a prince2® overview
TRANSCRIPT
a PRINCE2 Overview
2 BAT Russia Geography
BAT RussiaCentral Office in Moscow
3 Production factories in Moscow, Saratov and St. Petersbourg6 Business Units
150 cities from Kaliningrad to Vladivostok
SaratovTobacco Factory
St. Petersbourg Tobacco Factory
YAVATobacco Factory
Central Office
Moscow
I
TM
S
3
73.3bn +12%
2005 BAT Russia Sales Volume
47.1 50.3
58.765.6
73.3
0
10
20
30
40
50
60
70
2001 2002 2003 2004 2005
+56%
2001-2005
4
20.5% +1.1pp
2005 BAT Russia Volume Share
15.316
17.8
19.4
20.5
14
15
16
17
18
19
20
21
2001 2002 2003 2004 2005
+5.2pp
2001-2005
year exit
5 BAT Geography
BAT Community is world-wide:
� Common Marketing practices
� Common Standards & Policies
� International projects
6 whoops!
Most project problems are well known
Most project problems are preventable
What works and doesn’t work is well known
7 PRINCE
30 years
best practice
private &
public sector
projects in controlled environments
PRINCE
a lot of project failures are preventable
– so let’s prevent them!
8 the project lifecycle
management stages
SU
Initiation
Stage 2
Stage 3
Stage 4
Stage 5
PRINCE covers the project lifecycle plus some pre-project
preparation in ‘Start up’
PRINCE includes plans for measuring benefits in
‘Post Project Review’ PPR
9 Stopping the snowball!
The project will stop at astage end unless there is
specific “authority to proceed”from the Project Board
10
SU
Initiation
Stage 2
Stage 3
Stage 4
Stage 5
business focus
driven by the Business Case…
outline Business Case“is it a project?”
initial BusinessCase (in the PID)
updated at the end of stages
measured at project closure and
Post Project Review
11 The 3 PRINCE Interests
BusinessBusiness
UserUser SupplierSupplier
Value for money
Fit for purposeRealistic
12 Organisation
Project organisation is temporary, like scaffolding.When the job is done it will be dismantled.
ProjectSupport
ProjectManager
TeamManager(s)
ProjectBoard
ProjectAssurance
13 The Project Board
Executive SeniorSupplier
SeniorUser
� Taking ownership of the project� Giving guidance and direction� Approving plans� Giving authority to proceed with successive stages� Monitoring some risks (usually business related risks)� Ensuring that the project is being run correctly (Project Assurance)� The project’s “voice” to the outside world
May be supplemented by “non-voting” advisers and programme interests
14 the 8 PRINCE processes
DP directing a project
the
“w
he
n”
of
PR
INC
E P
roje
ct M
ana
ge
me
nt
CPclosing
a project
SBmanaging
stageboundaries
IPinitiatinga project
SUstarting
up a project
CScontrolling
a stage
PL planning
MPmanagingproductdelivery
15
BusinessCase
Organisation
Plans
ChangeControl
ConfigurationManagement
Controls
Quality
Risk Management
the 8 PRINCE components
the
“w
ha
t” o
f P
RIN
CE
Pro
ject
Ma
na
ge
me
nt
DP
SB
IPSU CS CP
MPDP
16 an integrated toolkit
projects vary enormously, so…expect to use PRINCE differently
bigsmallcomplexsimplehigh risklow riskbusiness criticalnot business criticallarge teamsmall teammany teamssingle teamsingle sitemultiple siteexperienced staffinexperienced staffmultiple projectstand-alone projectsafety critical‘quick and dirty’inter-departmentalsingle office
PRINCE is highlyadaptable … flexible … scaleable
the list g
oes o
n…
an
d o
n…
and
on
… a
nd
17 benefits of the method
• fits different types of project• fits different sizes of project• more than 30 years of project input• increasingly widely known as a standard
• large scale “standard” documentation• bureaucratic mind sets• “lifebelt” mentality• untrained people (including Project Board members)• defensive and closed implementation – blame culture• PRINCE game playing
�but guard against…
�
18 The Product Breakdown Structure
Sales targetsSales targetswall chartwall chart Staff ManualStaff Manual
New CustomerNew CustomerFormForm
SalesSalesFormForm
New salesNew salesproceduresprocedures
A simplehierarchy
15-30 products
Broken downfurther in
Stage Plans
PhonePhoneinstructionsinstructions
ProcedureProcedureInstructionsInstructions
ProcedureProcedureFlow ChartFlow Chart
Existing Existing Sales formSales form
New formsNew formsgroupinggrouping
MonthlyMonthlySales ReportSales Report
FormatFormat
SalesSalesDocumentsDocumentsgroupinggrouping
19 The Product Description
Product title
Purpose
Composition
Derivation
Format and presentation
Allocated to
Quality criteria
Quality method
Quality tolerance
Quality check skills / people
Short and descriptive
If you can’t fill this in, WORRY!
Description, or sub-products
Sources, products, permissions
Standards, house styles etc
Responsibility for development
What will make the product a good one
How quality will be measured
Any parameters – e.g. no of errors
Testing/checking skills – or lack of skill!
20 The Product Flow Diagram
New salesNew salesproceduresprocedures
The final product isthe sum of the rest
Check all‘danglers’
sequ
ence
Sales targetsSales targetswall chartwall chart
Staff ManualStaff Manual
PhonePhoneinstructionsinstructions
ProcedureProcedureInstructionsInstructions
ProcedureProcedureFlow ChartFlow Chart
ExistingExistingSales formSales form
MonthlyMonthlySales ReportSales Report
formatformat
New CustomerNew CustomerFormForm
SalesSalesFormForm
21 Exception Management
� + 5% - 5%
£ + 5%- 15%
Exception – when the forecast is that tolerance will be exceeded- missing the tolerance box or - going outside the tolerance lines (tolerance “corridor”)
ExceptionException – when the forecast is that tolerance will be exceeded- missing the tolerance box or - going outside the tolerance lines (tolerance “corridor”)
Time
Cost
Quality
Scope
Risk
Benefit
22 Change Control
Warning … a major project killer is on the loose!
PRINCE does not set out to stop change, but to control change.PRINCE does not set out to stop change, but to control change.
You can set a Change Budget, but be consulted on things beyond that.You can set a Change Budget, but be consulted on things beyond that.
ChangeChangeChangeChangeChangeChangeChangeChangeChangeChangeChangeChangeChangeChangeChangeChangeChangeChangeChangeChangeChangeChange
ChangeChange
We can’t possibly do a big change like this …
but this is only a small one … isn’t it … and so is this … and this …but this is only a small one … isn’t it … and so is this … and this …
…OH!
23 Assessments
Control “firewalls” in the project – and the project ca n be stopped
ESA
(EA)
• Business Case• Risk Log
• Delivery• Quality• Costs
• Stage Plan• Controls(including tolerance)
End Stage AssessmentException Assessment
24 Post Project Review
• A review after the project
• Primarily to measure benefits
• Can also assess implementation
of the project and initial
experience
• Can be more than one
– geared to delivery of benefits
– might be programme orientedReducedcomplaints
Time saving
Increasedprofits
Reducedcosts
25 a summary
PRINCEprojects in a controlledenvironment
the ‘Hassle’ Graphnovice
quite experienced
very experienced
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26
Thank you! Questions?