions will need to be created, new or modified risks and issues entered on to the appropriate registers including any lessons that have been learned during the stage. 5. The Benefits Management Approach needs to be updated to reflect any products that may have already being released into the operational (business as usual BAU) areas. 6. The project manager will produce an End Stage Report and if appropriate create a Lessons Report. All of the above will be brought before the project board at either an end stage assessment or an exception assessment. The project board will need to decide to either approve the next Stage Plan, or approve the Exception Plan, or request more information, or to order a premature close of the project. For each delivery stage these four processes will continue in the same manner as described above. The Managing a Stage Boundary process will be used either to prepare a next Stage Plan or an Exception Plan and is brought before the project board using the Directing a Project process to either approve or otherwise the next Stage Plan or an Exception Plan. Once this has been authorized, the project manager will give out the work contained within that Stage Plan and the specialist team will create the specialist products via each Work Package. When the last Work Package has been completed (each specialist product has been approved), then this will trigger the project manager to acknowledge that the project end is approaching. Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

15 A very important point needs to be made here. If the project, within any management stage, needs to be brought to a premature close, then the closing a project process (CP) is used. Let us suppose that a given project has three delivery stages after the initiation stage. In the final delivery stage, work packages containing information on the specialist products to be created will be issued and managed as described above. However, once the final specialist product within the final work package has been approved, then the project manager will trigger the closing a project (CP) processes to shut the project down in a controlled manner. A final management stage is not used to merely to use the Closing a Project process. In summary, the final stage of a project will use the Controlling a Stage, Managing Product Delivery, and Closing a Project processes. Assuming a natural close to the project, then the prepare planned closure activity will be used. The project manager would request a product status account to ensure that all products within the project would have been approved and that the project acceptance criteria have been met. The Project Plan should be updated with the actuals of this final stage. The projects products must now be handed over to the operational and maintenance environment, where they will be used to ultimately realize the benefits contained as stated within the Business Case. The project manager would updates relevant configuration item records to show that such products have the status of operational, any acceptance records should be created or obtained, and the Benefits Management Approach updated to reflect any products that have already realized benefits and to include any post project activities for such benefits that have yet to be realized. The re-evaluate the project activity will create the end of project report to capture actual progress and aspects such as project performance metrics and will include the Lessons Report based upon the information contained within the Lessons Log. Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

16 In the case of premature close, then the reasons for this should be entered and updated on the Issue Register, and if necessary any additional work may be needed to complete unfinished products or to make them safe. Once the project manager has determined that the project should and can be closed, then a recommendation of such should be raised to the project board in the form of a closure recommendation. The final activity in any project, is the authorized project closure within the Directing a Project process. The project board would need to review original and updated versions of the PID, review and approve the End Project Report, confirm any follow-on actions or loose ends, verify that the projects products have been handed over in an appropriate manner, ensure that the Business Case remains viable, advise that the project can now be closed, and advise those supplier resources that these can now be withdrawn. Okay, so now you can see how the processes work with each other. You can see that the Starting Up a Project, Initiating a Project, and Closing a Project are usually used once per project. You will have noted that at the completion of the Starting Up a Project process, the Directing a Project Process is continually used until the final close of the project. It will not have escaped your attention that the Managing a Stage Boundary process is EITHER used at the end of a management stage to prepare for an End Stage Assessment (ESA), OR it is used if needed when Tolerance is forecast to be exceeded AND Corporate/Programme Management or the Project Board request an Exception Plan in which case the SB process is used to create an Exception Report and prepare for an Exception Assessment (EXA). The controlling a Stage and Managing Product Delivery processes are used continually during an individual management stage. So what about the 7 PRINCE2 Themes? Good question. You see, Themes are used continually throughout a PRINCE2 project. Whereas the PRINCE2 processes describe a structured sequence, the Themes represent project management best practice in seven key areas. Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

17 And put simply, they are applied as How-To approaches in each of the processes. The outline Business Case is created and used to justify investment in the initiation stage The PRINCE2 Organization is designed and implemented The Customer s Quality Expectations and Acceptance Criteria are initially created as part of the Project Product Description A Plan for the Initiation Stage is created Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

18 Any known risks are captured and managed within the Daily Log they are also used to make a decision as to whether to proceed to the Initiation Stage or not. The Daily Log is used to capture and manage any issues which include changes. The Project Manager and the Executive/Project Board work informally to ensure pre-project progress is under control. As you can see from the above, I have included all 7 of the PRINCE2 Themes and I could give a similar example in each of the remaining PRINCE2 processes so let s try and summarize this in a few diagrams:- This shows how the 7 PRINCE2 Principles are the bedrock, upon which the 7 processes are used as described and the 7 themes are applied as appropriate for each process. And here we can see a summary of the 7 processes and themes Followed by the 7 processes overlaid by an example 3-stage PRINCE2 Project (remember, the minimum is the Initiation stage plus one delivery stage but depending upon the size, important, complexity and risk, a project may have one initiation stage and many delivery stages Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

19 And to remind you, the 7 PRINCE2 Themes are applied as needed to the 7 PRINCE2 Processes: Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

20 Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

21 PART TWO The PRINCE2 PRINCIPLES, PROCESES AND THEMES PRINCIPLES 1 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. There are SEVEN 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 Continued business justification The justification is documented in the Business Case, and this is used to drive all decisionmaking 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. Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

22 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 Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

23 Manage by stages A PRINCE2 project divides the project into several 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 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. Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

24 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. Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

25 PROCESSES The Project Processes The 7 Processes may be considered as a set of "Toolkits" to be used WHEN needed. Some processes are normally only used only once during a project: Starting Up a Project Initiating a Project Closing a Project Other processes are used on a regular basis WHEN needed: Controlling a Stage Managing Product Delivery Managing a Stage Boundary One process is used continuously from the beginning of the project until the close of the project: Directing a Project Each process contains a set of activities and recommended actions. Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

26 PROCESSES Starting up a project (SU) This is the pre-project preparation process, consisting of a high-level analysis of the project. It is also where the project management team are designed and appointed. The information gathered and created in this process is put before the project board, and is the point where they meet for the first time, so that they can make a decision whether or not to start the project. They should agree that the project makes sense to do, and if so, agreed to invest in the Initiation stage for the creation of the Project Initiation Documentation. The Project Mandate, issued by corporate or programme management, triggers the Starting Up a Project process, and ensures that a business requirement exists via the creation of the Outline Business Case. SU must answer do we have and viable and worthwhile project" and is designed to ensure that the pre-requisites for the Initiation Stage are in place. The outline Business Case is created to prove there is sufficient business justification, and the project approach is selected (how the project will deliver the end product). The decision to proceed or not, is made in the Directing a Project process. SU provides management products that provide basic information such that the project board can make an informed choice whether to invest in the initiation stage and the creation of the Project Initiation Documentation. The Daily Log is created which is used as the project managers diary, and it is also used to capture and issues and known risks. SU creates the plan for the initiation stage which covers the time and resources for the creation of the project initiation documentation, and the time and resources to prepare and plan for the second (the first delivery) stage. The Project Mandate is refined into the Project Brief leading to creation of the Project Approach. Any lessons from previous projects are identified and the Lessons Log created to log them. Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

27 The Project Product Description is created containing the customer s quality expectations and acceptance criteria. Initiating a Project (IP) This process is used during the first stage - the Initiation Stage and assembles the Project Initiation Documentation (PID). IP establishes solid project foundations, clarifies the reasons, benefits, risks and scope, and enables the organization to understand the work to be done to deliver the project s products. Other key documents include the Quality, Risk, Change Control, and Communication Approaches, and implementing the project controls. In addition, the Quality, Risk, and Issue Registers are created. This information will be presented to the project board, who meet for the second time to authorize the project. The second Stage Plan is also created (using the Managing a Stage Boundary process). It is not until the second (delivery) stage that any specialist products are created. Both the PID and the second Stage Plan are approved or otherwise, in the Directing a Project process. The PID sets out WHAT the project is intended to achieve, WHY it is needed, HOW the outcome is to be achieved WHEN activities are to happen, and what (WHO) people's responsibilities are. It contains a suite of management products sufficient for the level of control needed by the Project Board. The Senior User is responsible for identifying the expected benefits within the Business Case, and the Project Manager creates the Benefits Management Approach used to define how and when measurement of the benefits will be achieved. The project is split into several management stages; the first stage is called the Initiation Stage. The minimum number of stages is two. A stage is defined as partitions of the project with management decision points", and at the end of each stage, the project board must approve the next stage plan including the resources required before authorizing the project manager to control and manage that stage. Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

28 Once the PID is signed off by the project board it is now owned by them and encourages their commitment. The PID will be used as a "baseline" against which to monitor and manage control and report throughout the project. Parts of the PID will be updated at the end of each stage to reflect the latest progress and understanding. It is important that the PID contains a viable Business Case demonstrating that the benefits to be realized are worth the time, effort, cost and risks Directing a Project (DP) This process is used by the Project Board whose roles represent the business, users and suppliers. They are accountable for the project s success by making all the key decisions, and must have the authority to exercise overall control and commit resources during the project life cycle. The project board manages by exception, monitors via reports, and controls through a number of decision points. Manage By Exception. This is done by releasing the project to the project manager one stage at a time and setting a tolerance band that the stage must complete within. The project board is: kept informed of stage status by regular highlight reports from the project manager, and controls via decision points If the stage is forecast to exceed tolerance, then the project manager brings this to the project board's attention by issuing an Exception Report. The project board will then decide to either prematurely close the project, or to request an Exception Plan, which if authorized by them, will replace the existing stage plan that would no longer finish within tolerance. There is no need for regular progress meetings. The project board meets to authorize the Initiation Stage, then again to authorize the project by signing off the Project Initiation Documentation. Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

29 After this they will meet at the end of each stage (End Stage Assessment), or if required, at an Exception Assessment, to agree or not that the project should continue. At project end, the project board meets for a final time to confirm that the project should be closed. The project board is also responsible for communicating with external interested parties, including keeping corporate or programme management notified of project status and progress. The sub-process "Giving Ad-Hoc Direction" is used as a communication path both within, and external to the project. All other sub-processes are "event-driven" in that the project board brought together to provide direction and authorization as and when needed. The project board is the authority to close the project (or issue a premature close), and will ensure that the end product has been accepted and handed over, and that postproject benefits are managed and reviewed. Managing a Stage Boundary (SB) This process is only used for two purposes: preparation for an End Stage Assessment leading to approval or otherwise of the next stage plan, or... preparation for an Exception Assessment - leading to approval or otherwise, of an Exception Plan. The project manager will do most of the preparation work, assisted by Project Assurance, Project Support, and often, the specialist team in terms of the Team and Stage Plan. SB is used at the end of each stage apart from the last when the Closing a Project process is used to review the last stage progress. SB provides sufficient information to the Project Board to review the current stage, approve the next stage plan, review the updated Project Plan and Business Case to ensure continued viability, and that the aggregated risks and countermeasures are acceptable. This process includes updating the Risk, Issue, and Quality Registers, the latter to include the quality check plan dates for the next stage products. Configuration Item Records are amended or created, The Benefits Management Approach is updated to acknowledge any Products that have gone into operational status, the End Stage Report is generated to summarize the stage and project status, and a Lessons Report is created if required. Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

30 Checking that the Project Management Team members are still appropriate, or that new members are required, e.g. a new supplier is needed in the next stage. Is the Project Approach still working, and does the Quality Management Approach need adjusting? Does the Communication Management Approach need updating for new interested parties? Update the Configuration Item Records to ensure that they are in agreement with the actual status of products. An End Stage Report is prepared to present to the project board summarizing the results of the current stage along with the high level of view of the project and business case. This is accompanied by the Next Stage Plan. In summary, SB is used to create and update all relevant project information so that the project board can make an informed choice about whether to proceed with the project. Controlling a Stage (CS) Part One The project manager is given responsibility for day-to-day management of the project, one stage at a time. As part of an End Stage Assessment (or an Exception Assessment), the Project Board will approve the Next Stage Plan (or Exception Plan), ask for a new draft, or possibly prematurely close the project. They will also advise the Project Manager how often they want to receive Highlight Reports in the next stage, and they will set Stage Tolerance so that Management by Exception can operate. The CS purpose is to assign work via authorizing Work Packages, monitor the work progress, deal with risks and issues, report progress to the Project Board or escalate issues, and take corrective action to ensure the stage remains within tolerance. Once a decision has been taken to proceed with work and resources have been committed, the project management team must be focused on delivery within the tolerance laid down. The project manager is responsible for managing issues, and making adjustments within Tolerance if necessary. Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

31 During the stage, the project manager must ensure that the stage's products are being created, passing their quality criteria and being approved, that the resources used and forecast are sufficient for the remainder of the Stage, that the risks are kept under control, and the business case kept under review. The Project Manager has the authority, providing the stage is forecast to fall within Tolerance, to take any corrective action that they believe necessary. Note that the Project Board Executive is responsible for the Business Case but regular management and updating of that document may be delegated to the Project Manager. Controlling a Stage (CS) Part Two Controlling a Stage consists of the following key activities: 1. Authorizing work packages and ensuring that they are accepted by the Team Manager or specialist team 2. Receiving regular feedback on the Work Package status, and assessing the bigger picture of actual stage progress 3. Receiving advice of completed Work Packages and ensuring that they are complete, and all arrangements have been carried out in a satisfactory manner 4. Create regular Highlight Reports to keep the Project Board informed of stage progress both in terms of actual progress and future forecast. The Highlight Report will also contain information such as budget, schedule, issue, risk, and tolerance situations. 5. Reviewing the remainder of the stage and ensuring that it can be completed within tolerance, and taking corrective action if needed, when the stage is forecast to complete within tolerance 6. Capture and examine project issues or risks including an impact analysis on each 7. Escalate project issues or risks to the project board if tolerance is forecast to be exceeded, via an Exception Report Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

32 Managing Product Delivery (MP) The objective of this process is to ensure that planned products are created and delivered by the specialist team under the control of a Team Manager or the team themselves. PRINCE2 takes the view that the job of the project manager is to manage the team, not to do the work of product creation. MP allows a controlled break between the project manager and product creation/provision by third party or internal suppliers. The Stage Plan is split into Work Packages (each containing at least one Product Description), these are authorized by the project manager, and then given to the specialist team who needs to agree that they will carry out the Work Package. Optionally, a Team Plan can be created as part of agreeing the Work Package. Once the Work Package has been agreed then work will start in creating the products within the work package and carrying out quality checks such that the products meet the quality criteria contained within each Product Description. As each product is approved, arrangements must be made so that the product is protected from change or damage. If the product type allows, the product will often be returned to the Configuration Librarian. The team or Team Manager must keep the project manager informed of the Work Package progress, by sending regular Checkpoint Reports (or meetings) to the project manager and keeping the Quality Register updated. The Quality Register contains planned, and eventually, actual dates of all specialist product quality checks. Once all products have been approved and authorized, then the work package is complete, and the project manager must be informed so that this can be agreed. As each Work Package is finished, the Project Manager must agree that the work and product creation is satisfactory. This may trigger a new Work Package, or preparation for an End Stage Assessment. Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

33 Closing a Project (CP) The purpose of this process is to provide a fixed point at which acceptance for the project product is confirmed, and to recognize that the objectives set out in the original PID have been met or that the project has nothing more to contribute. One of the defining features of a project is that it is finite -- in that it has a start and an end. If the project loses this distinctiveness, it loses some of its effectiveness of a purely operational management approaches. This process may be used for either a "natural" close or a premature close should it ever be necessary. Closing a Project is triggered during the last stage after all specialist products have been created. It should not be used in a final stage solely for closing the project. The objective of Closing a Project, is to have a fixed point at which the project product is accepted, and that this is confirmed, and to agree that the Project Initiation Documentation objectives have been met. This process is also used should a need arise for a premature close. These activities need to happen: Verify user acceptance of products Ensure operations and maintenance are able to support the products Review the project performance against its baselines Assess any benefits that have already been realized, forecast the remaining benefits and plan their review Capture open issues and risks with the follow-on action recommendations Closure activities should have been included within the final stage plan, the project team can now be disbanded, and project costs should no longer be incurred. The executive should inform corporate or programme management that the project has closed. Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

34 Tailoring PRINCE2 to the project environment Tailoring refers to the appropriate use of PRINCE2 on any given project, ensuring that there is the correct amount of planning, governance and use, of the Processes and Themes. However, adopting PRINCE2 is called embedding. The Principles are universal and always applied and are never tailored. The Themes have the projects environmental and project factors built into the project s controls, and an organization s policies and standard are captured within the relevant PRINCE2 strategy document. PRINCE2 may be to use local terminology terms and language variances. Product Descriptions may be revised for the management products along with the PRINCE2 role descriptions. PRINCE2 can be used whatever the project scale, industry, complexity, culture or geography. Tailoring does not consist of omitting elements of PRINCE2, but adapting the method to external factors. The objective is to apply a level of project management that does not overburden the project, but provides an appropriate level of control given the external and project factors. All PRINCE2 processes and their activities must be used, although responsibilities for performing the activities may change. Aspects of PRINCE2 that may be tailored are: The customer/supplier environment including whether the project is part of a programme Lifecycle models and project management bodies of knowledge Project scale and people verses roles including options for applying people to roles and vice-versa Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

35 THEMES Themes describe aspects of project management that need to be used continually throughout a project. They could be considered as approaches, since, for example, the Risk Theme advises how risk management is to be used and applied. The Themes are: Business Case The Business Case sets out WHY the project is needed, and is used to judge whether the project is viable, desirable and achievable. It evolves from the reasons given in the mandate as an outline version, and the detailed Business Case is refined and contained within the PID. The business case is used as the driving force behind the project. It should be reviewed at a minimum, at the end of each management stage. If a satisfactory business case does not exist, then the project should not be started. If business justification is valid at the start of a project, but disappears during the project, then the project should be changed or stopped. The Business Case justification is based upon the estimated costs, risks and the expected benefits. When projects face risks or change, these should be referenced to the Business Case because the project is only a means to an end not the end itself. The Senior User is responsible, and accountable to Corporate/programme Management for specifying the desired benefits, and for subsequently realizing them (some or all may be after project closure) Whereas the Executive is responsible for ensuring that these same benefits are aligned with corporate objectives, are realistic, and provide value for money. Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

36 The Organization Theme (Part One) The PRINCE2 project management structure is based on a customer/supplier environment. The organization structure consists of the project management team and any optional roles. PRINCE2 does not define how many people should be involved in the project, rather, it sets out a number of roles that maybe filled by one or more people, or a single person may hold more than one role. Each role should define the levels of authority required, and may also include the relevant knowledge, skills, experience, and commitment/availability to fill the role. PRINCE2 assumes a customer/supplier environment the customer specifies the desired result (and probably pays for it, and a supplier who provides the resources to deliver that result. The main roles are Corporate (who issue the Mandate and set project-level Tolerance), and the Project Management Team. The Project Management Team consists of representation from the business, user, and supplier interests at all times. The Executive represents the business viewpoint of the project and is responsible for business assurance. The two other project board roles are the Senior User and Senior Supplier. The Project Board are responsible for ensuring that the project remains on track to deliver products of the required quality, and that the business case remains viable. The Project Board Executive role owns the Business Case and is ultimately responsible for the success or otherwise of the project. The project board Executive will involve and consider advice and opinions of the other two roles, but ultimately, always has the authority to take the final decision. Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

37 There are 4 levels of management: Corporate/Programme Management responsible for commissioning the project Directing The Project Board is responsible for overall direction and management of the project Managing The Project Manager is responsible for day-to-day management within the Project Board constraints Delivering Optionally, a Team Manager may be appointed responsible for planning specialist products and managing the specialist team The Organization Theme Part Two The Senior User role represents those who will either use the final product, achieve an objective for them, use the result to deliver benefits, or they will be impacted (hopefully in a positive way!), by the project outcome. As with the other roles, this one must have the authority to act. This role is also responsible for User Assurance. The Senior Supplier role needs to achieve the results required by the Senior User, and represents the interests of those designing, developing, facilitating, procuring and implementing. To do this the senior supplier is accountable for the quality of products delivered by the suppliers and that supplier resources of all types (this includes provision of the specialist team), are appropriate. This role is also responsible for Supplier Assurance and must be able to support technical integrity of the project. The project board as a whole is responsible for Project Assurance in the form of Business, User, and Supplier Assurances as stated above. Each role may decide to carry out their own assurance responsibilities, or optionally may decide to delegate it. The project board members are usually part time and drawn from the existing management structure within the organization. It is recommended that project board members should remain with the project until its close whenever possible. Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

38 However, as each Stage progresses, those who fill the roles may need to be modified. The Organization Theme Part Three The Project Manager The project manager is responsible for day-to-day management within each stage within the constraints laid down by the project board, such as tolerance. The project manager is responsible for the creation of the PID, which includes the project plan, giving regular highlight reports to the project board, authorizing work packages to the specialist team, ensuring that product creation is on track and that the products are of sufficient quality, and that the work packages are completed satisfactorily. The project manager is also responsible for most of the work during the managing stage boundaries process. This includes creating the next stage or exception plans, and updating the relevant documentation at each stage end but supported by Project Assurance and Project Support. There are several optional roles which may be filled - however, if no one is available then the project manager must perform these roles themselves. They are: Project support, configuration management, and team managers. The project manager may decide to issue work packages and receive work package status reports (Checkpoint Reports), directly to the specialist team themselves. However, there are situations where the team manager role may optionally be carried out by another individual if required. By default, the project manager fulfills this role. For example, if the team size is too large, the specialist nature of the products is unfamiliar to the project manager, where the team is dispersed over a large geographical area, or where a third party organization is involved in the creation of the products, and they wish to use their project manager to act as a team manager within the project. Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

39 The Progress Theme Part One The purpose of the Progress Theme is to establish mechanisms to monitor and evaluate actual achievements against planned objectives so that a forecast can be made for forecast objectives and continued viability. Progress is the measure of the achievement of the objectives of a plan, and it can be measured at Work Package, stage or project level. Controls are built into the project to ensure that progress is monitored and to detect problems early and react, and that those plans are regularly reviewed and updated. There are many different controls within PRINCE2, most of these are event-driven apart from two, the highlight reports and checkpoint reports - these are time-driven (produced on a regular timed basis). The event driven controls are used when a specific event occurs - such as the end of a stage triggers an end stage assessment. The controls are split into two sections - the controls used by the Project Board, and those used by the Project Manager. Of particular interest is the use of Tolerance within the context of Management By Exception. Tolerance can be applied to several aspects of the project including; time, cost, scope, quality, risk, and benefits. Tolerance is the permissible deviation from a plan without bringing that deviation to the attention of the next higher authority. Tolerance is built into a plan to allow for small problems and estimating errors (plus and minus) and should not be confused with a contingency budget (there to cover contingency actions should the linked risk occur), and a change budget which is there to pay for any changes. Tolerance forms a vital part of management by exception, and can exist at three levels: Project level tolerance. Only corporate management (who created the Project Mandate), have the authority to set project-level tolerances. The Project Board has the authority to set stage-level tolerances, and optionally, the project manager may set tolerances at the Work Package level. Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

40 The Progress Theme Part Two Progress controls ensure that each level of the project management team can: Monitor progress Compare the level of achievement with plan Review plans and options against future situations Detect problems early and detect risks Initiate corrective action Authorize further work For Project Board and Project Manager levels, the many controls allow them to provide appropriate authorizations, receive progress updates, and manage exceptions and changes. Work Package tolerances are set by the Project Manager, and if forecast to be exceeded, the Team Manager raises an issue so that the Project Manager can advise of any corrective action. Stage level tolerances are set by the Project Board, and if forecast to be exceeded, the Project Manager raises an Issue, and sends the Project Board an Exception Report. The Project Board may then request an Exception Plan which is reviewed by them at an Exception Assessment to approve it or otherwise. Project-level tolerances are set by Corporate or Programme Management, and the Project Board must refer to them should project tolerance be forecast to be exceeded. The Risk Theme Part One A risk is an uncertain event that, should it occur, will influence the achievement of objectives. It consists of a combination of the probability of a perceived threat or opportunity occurring, and the size of its impact on objectives. Every project has risks since projects cause change and change results in uncertainty hence risk. The project manager is responsible for ensuring that risks are identified, recorded and regularly reviewed. Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

41 The project board has four risk responsibilities: 1. Keeping the project manager informed of any external risk exposure to the project 2. Agreeing or otherwise to the project managers planned risk actions 3. Ensuring that there is a balance between the level of risk and the business case benefits 4. Keeping corporate and other senior stakeholders of any risks that may affect their objectives. Each risk should be allocated a risk owner who is responsible for managing the risk, and a risk actionee, who is responsible for carry out the risk actions (they may be the same person). The project board and project manager may themselves own specific risks. All risks and their details are entered on to the Risk Register. This is kept updated throughout the project. New risks may arise, and existing risks may change - for example become more or less likely, their impacts may increase, the increase, or change. As a result of those, new actions or countermeasures may need to be planned. The proximity of each risk should be considered expressed as a time from today, or a specific date. This is helpful in prioritizing risk actions and determining the severity of a risk due to the time frame when it actually might occur. Every project should have a Risk Management Strategy, describing the procedures for capturing and registering risks, and a means of control the Risk Register, which is used to capture and maintain information on identified threats and opportunities. Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

42 The Risk Theme Part Two The Risk Management procedure is split into FOUR main steps: 1. Identify. Identify the specific objectives that are at risk and to formulate the Risk Management Approach, capture the risks and place on the Risk Register 2. Assess. Estimate the probability, impact, proximity and severity of each risk 3. Plan and Prepare responses to the risks Avoid, Reduce, Fallback, Transfer, Share, Accept and for opportunities, Exploit, Enhance, Share, Reject, for opportunities 4. Implement Carry out the risk/opportunity actions, monitor and report 5. Communicate Ensure internal and external communication on the aggregated risks. Risk or opportunity Impact should be considered under the following headings: Time, cost, quality, scope, benefit, and people/resources. Once a plan is signed off, then monitoring and reporting can take place. This will normally consist of checking that the actions are having the desired effect watching for warning signs and trends and ensuring that the overall management of risk is effective. Risk management is an ongoing and iterative activity throughout the project and its stages. The total risk situation should be checked at key points - particularly at those times when the project board needs to authorize a Next Stage Plan or Exception Plan. The risk situation should be included in the regular highlight report. Also the risk situation should be checked when: 1. Planning, authorizing and accepting Work Packages 2. Examining project issues, as part of management by exception 3. When closing the project operational risks that need to be managed by others after closure. Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

43 The Quality Theme The Quality Theme defines the approach to ensure that the project s products meet business expectations and will enable the desired benefits to be realized. It addresses the quality methods and responsibilities for the specification, development, and approval of the products as well as for the management of the project. The focus on products principle is central to PRINCE2 approach to quality because it provides an explicit understanding of what the project will create and the quality criteria against which the project s products will be assessed. Capturing and acting on lessons contributes to the PRINCE2 quality approach. Project and hence stage costs and timescales can only be estimated after establishing the quality criteria for the products and the quality management activities that are required. The Quality Management Approach is created, describing how quality is to be achieved, and this should include responsibilities for quality and any special standards that will need to be met. The Quality Register is set up and used to capture the planned, and eventually actual, dates, of all specialist products quality checking activities. As such it may be a progress tool. During the creation of all plans, and using the Product-Based Planning, Product Descriptions are written in close consultation with the users, and quality criteria agreed for each product. The Stage Plan must include information on the timing, method, and resources needed for all quality checking identified and included. At this point, the Quality Log will have the planned date for all quality checking within the stage added. Once the specialist team has agreed to execute the Work Package, then work commences on the creation of the specialist products (Executing a Work Package). When each product has been created, it is submitted to the agreed Quality Check laid out in the Product Description. This may be an informal Quality Check or a Formal Quality Review. The former is used when the quality measurements are a simple Yes/No, the latter when the criteria are more subjective. Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

44 Once passed, the product is approved and usually given to Project Support/Configuration Management. The Quality Log should be updated with actual dates of the Quality Check. The Plans Theme Part One The Plans Theme makes the point that a plan is a document - not, for example, just a scheduled diagram (Gantt Chart, etc.) Without a plan there is no control. Plans also have an important function of proving that targets can be met, identifying the resources needed, and assisting in many communication aspects of the project. The Plans Theme provides a framework to design, develop and maintain the project s plans. The benefits of creating a plan are many, and include the products, activities and resources needed to achieve the targets within an agreed timeframe, agreeing assumptions, constraints, risk countermeasures, dependencies between products and activities, and the points at which progress will be monitored and controlled. Progress is measured against a set of baselined plans. Each plan needs approval at the appropriate level. PRINCE2 recommends three levels of plans to reflect the needs of the different levels of management involved: 1. The Project Plan created by the Initiating a Project process 2. Stage Plans The Initiation Stage Plan is created by the Starting Up a Project process, and remaining delivery stage plans are created by the Managing a Stage Boundary process 3. Team Plans these are optional and are created by the Managing Product Delivery process Should it be necessary, an Exception Plan may be created, which if approved, would replace the existing plan that will no longer finish within tolerance. The Exception Plan is not a different level. Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

45 Apart from Team Plans, the Project Board approve all plans and in doing so, authorize the time and resources contained within them. The project board uses the Project Plan as their base reference, while the project manager uses the Stage Plan to monitor, manage, and control each stage. The Plans Theme Part TWO The Benefits Management Approach covers activities both during and after the project (post-project benefits reviews), and may therefore be part of a corporate or programme plan. Product-Based Planning This is used first to identify the products of a plan, then the activities and resources are considered that are needed to create that product. A product is anything that the project must produce in some way and is described using a simple noun or outcome. For example, Help Desk, New Help Desk, or possible Refurbished Help Desk. Compare and contrast this to a task, which is described by the use of a noun and verb. For example, create report, write the report, test the software, etc. As described earlier, the technique consists of four steps: 1. Create the Project Product Description for the end product 2. Create a product breakdown structure (a hierarchical diagram) 3. Create product descriptions for the main lower level products 4. Create a product flow diagram (shows the sequence of creation of the products) Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

46 The Plans Theme Part THREE The Product Breakdown Structure. This is a hierarchical diagram showing all the products that must be created within the scope of a plan. Remember, this diagram does not show sequence - only a "family tree" type of diagram. When creating the project plan, the product breakdown structure would only include top-level products. When producing a product breakdown structure at stage plan level, these products would be broken down into lower levels. Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

47 The Plans Theme Part FOUR The Product Breakdown Structure. There are two other diagramming methods that can be used to represent the Product Breakdown Structure, as a mind map diagram or by an indented list: The Plans Theme Part FIVE At the top of the product breakdown structure diagram is the end product, and this is broken down into lower levels. Products at the lowest level are called simple products because they cannot, or do not need, to be broken down into more detail. The standard shape is a rectangle. Roast Chicken Products in the "middle" of the diagram are called intermediate products. Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

48 There are two main types: Intermediate Collective This type is just a convenient way of grouping products that have a common theme such as hardware, software, food, drink, documentation, etc. To help identify and intermediate collective product, it is suggested that a different shape is used - that of a rhomboid. These are not real products, but merely a device to help remind the planner of what the real products are, and these are drawn as sub products under the collective rhomboid. The Plans Theme Part SIX Intermediate Integration Products This product shape is drawn as a standard rectangle. Prepared Fruit Punch However, the sub products below it must be assembled, tested, integrated, and prepared in some way to create the intermediate integration product itself. Examples are, a hardware product assembled from its sub products, a document that uses various sources of information that are included within the document, or a named food dish that uses the ingredient sub-products below it. Another type of product is an external product, and an ellipse should be used as its shape. An external product is one that already exists, but the project needs it in order to achieve the project objectives. Another example is where the product is to be supplied from sources outside of the scope of the project. The project has no control or influence over such Products. Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

49 This does not include when the work package is given to third parties - as these products are still under the control of the project and progress information is obtained from such teams. The Plans Theme Part SEVEN Product Descriptions Product descriptions should be written as soon as the need for the product has been identified. It is a good idea to involve the users or customer involved in the creation of product descriptions, particularly defining the quality criteria, and how the product may be checked against these criteria. The suppliers must also be involved to ensure that the product description is realistic and achievable. The product description contains key information including: 1. The purpose 2. Composition of the product 3. How the product is to appear and be presented 4. The quality criteria that will be applied to the finished product 5. The people or skills needed to produce/create/procure the product, review the product (via the quality review or quality check), and the person with the authority to approve the product. Some product descriptions can be created when producing the project plan in the initiation stage, while others may not be completed, or even identified until planning of a future stage. Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

50 The Plans Theme Part EIGHT Product Flow Diagram. This shows the sequence of creation of all of the products identified in the product breakdown structure diagram, where the final product in the sequence will be the end product. The integration collective rhomboids have no value at in this diagram at as they were not real products and only used in the product breakdown structure to help identify the real sub-products beneath. Because the product flow diagram shows the sequence, then each product shape will have at least one arrow going into it - and at least one coming out of it. This diagram helps the planner to identify dependencies between one product and another and any opportunities to develop some products in parallel. The Change Theme Part One Change is inevitable during the life of a project; hence the systematic approach to the identification, assessment and control of issues that could result if change is required. Anyone may raise an issue at any time, therefore a common approach to issue and change control is needed. Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

51 An issue can be: General problem or concern Request For Change a proposal for a change to a baseline Off-Specification Something provided by the project, but currently/forecast not to be provided A pre-requisite of effective issue and change control is the establishment of a configuration management system that baselines the project s products and ensures that correct versions are delivered to the customer. The Project Board may elect themselves as the authority to deal with changes, or delegate that responsibility to a Change Authority, including agreeing a change budget to analyze and implement such changes. The aim of issue and change control procedures is not to prevent changes but to ensure that the relevant authority agrees every change before it takes place. It is recommended that the Project Board should include representation from the business, user, and supplier interests at all times. The change Theme identifies, assesses and controls any potential and approved changes to baselines. The Project Board is responsible for the Change Control procedure. However, it is the Project Manager, with possible help from project support and Configuration Management, that is responsible for applying this technique within the Controlling a Stage process. When an issue is raised, it should be entered into the issue Register, categorized according to the type of issue, and a copy sent to the author to advise its receipt and entry into the issue log. The Change Theme Part Two The issue and change control procedure includes; capturing and categorizing the issue and placing it on the Issue Register, carrying out an impact analysis on the project objectives, Business Case, and project risks, identifying, evaluating and recommending options, approve, reject or defer the issue option, and if appropriate, implement the corrective action. If the issue is an off -specification, then the project manager may try to resolve the issue Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

52 within tolerance if this is possible. But for Requests for Change, the project manager must always bring this to the attention of the project board since it is they who have the authority to agree or otherwise. The Issue Register should be constantly updated to show the reader the current status and progress of the particular issue. Issues can cause existing risks to change or create new risks. For this reason, the Risk Register should always be inspected when examining an issue. The author of an issue should include their opinion of the Priority and Severity of the issue (if a RFC or Off- Spec:), for example must-have or cosmetic only. After Impact Analysis has been carried out, the Project Manager or the Project Board, should re-evaluate the Priority rating. Should any issue cause a forecast of tolerance to be exceeded, then the project manager must follow the management by exception process and raise an Exception Report for consideration by the project board. If the issue were to cause project tolerance to be exceeded, then the exception report must be passed upwards to Corporate Management. The Change Theme Part Three Configuration Management Within the context of a project, Configuration Management can be considered as version control. Configuration Management is used to manage the assets of a project - which are the products created by the project. All specialist products must come under the control of Configuration Management, but so too should the management products - with the exception of the various Logs and Registers. The name for the combined set of these assets is a configuration, and the configuration of the end product is the sum total of all its products. Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

53 Configuration Management should be a permanent part of an organization usually supplied as part of Project Support, since once the project has finished, the end product needs to be managed throughout its life. The job of Configuration Management is to identify, track and protect the project products. Configuration Management and Change Control must work very closely together. The Configuration Control Approach is created in the Initiating a Project process and describes the way that change and configuration management is to be applied and used for the project and its products. This Approach should include how and where the products are stored, what filing and retrieval security there will be, how products and their versions will be identified, and where responsibilities for Configuration Management lie. To exercise sufficient control, there must be close liaison between the Configuration Librarian and those creating the products, so that as the status of a product changes, its state is kept under control. When a management product is authorized by the Project Board, it is "baselined", and therefore moves from draft status to approved status. This changes its status and "freezes" the content - so that it can now be used as a firm basis for the development of any later product, only to be changed under formal change control. The Change Theme Part Four When a specialist product passes its quality check and is approved, it moves from the draft to approved status. Where appropriate, the Configuration Management holds master copies of products. They also control the issue of copies of a product, for example a document, so that it can be referenced and used. Where a copy of a product is needed for modification, for example an issue such as a request for change, the Librarian will issue the copy and ensure it is still under control. Configuration management consists of five basic functions: Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

54 Planning and identifying what level of configuration management will be needed by the project, and specifying/identifying all components of the final product. Control. This is the ability to agree and baseline products, and then only to make changes after agreement by the appropriate authority (normally the project board). Status accounting. Configuration Management maintains full records of the status of all products and a full history concerning each. Verification. Configuration Management provides a service of reviews and audits to ensure that the actual status of products match is their status held within configurations management records. Such audits are particularly useful when preparing for an end stage assessment and when closing a project - but they may be requested at any time. Two important guidelines: If a product is to be changed, its product description should also be checked to see if it too, needs to be changed and Once a plan has been approved by the Project Board, any products referenced within the plan must not be changed without the approval of the project board. Appendix A. Product Description outlines for the defined management products, split into the following groups: BASELINE DOCUMENTS BASELINE DOCUMENTS RECORDS Benefits Management Approach Project Brief Configuration item Records Business Case Project Initiation Documentation Daily Log Communication Management Approach Project Product Description Lessons Log Change Management Approach Work Package Issue Register Quality Management Approach Plan Quality Register Risk Management Approach Product Description Risk Register Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

55 Now you ve sampled my PRINCE2 In 60 Seconds Flat Guide are you ready for the NEXT STEP? Hop on over to waiting for you. and check out the great deal on preparing for your PRINCE2 Training Course.streaming video coaching in preparation for your Accreditation as a PRINCE2 Practitioner! Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

56 Now you ve sampled my PRINCE2 Walkthrough and Roadmap, you are now one of the few folks out there who are taking their path to PRINCE2 Practitioner seriously Good Luck on your PRINCE2 journey and check out the great deal on preparing for your PRINCE2 Training Course with my PRINCE Masterclass: Projex Academy prince2_walkthrough_roadmap_v1.1 David Geoffrey Litten

PRINCE2 Foundation Revision Notes. Introduction

PRINCE2 Foundation Revision Notes. Introduction PRINCE2 Foundation Revision Notes Introduction These revision notes are not designed to be your only revision, they are however designed to provide the key points in each area that the exam questions normally

More information

Exam Duration: 2 hours and 30 minutes

Exam Duration: 2 hours and 30 minutes The PRINCE2 Practitioner Examination Sample paper TR Question Booklet Multiple Choice Exam Duration: 2 hours and 30 minutes Instructions 1. You should attempt all 75 questions. Each question is worth one

More information

PRINCE 2009 Edition Quick Reference Card

PRINCE 2009 Edition Quick Reference Card PRINCE 2009 Edition Quick Reference Card Defined Roles and Responsibilities Learn from Experience Continued Business Justification Progress Plans Business Case Manage by Stages Change Preproject stage

More information

Sample Scenario 1 Multi Questions version 3.0 (Nov 05 Manual) Document Control Information

Sample Scenario 1 Multi Questions version 3.0 (Nov 05 Manual) Document Control Information Sample Scenario 1 Multi Questions version 3.0 (Nov 05 Manual) Document Details Document Control Information Document Name: Sample Scenario 1 Multi Questions version 3.0 (Nov 05 Manual) Purpose of Document:

More information

A Primer for the Project Management Process by David W. Larsen 1. Table of Contents

A Primer for the Project Management Process by David W. Larsen 1. Table of Contents A Primer for the Project Management Process by David W. Larsen 1 Table of Contents Description... 2 STAGE/STEP/TASK SUMMARY LIST... 3 Project Initiation 3 Project Control 4 Project Closure 6 Project Initiation...

More information

PRINCE Update. Changes to the manual. AXELOS.com. April 2017 PUBLIC

PRINCE Update. Changes to the manual. AXELOS.com. April 2017 PUBLIC PRINCE2 2017 Update s to the manual AXELOS.com April 2017 2 PRINCE2 2017 Update Contents 1 Introduction 3 2 Summary of changes 4 PRINCE2 2017 Update 3 1 Introduction This document provides a list of the

More information

FROM PRINCE TO 2009

FROM PRINCE TO 2009 FROM PRINCE2 2005 TO 2009 REFERENCE MANUALS The 2009 Refresh has brought about two new reference manuals: 1. Managing Successful Projects with PRINCE2 is written for those who manage or assist in the management

More information

7.11b: Quality in Project Management: A Comparison of PRINCE2 Against PMBOK

7.11b: Quality in Project Management: A Comparison of PRINCE2 Against PMBOK by Peter Whitelaw, Rational Management Pty Ltd, Melbourne Introduction This comparison takes each part of the PMBOK and provides comments on what match there is with elements of the PRINCE2 method. It's

More information

Principles PROJstudy.com. All rights reserved

Principles PROJstudy.com. All rights reserved PRINCE2 is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries The Swirl logo is a Trade Mark of the Office of Government Commerce 2010 PROJstudy.com.

More information

CHAPTER 2: IMPLEMENTATION PHASES AND OFFERINGS

CHAPTER 2: IMPLEMENTATION PHASES AND OFFERINGS CHAPTER 2: IMPLEMENTATION PHASES AND OFFERINGS Objectives Introduction The objectives are: Describe the purpose of the phase planning activity, preconditions, and deliverables in the implementation methodology.

More information

PRINCE2 - Project Initiation Documentation

PRINCE2 - Project Initiation Documentation Created/updated 05/11/17 PRINCE2 - Project Initiation Documentation Downloaded from stakeholdermap.com. Visit Prince2 Templates for more Prince2 downloads. Get a Mind Map Project Initiation Documentation

More information

PRINCE2 and the National and International Standards

PRINCE2 and the National and International Standards PRINCE2 and the National and International Standards Robert Buttrick, Project Workout Limited White Paper December 2012 2 PRINCE2 and the National and International Standards Contents 1 Introduction 3

More information

For Portfolio, Programme, Project, Risk and Service Management. APMP for PRINCE2 Practitioners Graham Williams, Principle Consultant, GSW Consulting

For Portfolio, Programme, Project, Risk and Service Management. APMP for PRINCE2 Practitioners Graham Williams, Principle Consultant, GSW Consulting For Portfolio, Programme, Project, Risk and Service Management for Practitioners Graham Williams, Principle Consultant, GSW Consulting White Paper January 2010 2 for Practioners 2009 Introduction The main

More information

Managing Successful Projects with PRINCE2

Managing Successful Projects with PRINCE2 Managing Successful Projects with PRINCE2 Details of changes to the Reference Manual for the revised edition published 2002 1. Introduction The PRINCE2 Reference Manual has been revised. The objective

More information

working with partnerships

working with partnerships A practical guide to: working with partnerships Practical step-by-step building blocks for establishing an effective partnership in the not-for-profit sector N 2 (squared) Consulting with Nottingham Council

More information

Comparing PMBoK and PRINCE2 in 2013

Comparing PMBoK and PRINCE2 in 2013 Abstract Comparing PMBoK and PRINCE2 in 2013 G J Rankins CPPD MApplSc MBA This paper reports on a detailed comparison of the latest versions of the PMBoK (5th edition) [1] and PRINCE2 (5th edition) [2].

More information

TOGAF 9.1 in Pictures

TOGAF 9.1 in Pictures TOGAF 9. in Pictures The TOGAF ADM Cycle Stage Set up an EA team and make sure it can do its work The ADM is about understanding existing architectures and working out the best way to change and improve

More information

Exam Questions PRINCE2-Foundation

Exam Questions PRINCE2-Foundation Exam Questions PRINCE2-Foundation PRINCE2 Foundation exam https://www.2passeasy.com/dumps/prince2-founda tion/ 1. - (Topic 1) Which two roles are linked by the Managing Product Delivery process? A. Corporate

More information

AMSTERDAM. BOSTON. HEIDELBERG. LONDON NEW YORK. OXFORD. PARIS. SAN DIEGO SAN FRANCISCO. SINGAPORE. SYDNEY. TOKYO

AMSTERDAM. BOSTON. HEIDELBERG. LONDON NEW YORK. OXFORD. PARIS. SAN DIEGO SAN FRANCISCO. SINGAPORE. SYDNEY. TOKYO PRINCE2 Revealed including how to use PRINCE2 small projects for Colin Bentley ELSEVIER AMSTERDAM. BOSTON. HEIDELBERG. LONDON NEW YORK. OXFORD. PARIS. SAN DIEGO SAN FRANCISCO. SINGAPORE. SYDNEY. TOKYO

More information

Guidance on project management

Guidance on project management DRAFT INTERNATIONAL STANDARD ISO/DIS 21500 ISO/TC 236 Secretariat: ANSI Voting begins on Voting terminates on 2011-04-04 2011-09-04 INTERNATIONAL ORGANIZATION FOR STANDARDIZATION МЕЖДУНАРОДНАЯ ОРГАНИЗАЦИЯ

More information

Tailoring PRINCE2 to the project environment

Tailoring PRINCE2 to the project environment 1. The adoption of PRINCE 2 across an organisation is known as: A. Adapting B. Embedding C. Tailoring D. Reporting 2. Tailoring PRINCE 2 appropriately is: A. Implementing a portion of the method as the

More information

The Pen Project A fully documented sample PRINCE2 project

The Pen Project A fully documented sample PRINCE2 project by Management Plaza The Pen Project A fully documented sample PRINCE2 project ISBN: 9789082114706 By: Frank Turley, Nader K. Rad Date: 24/9/2013 Version: 01.15 Free Edition Check for Updates: www.mgmtplaza.com/latestversion

More information

PRINCE2 - End Stage Report

PRINCE2 - End Stage Report Created/updated 05/11/17 PRINCE2 - End Stage Report Downloaded from stakeholdermap.com. Visit Prince2 Templates for more Prince2 downloads. Get a Mind Map End Stage Report template

More information

Project Management Professional (PMP)

Project Management Professional (PMP) Project Management Professional (PMP) E X A M I N AT I O N CO N T E N T O U T L I N E Project Management Institute Project Management Professional (PMP) Examination Content Outline June 2015 Published

More information

Jerzy Nawrocki, Project Management

Jerzy Nawrocki, Project Management Jerzy Nawrocki, Jerzy Nawrocki Faculty of Computing Poznan University of Technology Which of the principles could help? Jerzy Nawrocki, 2013 B E S T R A P usiness justification xperience tages olerances

More information

Managing Successful Programmes 2011 Glossary of Terms and Definitions

Managing Successful Programmes 2011 Glossary of Terms and Definitions Version 2, November 2011 This glossary: is subject to terms and conditions agreed to by downloading the glossary, uses international English which has been adopted to reflect and facilitate the international

More information

PRINCE2-Foundation Exam Questions Demo PRINCE2-Exams. Exam Questions PRINCE2-Foundation

PRINCE2-Foundation Exam Questions Demo  PRINCE2-Exams. Exam Questions PRINCE2-Foundation PRINCE2-Exams Exam Questions PRINCE2-Foundation PRINCE2 Foundation exam Version:Demo 1. - (Topic 1) Which two roles are linked by the Managing Product Delivery process? A. Corporate or programme management

More information

Governance in a Multi-Supplier Environment

Governance in a Multi-Supplier Environment Governance in a Multi-Supplier Environment This paper provides advice and guidance for organisations faced with governing a multi-supplier environment. 1. The Need for Governance ISACA, the global IT governance

More information

Managing Successful Bids with PRINCE2 2009

Managing Successful Bids with PRINCE2 2009 Managing Successful Bids with PRINCE2 2009 A road-map for successful business development David Warley. Bid to Win Ltd 1 After this workshop you will have: Knowledge Be able to apply PRINCE2 principles

More information

Service Model Policy and Guidance: Customer Care Guidance 4.0. Quality and Service Integrity (Q&SI)

Service Model Policy and Guidance: Customer Care Guidance 4.0. Quality and Service Integrity (Q&SI) Service Model Policy and Guidance: Customer Care Guidance 4.0 Quality and Service Integrity (Q&SI) 1 Contents Role of the Customer Care team 5 Positive feedback 6 Complaint about our service, either an

More information

PMI Scheduling Professional (PMI-SP)

PMI Scheduling Professional (PMI-SP) PMI Scheduling Professional (PMI-SP) E X A M I N AT I O N CO N T E N T O U T L I N E Project Management Institute PMI Scheduling Professional (PMI-SP) Exam Content Outline Published by: Project Management

More information

CMMI Project Management Refresher Training

CMMI Project Management Refresher Training CMMI Project Management Refresher Training Classifica(on 2: Foxhole Technology Employees Only RMD 032 Project Management Refresher Training Course September 21, 2017 Version 1.0 The Process Approach The

More information

Project Management Manual Prepared by: Project Support Office, Major Projects Department

Project Management Manual Prepared by: Project Support Office, Major Projects Department Project Management Manual Prepared by: Project Support Office, Major Projects Department Version: 2015 Project Support Office Project Management Manual Version: November 2015 This manual is a living document

More information

Unified Employee Desktop. Best Practice Guide

Unified Employee Desktop. Best Practice Guide Unified Employee Desktop Best Practice Guide Table of Contents Introduction... 3 1. Decide Where to Start... 4 2. Design Your Process... 4 3. Deploy Your Integration Strategy... 5 4. Use Contextual Knowledge

More information

Managing Successful Programmes (MSP) Practitioner Pre-Course Work

Managing Successful Programmes (MSP) Practitioner Pre-Course Work Managing Successful Programmes (MSP) Practitioner Pre-Course Work Version 4.2 MSP is a registered trademark of the Cabinet Office The Swirl Logo is a trademark of the Cabinet Office PBPMSPP Pre-Reading

More information

Quality Systems Basics

Quality Systems Basics Quality Systems Basics This presentation was developed by Allison Transmission Global Purchasing. All rights reserved. No part of this material may be reproduced in any form, or by any method, for any

More information

PRINCE2 - Project Brief

PRINCE2 - Project Brief Created/updated 05/11/17 PRINCE2 - Project Brief Downloaded from stakeholdermap.com. Visit Prince2 Templates for more Prince2 downloads. Get a Mind Map Project Brief template Project

More information

IT portfolio management template User guide

IT portfolio management template User guide IBM Rational Focal Point IT portfolio management template User guide IBM Software Group IBM Rational Focal Point IT Portfolio Management Template User Guide 2011 IBM Corporation Copyright IBM Corporation

More information

Why DFMA Efforts Fail Mike Shipulski Director of Engineering, Hypertherm, Inc.

Why DFMA Efforts Fail Mike Shipulski Director of Engineering, Hypertherm, Inc. Why Efforts Fail Mike Shipulski Director of Engineering, Hypertherm, Inc. Savings - Staggering and Sporadic The toolset has been around for decades The tools are well known and tested, the mechanics well

More information

It s about your success

It s about your success Business-IT alignment assessment Proposed approach and methodology OCTANT 1 Introduction The domain of IT Governance, business-it alignment and process optimization is one of the cornerstones of BUSINESS

More information

Managing Successful Programmes (MSP) Re-Registration Pre- Course Work

Managing Successful Programmes (MSP) Re-Registration Pre- Course Work Managing Successful Programmes (MSP) Re-Registration Pre- Course Work Version 4.6 MSP is a registered trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved. The Swirl

More information

ISO/IEC INTERNATIONAL STANDARD. Information technology Security techniques Guidelines for information security management systems auditing

ISO/IEC INTERNATIONAL STANDARD. Information technology Security techniques Guidelines for information security management systems auditing INTERNATIONAL STANDARD ISO/IEC 27007 First edition 2011-11-15 Information technology Security techniques Guidelines for information security management systems auditing Technologies de l'information Techniques

More information

MSP : The Basics. Kenn Dolan, Consultant, FPMS. AXELOS.com. APMG International 2010

MSP : The Basics. Kenn Dolan, Consultant, FPMS. AXELOS.com. APMG International 2010 Kenn Dolan, Consultant, FPMS AXELOS.com White Paper May 2010 Contents Background/history 3 Why would an organization use MSP? 3 Who uses MSP? 3 What are the benefits of using MSP? 3 An overview of the

More information

The Sector Skills Council for the Financial Services Industry. National Occupational Standards. Risk Management for the Financial Sector

The Sector Skills Council for the Financial Services Industry. National Occupational Standards. Risk Management for the Financial Sector The Sector Skills Council for the Financial Services Industry National Occupational Standards Risk Management for the Financial Sector Final version approved April 2009 IMPORTANT NOTES These National Occupational

More information

Lead Management System Overview, Phase 1 User Guide, FAQ, and Data Field Glossary Created: April 2016 Updated: June 2017

Lead Management System Overview, Phase 1 User Guide, FAQ, and Data Field Glossary Created: April 2016 Updated: June 2017 Lead Management System Overview, Phase 1 User Guide, FAQ, and Data Field Glossary Created: April 2016 Updated: June 2017 Contents Overview Defining a Lead Overview Context Processes Benefits Usage Timeline

More information

P6 Instructors Sample Presentation

P6 Instructors Sample Presentation Welcome to the Eastwood Harris Pty Ltd Primavera P6 Versions 8.1 to 8.4 Professional and Optional Client 3 day training course PMI REP No 3001 Course Number PP6 Page 2 Page 4 Administration Evacuation

More information

Section 3: Issues Management Process

Section 3: Issues Management Process Oakland County Department of Information Technology Section 3 s Management Process Section 3: s Management Process Overview The s Management Process was developed as part of the on-going effort to improve

More information

DCC Business Case for DCC activities during the Transitional Phase of the Switching Programme

DCC Business Case for DCC activities during the Transitional Phase of the Switching Programme DCC Business Case for DCC activities during the Transitional Phase of the Switching Programme Version: V3.0 Date: 29 March 2017 Author: Classification: Aimi Hayman and Bryn Coles DCC Public Document Control

More information

DRAFT ISO/IEC INTERNATIONAL STANDARD. Information technology Security techniques Information security management system implementation guidance

DRAFT ISO/IEC INTERNATIONAL STANDARD. Information technology Security techniques Information security management system implementation guidance INTERNATIONAL STANDARD ISO/IEC 27003 First edition 2010-02-01 Information technology Security techniques Information security management system implementation guidance Technologies de l'information Techniques

More information

Agenda Overview for Emerging Marketing Technology and Trends, 2015

Agenda Overview for Emerging Marketing Technology and Trends, 2015 G00270688 Agenda Overview for Emerging Marketing Technology and Trends, 2015 Published: 18 December 2014 Analyst(s): Andrew Frank The best digital marketers exploit emerging trends and technologies to

More information

Agile Easy Read Snippets - Book 1. Agile Snippets. David Geoffrey Litten Agile Primer

Agile Easy Read Snippets - Book 1. Agile Snippets. David Geoffrey Litten Agile Primer Agile Easy Read Snippets - Book 1 Agile Snippets David Geoffrey Litten Agile Primer The origins of DSDM Atern and Agile. The DSDM consortium which was formed in 1994, resulted from a need for a different

More information

Fairsail Collaboration Portal: Guide for Users

Fairsail Collaboration Portal: Guide for Users Fairsail Collaboration Portal: Guide for Users Version 11 FS-HCM-CP-UG-201504--R011.00 Fairsail 2015. All rights reserved. This document contains information proprietary to Fairsail and may not be reproduced,

More information

Capability Policy and Procedure for All School Based Staff. Effective from 1 September 2012 CONTENTS

Capability Policy and Procedure for All School Based Staff. Effective from 1 September 2012 CONTENTS Capability Policy and Procedure for All School Based Staff Effective from 1 September 2012 CONTENTS 1. Policy Statement 2. Scope of Policy and Procedure 3. Management Support for Performance Advice and

More information

COLUMN. ABCD for intranets. Four clear steps to improve your intranet JUNE Who should use the ABCD?

COLUMN. ABCD for intranets. Four clear steps to improve your intranet JUNE Who should use the ABCD? KM COLUMN JUNE 2008 ABCD for intranets Like organisations, intranets are constantly evolving and never finished. Endless redesigns as the intranet changes departments or owners is not a long term or viable

More information

Handling Difficult Project Situations. A Critical Skill for Every PM

Handling Difficult Project Situations. A Critical Skill for Every PM Handling Difficult Project Situations A Critical Skill for Every PM Mark Waldof Consulting LLC 2015 This seminar provided by Mark Waldof Consulting LLC owner@manageprojectsbetter.com The latest version

More information

A Quality Assurance Framework for Knowledge Services Supporting NHSScotland

A Quality Assurance Framework for Knowledge Services Supporting NHSScotland Knowledge Services B. Resources A1. Analysis Staff E. Enabling A3.1 Monitoring Leadership A3. Measurable impact on health service Innovation and Planning C. User Support A Quality Assurance Framework for

More information

Innovative Marketing Ideas That Work

Innovative Marketing Ideas That Work INNOVATIVE MARKETING IDEAS THAT WORK Legal Disclaimer: While all attempts have been made to verify information provided in this publication, neither the Author nor the Publisher assumes any responsibility

More information

Project Planning, Scheduling and Preparation of Quality Assurance Control Documents

Project Planning, Scheduling and Preparation of Quality Assurance Control Documents Project Planning, Scheduling and Preparation of Quality Assurance Control Documents J.SHARANYASREENIVAS 1, G.GAJALAKSHMI 2, K.RAVI THEJA 3 1P.G Student M.Tech (Structural Engg. and construction managment),

More information

Quality Manual Revision: C Effective: 03/01/10

Quality Manual Revision: C Effective: 03/01/10 TABLE OF CONTENTS DESCRIPTION SECTION PAGE INTRODUCTION 1.0 1 APPROVAL SIGNATURE PAGE 1.1 1 AMENDMENT RECORD 1.2 2 SCOPE 2.0 3 EXCLUSIONS 2.1 3 CORPORATE POLICY 3.0 3 QUALITY MANAGEMENT SYSTEM 4.0 4 GENERAL

More information

PMI EXAM PgMP Program Management Professional (PgMP)

PMI EXAM PgMP Program Management Professional (PgMP) PMI EXAM PgMP Program Management Professional (PgMP) Total Questions: 342 Practice exams also include self assessment and reporting features! 1 Question: 1 Your program has 121 stakeholders that you'll

More information

Document Control Information

Document Control Information Document Control Information Document Details Document Name Purpose of Document Document Version Number 3.3 Document Status Document Owner Prepared By MSP Foundation Sample Paper Questions 3.3 track changes.doc

More information

PRINCE2 FOUNDATION INSTRUCTOR LED TRAINING

PRINCE2 FOUNDATION INSTRUCTOR LED TRAINING FACT SHEET PRINCE2 FOUNDATION INSTRUCTOR LED TRAINING LEARN PRINCE2 AND GAIN FIRST CLASS PROJECT MANAGEMENT SKILLS GreyCampus provides PRINCE2 Foundation Instructor Led Training that helps professionals

More information

Requirements Analysis and Design Definition. Chapter Study Group Learning Materials

Requirements Analysis and Design Definition. Chapter Study Group Learning Materials Requirements Analysis and Design Definition Chapter Study Group Learning Materials 2015, International Institute of Business Analysis (IIBA ). Permission is granted to IIBA Chapters to use and modify this

More information

NIHR Local Clinical Research Networks

NIHR Local Clinical Research Networks NIHR Local Clinical Research Networks Annual Plans 2014-15 Guidance WORKING DRAFT Version 0.4 WORKING DRAFT v0.4 Document Control This document is updated and issued annually by the national CRN Coordinating

More information

Ms. Maridel Piloto de Noronha, PAS Secretariat Via

Ms. Maridel Piloto de Noronha, PAS Secretariat Via October 7, 2015 Ms. Maridel Piloto de Noronha, PAS Secretariat Via email: semec@tcu.gov.br RE: Exposure Drafts ISSAI 3000 Performance Audit Standard; ISSAI 3100 Guidelines on central concepts for Performance

More information

Certificate IV in Project Management Student Assessment Guide

Certificate IV in Project Management Student Assessment Guide Overview The assessment for the Certificate IV in Project Management comprises Team Assignment Development of a detailed Project Management Plan for chosen case study - 30% for blended classes Individual

More information

Process Based Management

Process Based Management Process Based Management CONSOLIDATED SUPPLY AND DISTRIBUTION COMPANY (CSD) Pat Dowdle and Jerry Stevens CASE STUDIES 2014 Chartered Professional Accountants of Canada All rights reserved. This publication

More information

Leading Practice: Approaches to Organizational Change Management

Leading Practice: Approaches to Organizational Change Management Leading Practice: Approaches to Organizational Change Management Abstract This document provides recommended approaches to organizational change management (OCM) when implementing CA Project and Portfolio

More information

Terms and Conditions

Terms and Conditions - 1 - Terms and Conditions LEGAL NOTICE The Publisher has strived to be as accurate and complete as possible in the creation of this report, notwithstanding the fact that he does not warrant or represent

More information

Department HR Operations. Approved by Pay and Reward Sub Group. Approval and Review Process Workforce & Organisational Development Committee

Department HR Operations. Approved by Pay and Reward Sub Group. Approval and Review Process Workforce & Organisational Development Committee Document Control Title Job Evaluation Policy Author s job title HR Manager Directorate Workforce Development Date Version Issued 0.1 May 2013 Status Draft Department HR Operations 0.2 Sept 2013 Final 0.3

More information

Demand Management User Guide. Release

Demand Management User Guide. Release Demand Management User Guide Release 14.2.00 This Documentation, which includes embedded help systems and electronically distributed materials (hereinafter referred to as the Documentation ), is for your

More information

Quality Management System Guidance. ISO 9001:2015 Clause-by-clause Interpretation

Quality Management System Guidance. ISO 9001:2015 Clause-by-clause Interpretation Quality Management System Guidance ISO 9001:2015 Clause-by-clause Interpretation Table of Contents 1 INTRODUCTION... 4 1.1 IMPLEMENTATION & DEVELOPMENT... 5 1.2 MANAGING THE CHANGE... 5 1.3 TOP MANAGEMENT

More information

STATE PERSONNEL SYSTEM

STATE PERSONNEL SYSTEM DEPARTMENT OF MANAGEMENT SERVICES DIVISION OF HUMAN RESOURCE MANAGEMENT POLICY GUIDELINE STATE PERSONNEL SYSTEM SUBJECT: Administration of the Performance Management Process POLICY GUIDELINE: HRM # 2017-015

More information

GUIDEBOOK CODE OF CONDUCT MANAGEMENT SYSTEMS

GUIDEBOOK CODE OF CONDUCT MANAGEMENT SYSTEMS GUIDEBOOK CODE OF CONDUCT MANAGEMENT SYSTEMS 2005 Levi Strauss & Co. Page 1 of 57 Table of content SECTION I: INTRODUCTION... 3 1. Introduction... 3 2. How to use this Guidebook... 3 SECTION II: THE MANAGEMENT

More information

Performance and Contract Management Committee 1 September 2015

Performance and Contract Management Committee 1 September 2015 Performance and Contract Management Committee 1 September 2015 Title Members Enquiries service a review Report of Customer Services Operations Director Wards All Status Public Urgent No Enclosures Key

More information

METUCHEN CAPACITORS INCORPORATED. Quality Manual P.O. BOX HIGHWAY 35, SUITE 2 HOLMDEL NJ USA

METUCHEN CAPACITORS INCORPORATED. Quality Manual P.O. BOX HIGHWAY 35, SUITE 2 HOLMDEL NJ USA METUCHEN CAPACITORS INCORPORATED Quality Manual P.O. BOX 399 2139 HIGHWAY 35, SUITE 2 HOLMDEL NJ 07733 USA Copy Holder Copy Number : 1 This Quality Manual Covers the activities and functions performed

More information

Quality & Customer Service For Small Organizations

Quality & Customer Service For Small Organizations Quality & Customer Service For Small Organizations 10 Point Quality & Customer Service Criteria & Self-Evaluation Tool Written by John Perry December 2008 Version NQI No part of this publication may be

More information

TECHNOLOGY brief: Event Management. Event Management. Nancy Hinich-Gualda

TECHNOLOGY brief: Event Management. Event Management. Nancy Hinich-Gualda TECHNOLOGY brief: Event Event Nancy Hinich-Gualda Principal Consultant CA s Table of Contents Executive Summary 1 section 1: Challenge 2 Simplifying ITIL How to Use the CA Process Maps Section 4: Conclusions

More information

PMP Study Guide. Amol Kshirsagar, PMP. "PMI, PMP and PMBOK Guide are registered marks of the Project Management Institute, Inc.

PMP Study Guide. Amol Kshirsagar, PMP. PMI, PMP and PMBOK Guide are registered marks of the Project Management Institute, Inc. 2016 PMP Study Guide Amol Kshirsagar, PMP "PMI, PMP and PMBOK Guide are registered marks of the Project Management Institute, Inc. PMP Study Guide What it covers High-level essence of A Guide to the Project

More information

Performance Management Policy and Strategy

Performance Management Policy and Strategy Performance Management Policy and Strategy Reference number of this document PM0301 HEMIS classification Aim Type of document Accessibility To formulate a policy for performance management and strategy

More information

White Paper: Executive Search Firm How to Engage and Utilise Them Successfully. By Simon Fransca Khan of Leading Headhunters Hunter & Chase

White Paper: Executive Search Firm How to Engage and Utilise Them Successfully. By Simon Fransca Khan of Leading Headhunters Hunter & Chase White Paper: Executive Search Firm How to Engage and Utilise Them Successfully. By Simon Fransca Khan of Leading Headhunters Hunter & Chase Introduction Engaging an Executive Search firm or a Headhunter

More information

MANAGE PEOPLE PERFORMANCE CANDIDATE RESOURCE WITH SIMULATED ONLINE BUSINESS ASSESSMENT BSBMGT502B

MANAGE PEOPLE PERFORMANCE CANDIDATE RESOURCE WITH SIMULATED ONLINE BUSINESS ASSESSMENT BSBMGT502B MANAGE PEOPLE PERFORMANCE CANDIDATE RESOURCE WITH SIMULATED ONLINE BUSINESS ASSESSMENT BSBMGT502B Precision Group (Australia) Pty Ltd 9 Koppen Tce, Cairns, QLD, 4870 Email: info@precisiongroup.com.au Website:

More information

Project Initiation Document

Project Initiation Document Project Initiation Document Joint School Computing Service Project Manager: Alinda Tyler Creation date: 01/10/2014 Revision date: 15/10/2014 Version Number: 1.1 Document Status: LIVE Based on Prince2 Methodology

More information

Creating a Job Search Program In Your Church, Synagogue Or Community Organization

Creating a Job Search Program In Your Church, Synagogue Or Community Organization Creating a Job Search Program In Your Church, Synagogue Or Community Organization Special Supplement to The Unwritten Rules of the Highly Effective Job Search By Orville Pierson Note: This Special Supplement

More information

Framework for Model Forest Strategic Planning

Framework for Model Forest Strategic Planning International Model Forest Network Landscapes Partnerships Sustainability Framework for Model Forest Strategic Planning www.imfn.net The Model Forest Development Toolkit is a collection of guides, frameworks

More information

SQF 2000 Code. 6th Edition AUGUST A HACCP-Based Supplier Assurance Code for the Food Manufacturing and Distributing Industries

SQF 2000 Code. 6th Edition AUGUST A HACCP-Based Supplier Assurance Code for the Food Manufacturing and Distributing Industries SQF 2000 Code A HACCP-Based Supplier Assurance Code for the Food Manufacturing and Distributing Industries 6th Edition AUGUST 2008 Safe Quality Food Institute 2345 Crystal Drive, Suite 800 Arlington, VA

More information

Module 1 Study Guide

Module 1 Study Guide Module 1 Study Guide Introducing PPO Welcome to your Study Guide. This document is supplementary to the information available to you online, and should be used in conjunction with the videos, quizzes and

More information

Agricultural Projects

Agricultural Projects Development and Management of Agricultural Projects Introduction Communicate Product Quality and Risk Developing a Project Ten (10) Steps To Creating a Project Plan March 11 th 2017 Facilitated by Arnold

More information

Asset management Management systems Guidelines for the application of ISO 55001

Asset management Management systems Guidelines for the application of ISO 55001 INTERNATIONAL STANDARD ISO 55002 First edition 2014-01-15 Asset management Management systems Guidelines for the application of ISO 55001 Gestion d actifs Systèmes de management Lignes directrices relatives

More information

GUIDE TO THE CHANGES IN PMP simpl learn i

GUIDE TO THE CHANGES IN PMP simpl learn i GUIDE TO THE CHANGES IN PMP- 2015 simpl learn i Table of contents Introduction the purpose of this manual 1 New Tasks: Initiating 3 New Tasks: Planning 4 New Tasks: Executing 6 New Tasks: Monitoring and

More information

HOW YOUR CAREER BACKGROUND CAN HELP YOU BECOME A BUSINESS ANALYST

HOW YOUR CAREER BACKGROUND CAN HELP YOU BECOME A BUSINESS ANALYST By Laura Brandenburg Lesson Objective: After completing this lesson, you ll be able to identify strengths from your career background that will directly support your transition into business analysis.

More information

BIS Research & Evaluation Framework. Guide for Buyers

BIS Research & Evaluation Framework. Guide for Buyers BIS Research & Evaluation Framework Guide for Buyers Framework reference: CR150025BIS BIS Research & Evaluation Framework: Guide for Buyers Update 22 June 2016 1 P age Research & Evaluation Framework Contract

More information

Consultation Paper. Draft Regulatory Technical Standards

Consultation Paper. Draft Regulatory Technical Standards EBA/CP/2017/09 29 June 2017 Consultation Paper Draft Regulatory Technical Standards on the criteria for determining the circumstances in which the appointment of a central contact point pursuant to Article

More information

Audit and Advisory Services Integrity, Innovation and Quality

Audit and Advisory Services Integrity, Innovation and Quality Audit and Advisory Services Integrity, Innovation and Quality Follow-up Progress Assessment of the Audit of IM/IT Project Life Cycle Controls 1577-13/14-101 Table of Contents EXECUTIVE SUMMARY 1 1. Introduction

More information

Siebel CRM On Demand Administrator Rollout Guide

Siebel CRM On Demand Administrator Rollout Guide Siebel CRM On Demand Administrator Rollout Guide This Administrator Rollout Guide consolidates tips and lessons learned from implementing Siebel CRM On Demand, discusses your role as an administrator,

More information

Procedures: QP 4 through QP 8, QP 16, QP 17, and QP 19

Procedures: QP 4 through QP 8, QP 16, QP 17, and QP 19 SRI Quality System Registrar Procedures: QP 4 through QP 8, QP 16, QP 17, and QP 19 Booklet Version 171122 Revision Date QP 4.0 Pre-Audit Registration Procedures 15 11/07/15 QP 5.0 On-Site Audit Procedure

More information

Managing Successful Projects

Managing Successful Projects Managing Successful Projects with PRINCE2 Office of Government Commerce London: TSO Published by TSO (The Stationery Office) and available from: Online www.tso.co.uk/bookshop Mail,Telephone, Fax & E-mail

More information

Quality Assessments of Statistical Production Processes in Eurostat Pierre Ecochard and Małgorzata Szczęsna, Eurostat

Quality Assessments of Statistical Production Processes in Eurostat Pierre Ecochard and Małgorzata Szczęsna, Eurostat Quality Assessments of Statistical Production Processes in Eurostat Pierre Ecochard and Małgorzata Szczęsna, Eurostat Since 1994, Eurostat has developed its own approach for the measurement of the quality

More information

An Example Portfolio Management Process

An Example Portfolio Management Process BEST PRACTICES WHITE PAPER An Example Portfolio Management Process Jenny Stuart, Vice President of Consulting, Construx Software Version 1, June 2009 Contributors Jerry Deville, Professional Software Engineer

More information

The Procedure for Agreement of Change of Supplier Readings and Resolution of Disputed Change of Supplier Readings

The Procedure for Agreement of Change of Supplier Readings and Resolution of Disputed Change of Supplier Readings The Procedure for Agreement of Change of Supplier Readings and Resolution of Disputed Change of Supplier Readings MAP 08 Version : 3.2 Status : Final Date : 30 th June 2016 Document Reference : MAP08_3.2

More information