2014-03-03/04

Using PRINCE2® to Manage Your ITIL® Implementation

Mark SherryPartnerMarval North America 1

2014-03-03/04

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Copyright Notice

• The contents of this presentation are Copyright © 2014 by Marval North America

• All other use, storage, retrieval, distribution, or reproduction must be authorized by Marval North America in advance, in writing.

• PMI, PMP, PgMP, CAPM, and PMBOK are registered trademarks of Project Management Institute, Inc.

• MoP®, PRINCE2®, ITIL®, MSP®, M_o_R®, P3O®, MoV® and P3M3® are registered trademarks of AXELOS Limited.

• Some illustrations (as indicated) are © Crown Copyright 2011, reproduced under license from the Cabinet Office.

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The Statistics on Project Failure

• Gartner studies suggest that 75% of all US IT projects are considered to be failures by those responsible for initiating them and half of the projects exceeded budget by 200%!

• A Standish Group study, again in the US IT industry, found that 31% of projects were cancelled outright before completion and that 53% of the all projects cost was over the original estimates.

• 1in 4 CEO’s said they were unable to pursue a market opportunity or cancel/delay strategic initiative due to talent. *

• 1 in 3 concerned skill shortages impacted their ability to innovate effectively. ** PWC – 2012 “Insight and Trends: Current Portfolio, Programme and Project Management Practices”

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PRojectsINControlledEnvironments

Often cited as the world’s most largelyused project management method!

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Where is PRINCE2® being used?

1970 1980 1990 2000

1975

PROMPT

created

1979

PROMPT

UK Govt Standard

1989

PRINCE created for IT

1996

PRINCE2 created - generic

2002 - 2009

PRINCE2 Refreshed

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Who’s Using PRINCE2®?Slide 8

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PRINCE2® StructureSlide 9

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PRINCE2® Structure: Principles

TAILOR TO SUIT PROJECT

ENVIRONMENT

LEARN FROMEXPERIENCE

CONTINUEDBUSINESS JUSTIFICATION

DEFINED ROLESAND RESPONSIBILITIES

FOCUSON PRODUCTS

MANAGE BYSTAGES

MANAGE BYEXCEPTION

PRINCE2 PRINCIPLES

© Crown Copyright 2009. Reproduced under Licence from AXELOS Limited.

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PRINCE2® Themes

RISK

PROGRESS

BUSINESS CASEORGANIZATION

CHANGE

PLANS

QUALITY

PRINCE2 THEMES

PRINCE2 PRINCIPLES

© Crown Copyright 2009. Reproduced under Licence from AXELOS Limited.

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PRINCE2® Processes

Directing

Managing

Delivering

Pre-Project

Subsequent Delivery Stage(s)

FinalDelivery Stage

InitialStage

StartUp

Directing a Project

SB

Initiating

SB CP

Controlling a Stage Controlling a Stage

Managing Product Delivery Managing Prod Del

© Crown Copyright 2009. Reproduced under Licence from AXELOS Limited.KeySU = Starting up a ProjectIP = Initiating a ProjectSB = Managing a Stage BoundaryCP = Closing a Project

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Project Management Team Structure

Fig 5.3 – PRINCE2, 2009 Edition © Crown Copyright 2009. Reproduced under Licence from AXELOS Limited.

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Where does PMBOK fit in all of this?

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Methodology vs. Framework

• Methodology is the “what you do”

• Framework is the “how you do it”

• PMBOK is a framework

o PMBOK 5th Edition, Page 2, Section 1.1

o “This Standard is a guide rather than a specific methodology. One can use different methodologies and tools (e.g…..PRINCE2) to implement the project management framework.”

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Feature PRINCE2 PMBOKHistory Origin - United Kingdom Origin - United States

Owner AXELOS and the UK Cabinet Office Project Management Institute (PMI)Usage Global

Foundation:730,555 Exams to date (July 2013) Practitioner:388,085 Exams to date (July 2013)

Global 583,806 active PMP certified (Oct 2013)

Structure 7 Principles, 7 Themes, 7 Processes (2009 Edition) A process based project management

methodology A series of management processes defining what

must be done, when and how it must be done and by whom over the life of a project

Prescriptive, but tailorable Defines the roles of everyone involved in a project

47 Processes (5th Edition) 5 Process Groups 10 Knowledge Areas A knowledge based approach to project

management Describes core practices and a wider range of

techniques that can be applied to manage a project Non-prescriptive Focuses on the project manager's role

Training Practice PRINCE2 Training Organizations must be Accredited and hold a licence to train in PRINCE2.

Trainers must pass an independent competency assessment and be accredited

PMP training organizations must comply with the PMI training syllabus.

Trainer's competency to deliver training is not assessed.

Certifications PRINCE2 Practitioner (P2RP) 5 day course 3 hour exam Re-certify every 5 years with 1 hour exam

Project Management Professional (PMP) 4500/7500 hours prerequisite 35 hours of formal PM education 3 hour exam Re-certify every 3 years with 60 PDU’s

PMBOK and the PRINCE2®

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Adopting PRINCE2®

• How can I make the methodology work in our organization?

• Developing PRINCE2 capabilities• “Embedding” PRINCE2• “Tailoring” PRINCE2• Organizational Change

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PRINCE2® Training and Certification

Foundation Level – 3 Days• Understand all roles, principles, themes,

processes and techniques• Foundation Exam (45 minutes)

Practitioner Level – 2 days• Measure the ability to apply PRINCE2 to

managing a non-complex project in an environment supporting PRINCE2

• Practitioner Exam (3 hours)

Slide 19

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PRINCE2® and Related Best Practices

Slide 20

ITIL®, PRINCE2®, MSP®, MoP®, P3O®, and P3M3® are Registered Trade Marks of AXELOS Limited.

Based on Fig 1.3 © Crown Copyright 2009. Reproduced under Licence from AXELOS Limited

Portfolio, Programme and

ProjectManagement

Maturity Model(P3M3™)

PRINCE2® (Projects In Controlled Environments)

Managing Successful Programmes (MSP®)

PRINCE2™Maturity Model

(P2MM)

Consultancy Practice

Training Practice

Management of Portfolios (MoP®)

Portfolio,Programmeand Project

Office(P3O®)

M_o_R® ITIL®

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Using PRINCE2® Principles in ITIL® Projects

7 Common Sense Principles1. Continued business

justification2. Learn from experience3. Defined roles and

responsibilities4. Manage by stages5. Manage by exception6. Focus on products7. Tailor to suit the project

environment

The seven principles fit in well with any ITIL project. Straight

forward easy to follow.

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PRINCE2® Themes (7) – ITIL®

• Business Case• Organization• Quality• Plans• Risk• Change• Progress

• Why?• Who?• What?• How, How much, When?• What if?• What’s the impact?• Where are we now?• Where are we going?• Should we carry on?

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Organization Theme

• Project Boardo Business (Executive)o User (Senior User)o Supplier (Senior Supplier)Note Project Board may delegate some authority e.g. Change Authority

• Project Manager• Team Manager(s)

This structure is very useful when trying to

implement ITIL® projects or any IT

projects.

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PRINCE2® Processes (7) – ITIL®

• Starting up a Project – project brief and initiation stage plan.• Directing a Project – work done by Project Board.• Initiating a Project – Activities required to launch project

assuming project is approved.• Controlling a Stage – deals with issues and risks, reporting and

reviewing, and driving work performed by team managers.• Managing Product Delivery – work performed by Team

Managers.• Managing a Stage Boundary – managing what occurs within a

stage.• Closing a Project - completed of premature – wrap up.

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PRINCE2® Processes

Directing

Managing

Delivering

Pre-Project

Subsequent Delivery Stage(s)

FinalDelivery Stage

InitialStage

StartUp

Directing a Project

SB

Initiating

SB CP

Controlling a Stage Controlling a Stage

Managing Product Delivery Managing Prod Del

© Crown Copyright 2009. Reproduced under Licence from AXELOS Limited.KeySU = Starting up a ProjectIP = Initiating a ProjectSB = Managing a Stage BoundaryCP = Closing a Project

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Managing a Stage Boundary

• Traditional ITIL implementation approach is a phased approach, e.g. Phase 1 - Incident and Problem Management.

• Creating Stages allows for the capability to break down a project into many stages. Therefore with a Stage called Incident and Problem Management, many Stages can occur, e.g. Classification Stage, Workflow Stage, etc.

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Directing a Project

• Clear lines of responsibility• Removes the decision making from the PM• Senior executive, user and supplier are at the

table.• Clear decision points, e.g. Decision to proceed

to the next stage.

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PRINCE2® Four Levels of Management

• Clear Line of Management responsibility (internal and external)

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Fig 5.2 – PRINCE2, 2009 Edition © Crown Copyright 2009. Reproduced under Licence from AXELOS Limited.

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PRINCE2® Performance Measures

• Cost• Timescale• Quality• Scope• Risk• Benefits

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Why PRINCE2® ?

• Easy to understand• Prescriptive• Granular• Clear lines of responsibility• Methodology• Scalable to meet any project needs• Certifiable

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Summary…PRINCE2®

Is a foundation for “doing projects right” Standardized approach to project management, proven over a period of 20 years Internationally accepted as the de facto project management methodology Is built on a family of ‘Best Management Practices’; addressing all levels of organizational needs Works well with ITIL® Is prescriptive

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Questions

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Thank You!

Marval North Americawww.marvalna.comMark Sherry mark.sherry@marvalna.com1 (705) 840-6000 x 225

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