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© TSO 2008. Content within this presentation may be subject to change.
Trevor Smith
© TSO 2008. Content within this presentation may be subject to change.
Project and Change Management
Introduction to Project Management
Prince 2 – Foundation
Prince 2 – Practitioner
Prince 2 - Executive overview
International Project Communication
Principles of Change Management
Pearce Mayfield
© TSO 2008. Content within this presentation may be subject to change.
Innovative, inspirational, professional training and support services
Accredited Training Organisation: PRINCE2, MSP, Change Management, P3O
Helped develop PRINCE2 & MSP
pearcemayfield
© TSO 2008. Content within this presentation may be subject to change.
Progress
• Nov 06 – Public consultation starts• June 07 – Public Consultation Report issued• Sep 07 – Scoping Document and PDs issued• Oct 07 – Design Review • Nov 07 – Draft Principles reviewed• Dec 07 – Principles updated• Feb 08 – Pilots started• Feb 08 to April 08 - Draft Manuscripts reviewed• April 08 – Project Board approve recommended changes
© TSO 2008. Content within this presentation may be subject to change.
Lead author Andy Murray Outperform UK Ltd
Authoring team Nigel Bennett Sun Microsystems
John Edmonds Pearce Mayfield
Bob Patterson Fujitsu Services
Sue Taylor Freelance consultant
Graham Williams GSW Consultancy Ltd
© TSO 2008. Content within this presentation may be subject to change.
Lead reviewer and mentor
Colin Bentley PRINCE2 Chief Examiner 1998–2008
PRINCE 2 reference group 14
PRINCE 2 – 2009 project governance 6
Change control panel 5
Reviewers 93
© TSO 2008. Content within this presentation may be subject to change.
Reasons For Change - mandate
NB, Core Manual size raised to <275 (April 08)
© TSO 2008. Content within this presentation may be subject to change.
Reasons for change - context
Common Glossary (updated)
Guides
In Development
Portfolio, Programme and Project
Office (P3O)
Updated 2007
M_o_R® Gateway®
Updated 2007
Refresh underwayPRINCE project2™
MSP programmeUpdated 2007
Portfolio GuideIn Development
Models
Portfolio, Programme and
Project Management
Maturity Model (P3M3)
PRINCE2™ Maturity Model
(P2MM)
Refresh pending
BPUG
PPM User group
itSMF
ITIL User group
TSO Publishing partner ITIL PPMProject management for refresh
APMG Accreditation partner ITIL PPM Exams, training, consultants
© TSO 2008. Content within this presentation may be subject to change.
Study Guides
P2MM / P2MM Guide
Pocket Book
P3M3
PRINCE2& DSDM
Think PRINCE2 MSP
Business Benefits ThroughProject & Programme Management
M_o_R
ITIL
Case Studies
P3O
Knowledge Centre
Proposed Approach
P2MM / P2MM Guide
Business Benefits ThroughProject & Programme Management
Managing Successful Projects Using
PRINCE2
Templates
Checklists
Directing Successful Projects Using
PRINCE2
Method
© TSO 2008. Content within this presentation may be subject to change.
A project is a temporary organization that is created for the purpose of delivering one or more business products according to an agreed Business Case.
PRINCE 2 – refresh What’s new?
© TSO 2008. Content within this presentation may be subject to change.
Summary of changes
2005 2009Principles - 7 Principles
Themes 8 Components 7 Key Themes
Processes 8 Processes 7 Processes
Sub-processes 45 sub-processes -
Techniques 3 techniquesCross-references to other
BoKs including ‘soft’ aspects
Management Products 36 products 27 products
The Project Environment - Context rich
Trouble-shooting Hints & Tips Hints & Tips in FAQ style
© TSO 2008. Content within this presentation may be subject to change.
The New PRINCE 2 Manual
1 The principles (Chapter 2)These are the guiding obligations and good practices which determine whether the project is genuinely being managed using PRINCE2. There are seven principles and unless all of them are applied, it is not a PRINCE2 project.
2 The themes (Chapters 3 to 10)These describe aspects of project management that must be addressed continually and in parallel throughout the project. The seven themes explain the specific treatment required by PRINCE2 for various project management disciplines and why they are necessary.
3 The processes (Chapters 11 to 18)These describe a step-wise progress through the project lifecycle from getting started to project closure. Each process provides checklists of recommended activities, products and related responsibilities.
4 Tailoring PRINCE2 to the project environment (Chapter 19)This chapter addresses the need to tailor PRINCE2 to the specific context of the project. PRINCE2 is not a ‘one size fits all’ solution; it is a flexible framework that can readily be tailored to any type or size of project.
© TSO 2008. Content within this presentation may be subject to change.
To ensure that all those people involved with the project understand how PRINCE2 is to be used, the Project Initiation Documentation should state how the method is being tailored for that particular project.
Tailoring PRINCE2 to the project environment
PRINCE2 is tailored to suit the project’s environment, size, complexity, importance, capability and risk.
© TSO 2008. Content within this presentation may be subject to change.
What are Principles?
• Principles are:– Universal– Self Validating– Empowering
“A guiding obligation for good practice”
© TSO 2008. Content within this presentation may be subject to change.
The PRINCE 2 Principles
Business Justification A PRINCE2 project has continued business justification
Learn Lessons A PRINCE2 project learns from previous experience (lessons are sought and recorded throughout)
Roles & Responsibilities A PRINCE2 project has defined and agreed roles and responsibilities with an organisation structure that engages the business, user and supplier stakeholder interests
Managed by Stages A PRINCE2 project is planned, monitored and controlled on a stage by stage basis
Managed by Exception A PRINCE2 project defines tolerances for each project objective to establish limits of delegated authority
Product Focus A PRINCE2 project focuses on the definition and delivery of products, in particular their scope and quality requirements
Tailored A PRINCE2 project tailors the method to suit its size, environment, complexity, importance, capability and risk
© TSO 2008. Content within this presentation may be subject to change.
PRINCE 2 Processes
Processes
Activities
RecommendedActions
“The processes provide the lifecycle basedlist of project management activities”
© TSO 2008. Content within this presentation may be subject to change.
Initiating a Project activities are Project-Manager-oriented and comprise:
•Prepare the Risk Management Strategy•Prepare the Configuration Management Strategy•Prepare the Quality Management Strategy•Prepare the Communication Management Strategy•Set up the project controls•Create the Project Plan•Refine the Business Case•Assemble the Project Initiation Documentation
Activities
© TSO 2008. Content within this presentation may be subject to change.
Process Model
© TSO 2008. Content within this presentation may be subject to change.
PRINCE 2 Processes
Process
Starting Up a Project
Directing a Project
Initiating a Project
Controlling a Stage
Managing Product Delivery
Managing a Stage Boundary
Closing a Project
Pre-projectInitiation
StageFinal Stage
Stage 2, 3, etc
= process applies = process optional
Stage
© TSO 2008. Content within this presentation may be subject to change.
What are Key Themes?
• Key Themes are:– aspects of project management that need to be
continually addressed. They are not one off activities
And– aspects of project management that requires
specific treatment for the PRINCE2 processes to be effective
“If the processes are considered as the time-based activity list then theKey Themes are the reference manual. If the process requires actionthe Key Theme provides guidance on how it should be done.”
© TSO 2008. Content within this presentation may be subject to change.
The PRINCE 2 Key Themes
Business Case Defining the business objectives (the why)
Organisation Establishing the structure of accountability and responsibilities (the who)
Quality Defining and verifying products that are fit-for-purpose (the what)
Plans Defining the means of delivering the products (the where and how, and estimating the when and how much)
Risk Identifying, assessing and controlling uncertainty (what if)
Change Managing the integrity of products and making decisions on issues which may affect the objectives
Progress Monitoring the achievement of objectives and making decisions based on actual and forecast progress
© TSO 2008. Content within this presentation may be subject to change.
The Project EnvironmentEmbedding TailoringDone by the organisation to adopt PRINCE2 Done by the project to adapt the method to the
project context- team capabilities- corporate/programme standards (e.g. procurement)- industry sector (e.g. private/public)- type of project (e.g. R&D, Construction)- size of project- multi-organisation- within a programme- customer/supplier commercial context- working with other methods and frameworks
Focus on:- process ownership- scaling rules / guidance (e.g. score card)- Standards (templates, definitions)- training and development strategy- integration with business processes- tools- process assurance
Focus on:- roles & responsibilities to allocate- management products to use and how- number, length and nature of stages - reporting and reviewing- tolerances
Guidance in PRINCE2 Maturity Model Guidance in the Method
© TSO 2008. Content within this presentation may be subject to change.
Management Products
• Philosophy– designed for typical projects– can be scaled up– can be scaled down– Any ‘nesting’ is explicit
• Will be supported by a set of templates– with embedded guidance– and quality criteria
“PRINCE2 requires information and decisions, not documents and meetings”
© TSO 2008. Content within this presentation may be subject to change.
Baseline management products
are those that define aspects of the project and, once approved, are subject to change control. These are:
A.1 Benefits Review Plan A.2 Business Case A.4 Communication Management Strategy A.6 Configuration Management Strategy A.16 Plan (covers Project-, Stage- and Team-level Plans)A.17 Product Description A.19 Project Brief A.20 Project Initiation Documentation A.21 Project Product DescriptionA.22 Quality Management Strategy A.24 Risk Management Strategy A.26 Work Package.
© TSO 2008. Content within this presentation may be subject to change.
Records
are dynamic management products that maintain information regarding project progress. These are:
A.5 Configuration Item RecordsA.7 Daily Log A.12 Issue Register A.14 Lessons Log A.23 Quality Register A.25 Risk Register.
© TSO 2008. Content within this presentation may be subject to change.
Reports
are management products providing a snapshot of the status of certain aspects of the project. These are:
A.3 Checkpoint Report A.8 End Project Report A.9 End Stage Report A.10 Exception Report A.11 Highlight Report A.13 Issue Report A.15 Lessons Report A.18 Product Status Account.
© TSO 2008. Content within this presentation may be subject to change.
PRINCE2 and a Body of Knowledge
PRINCE2 Body of Knowledge
A project management method. A broad collection of ‘good practices’ for project management.
Prescriptive. Non-prescriptive.
An integrated set of processes and themes (they are not isolated silos that can be selectively applied).
Each topic area can be referred to in isolation of others.
Covers all project management roles. Targeted at Project Managers.
Does not cover interpersonal skills. Covers interpersonal skills.
References techniques Describes techniques
© TSO 2008. Content within this presentation may be subject to change.
The Contents of a Business Case
The Business Case should describe the reasons for the project based on estimated costs, risks and expected benefits. It typically contains:
1.An executive summary 2.Reasons3.Business options4.Expected benefits 5.Expected dis-benefits6.Timescale7.Costs8.Investment appraisal9.Major risks.
© TSO 2008. Content within this presentation may be subject to change.
New PRINCE 2
© TSO 2008. Content within this presentation may be subject to change.
trevor.smith@visiontraining.cz Tel: 00420 777013 806
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