© TSO 2008. Content within this presentation may be subject to change. Trevor Smith

© TSO 2008. Content within this presentation may be subject to change.

Trevor Smith


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


Innovative, inspirational, professional training and support services

Accredited Training Organisation: PRINCE2, MSP, Change Management, P3O

Helped develop PRINCE2 & MSP

pearcemayfield


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


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


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


Reasons For Change - mandate

NB, Core Manual size raised to <275 (April 08)


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


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


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?


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


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.


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.


What are Principles?

• Principles are:– Universal– Self Validating– Empowering

“A guiding obligation for good practice”


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


PRINCE 2 Processes

Processes

Activities

RecommendedActions

“The processes provide the lifecycle basedlist of project management activities”


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


Process Model


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


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.”


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


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


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”


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.


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.


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.


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


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.


New PRINCE 2


[email protected] Tel: 00420 777013 806

Documents

© TSO 2008. Content within this presentation may be subject to change. Trevor Smith