prince2 - skillshare @ betahaus| sofia 18. march 2013
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Reproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TM
PRINCE2Skillshare @ Betahaus| Sofia
18. March 2013
Reproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TM
About
http://uk.linkedin.com/martinboudikianov
http://www.betahaus.bg
http://creativecommons.org/licenses/by-sa/2.5/bg/deed.en_US
Reproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TM
Topics
• What is a PRINCE2 Project?
• Basic Principles
• Components
• The Big Picture
• Benefits for Project Managers of using PRINCE2
• Q & A
Reproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TM
“Take Away”
• Basic Characteristics of a project
• Project responsibilities and actions
• Process structure of PRINCE2
Reproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TM
WHAT IS A PRINCE2 PROJECT?
Reproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TMReproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TM
“A management environment that is created for the purpose of delivering one or more business products according to a specific Business Case at prespecified time using predetermined resources”
Idea
Study
Trigger
Specify
Design
Develop
Test
Change over
Asses value
Use
Scrap
{ }Product Life
Span
Project Life Span
Reproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TM
What is a successful project?
To be successful a project must:
• deliver the outcomes and benefits required by the organization, its delivery partners and other stakeholder organizations
• create and implement deliverables that meet agreed requirements • meet time targets • stay within financial budgets • involve all the right people • make best use of resources in the organization and elsewhere • take account of changes in the way the organization operates • manage any risks that could jeopardize success • take into account the needs of staff and other stakeholders who will be
impacted by the changes brought about by the project.
Reproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TM
BASIC PRINCIPLES
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Organisation
Corporate or Program management
Project Board
Senior User Executive Senior Supplier
Project Assurance
Project Manager
Team Manager
Project Support
Reproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TM
Process• PRINCE2 differentiates the start up, planning and close
for the overall Project (“Starting a Project,” “Initiating a Project” and “Closing a Project”) from the activities to start up and close down each of the Stages (“Managing Stage Boundaries”).
• The actual Executing and Controlling of the developmental work (from Feasibility or Requirements onward) shows up at the Stage level, through “Controlling a Stage” and “Managing Product Delivery.”
• Project oversight (by the Project Board) occurs throughout the project through “Directing a Project.” “Planning” is a generalized process that is accessed at all levels of the project, as needed.
Reproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TM
Process > Start Up & Initiating• Starting Up a Project (SU)
Senior Responsible Owner (SRO)
Project Board, Project Brief
• Initiating the Project (IP) SRO, Project Board, Project Manager
Business Case, Project Initiation Document (PID), Project Plan,
RCQCom Startegies
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Process > Running a project
• Controlling a Stage (CS)
Senior Responsible Owner (SRO), Project Board
Work Packages, Team Plans, Stage Plan, Risk Register,
Configuration Items Record, Quality Register, Daily Log,
Issue Register
• Managing Product Delivery (PD)
Team Managers
Team Plans, Work Packages
• Managing a Stage Boundary (SB)
Project Manager
Project Plan, Stage End Report, Business Case, Risk Log,
Team Structures, Lessons Log, Issue Log
Reproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TM
Process > Closing a Project
Project Manager
Follow-on Recommendations, Lessons Report, Project
Plan, PID, Issue Register, Benefits Review Plan.
Reproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TM
Process > Directing a Project
Senior Responsible Owner (SRO), Project Board
Business Case, Authorizations of Initiating, PID, Stage
and Exception Planning, Ad-hoc Directions, Project
Closure
Reproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TM
COMPONENTS
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Project Brief• The Project Brief will cover all the key areas of the project giving details of:
• Objectives, Scope, Deliverables, Business Benefits, Assumptions, Constraints, Risks, Other Areas of Business Affected, Major Dependencies, Stakeholders, Resources, Outline estimates of time and cost
Approval of the Project Brief is the official start of the project where the SRO/members of the Project Board must confirm that they:
• understand and agree the terms of reference of the project• are willing and able to commit their time to the direction of the project• are willing to take joint ownership of the project• are willing to provide the Project Manager with the time and resources needed to
plan the project in detail and to produce the Project Initiation Document (PID).
Reproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TMReproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TM
Business Case
Reasons – why the project outcome is needed Options Benefits expected - measurable terms, negative
approach Risks – see details in Risk Log Costs & timescale Investment appraisal – the balance between the
costs and the financial value of the benefits Evaluation – dependencies, achievements
structure (expected, overachieved, worst-case)
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Project Initiation Document Purpose:
ensures that the project has a sound basis before presenting to Project Board
A base document against which the Project Board and Project Manager can asses progress, Issues and ongoing viability
Composition What is aiming to be achieved Why it is important Where and who will be involved in managing and
developing How and when it is going to happen
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Plans Elements
Products description, prerequisites, quality requirements, assumption, activities and dependencies (internal and external), resources, risks, monitor & control points, tolerances
Levels Project Plan – total overview, progress already made, agreed
changes, forecast of cost & duration Stage plan – detailed day-to-day control for each stage with the
corresponding broken-down requirements from the Project plan Team Plan – subdividing stage activities in to tasks for each team Quality Plans – part of SP & TP, what are the key interests, who is
involved, what are the checking points Exception plan - when a plan outside the agreed tolerance
changes to be applied to all reflected plans
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Controls Purpose
Project viable against its Business Case Producing the required products with the defined quality criteria Project is being carried out to schedule and in accordance with its
resource and cost plans Monitor progress Compare achievement with plan Review plans and options Detect problems and risks Initiate
Types Project Board(Authorizations, Stage Assesments, Reports) Project Manager(day-to-day activities within the tolerances)
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Management of Risk Identification Directly related to project objectives (strategic, economic, legal, human factors, political, environmental, technical infrastructure) EvaluationHigh/Medium/Low scale for Likelihood and Impact PrioritizationRAG( Red, Amber, Green) Planning & Resourcing Monitoring
Reproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TM
Quality Review Benefits:
Early identification of defects Objective measurement for progress control Involvement in progress improve customer commitment
WhenDuring Planning, Product Delivery, Authorizing Work Packages, Progress Monitoring
Participants Review chairperson, Producer, Reviewer, Scribe, PM, TM, Project Assurance, Project Support
Reproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TM
Change Control Changes can be:
Request what the project is set to deliver Improvement Record of current or forecast failure to meet a requirement
Steps Issue log Impact analysis (business, user & supplier) If in tolerance then take correction action, else escalate (CS) Exception Report Provide Ad Hoc Direction (DP) Escalate Project Issue (CS) Exception plan(SB) and Authorization(DP)
Reproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TM
THE BIG PICTURE
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The Big Picture
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BENEFITS FOR PROJECT MANAGERS OF USING PRINCE2
Reproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TM
Benefits for Project Managers of using PRINCE2
• Establish terms of reference as a prerequisite to start of a project
• Use a defined structure for delegation, authority and communication
• Divide the project into manageable stages for more accurate planning
• Ensure that resource commitment from management is part of any approval to proceed
• Provide regular, but brief management reports• Can help to keep meetings with management and
stakeholders to a minimum but at the vital points of the projects
Reproduced under licence from OGC. Copied from Managing Successful Projects with PRINCE2TM
Q & Awww.PRINCE2.com
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