Prince 2

PRINCE is an acronym for ;

"Projects in Controlled Environments"

What is a Project?

Why use a formal Project Management Method?


A piece of work which is directed toward producing some deliverable, 'value added' outcome

What is a Project?


A piece of work which is directed toward producing some deliverable, 'value added' outcome

To try to ensure that the project is completed on time and within budget

What is a Project?

What can go wrong?

What can go wrong?

Those who manage a project and those who work on it may have different ideas and agenda's

For a project to succeed all parties need to be clear about why the Project is needed, what it is intended to achieve, how the outcome isTo be measured, and what their responsibilities are.

Existing management structures will NOT have this capability built inSo unmanaged projects almost invariably go overtime and budget.

Characteristics of a Prince2 project

•Finite lifespan

•Defined / measurable business products

•Activities to achieve products

•Defined resources

•Organisational structure

Common elements of any project according to Prince2

•Components

•Processes

•Techniques

•ComponentsA system of organisation, a business case, plans etc.

•ProcessesPlanning, controlling a stage, managing product delivery etc.

•Techniques'Quality review', 'Change Control','Product Based Planning'.


•ComponentsA system of organisation, a business case, plans etc.

•ProcessesPlanning, controlling a stage, managing product delivery etc.

•Techniques'Quality review', 'Change Control','Product Based Planning'.


The 'Environment' of the project

Imagine the project is to bake a cake.

The 'cake project' is not run just 'for the sake of it'.

At least three groups of people will have an interest;

The suppliers of raw materials

The 'Owners' of the cake shop

The 'Users'

http://www.io.com/~cdb/new/cake/ingredients.jpg

The 'Environment' of the project

The representatives of this group make up the 'Project Board'

Senior Supplier Executive Senior User


Accountable to the 'Project Board' is the 'Project Manager'

Senior Supplier Executive Senior User

Project Manager


Project Manager

Accountable to the 'Project Manager' are 'Teams' or 'Team Managers'

Project Team

Project Manager

Accountable to the 'Project Manager' are 'Teams' or 'Team Managers'

Project Team

Quality standards.Product Delivery incl; progress, risk, change, timeProduct based plans and work packagesReports to Project Board

Produces work packagesReports to Project Manager

The Project Board is accountable to Corporate Management.

The Project Board is accountable to Corporate Management.

Via the Project Brief

strategy Problem

Corporate or programme management

Project Brief

Project Board

Snr Supplier Executive Snr User

Project Manager

Project Team(s)

The key role of the Project Board

•The board only meets when necessary, management is 'by exception'.•The board provides the Project Plan.• Gives ‘next stage authorisation’.•The Board must assess and authorise each stage and providea 'Post Project Review'.

Controlled Progress – the ‘stages’

Stages in Price2 are the points where the ‘products’ that make up The project are delivered.

The number of stages will depend upon the cost, complexity and risks.


•Stages provide a ‘firebreak’ for decision making.

•Facilitate control

•Facilitate staff changes

•Facilitates accurate estimation of progress

Stages in Price2 are the points where the ‘products’ that make up The project are delivered.

The number of stages will depend upon the cost, complexity and risks.

Stages are defined in the ‘Project Initiation Document (PID). This isA vital piece of paper and needs to be safely stored.

It says; what, who, how, when, and very importantly, the limit oftolerance based on the business case.


Where projects are complex more stages are needed;


Where projects are complex more stages are needed;


Stages also allow a ‘Controlled Close’ to the project.


•End Project Notification•Lessons Learned Report•Follow-on recommendations•End Project Report•Post Project Review

•All Products delivered•Support organised•Statistics passed on•Benefits realised

SuccessFailure

Product Based Planning

The first step is ‘Product Breakdown Structure’. Breaking down a product into it’s constituent sub-products help to identify and clarify all the worknecessary for it’s creation.

There are two sorts of product;

Management Products

Specialist Products

Moved Shed

1. Old Shed 4. Re-Assembled Shed

3. New Requirements

2. Dismantled Shed

Product Based Planning --- Example PBS

4.1ShedDimensions

3.1 New Pieces

2.1 Rotten Pieces

2.2 Re-Usable Pieces

3.2 Transported Pieces

4.2 New PieceRequirements

4.3Prepared Site

4.4New Fixtures & Fittings.

4.5 Fixtures & Fittings List

Moved Shed

1. Old Shed 4. Re-Assembled Shed

3. New Requirements

2. Dismantled Shed

Product Based Planning --- Example PBS

4.1ShedDimensions

3.1 New Pieces

2.1 Rotten Pieces

2.2 Re-Usable Pieces



4.3Prepared Site



Moved Shed

1. Old Shed

Product Based Planning --- Example PFD

4.1ShedDimensions

3.1 New Pieces

2.1 Rotten Pieces 2.2 Re-Usable

Pieces



4.3Prepared Site




Each stage will correspond with the delivery of one or more products.

The delivery of the products, as previously explained, will never Overlap the stage boundaries.

Having identified the products using a PBS and the order in which the Products must be delivered using a PFD, an activity table must be drawn Up.

Product Based Planning --- List of Activities

Product Based Planning --- Gantt Chart


Activities are passed on the the Project Teams as work packages.

The plans are passed to the Project Board for approval.

Two, final planning functions are risk assessment and the establishment Of acceptable tolerance.

Completion of a plan would mean;1. Finalising the text2. Agreeing tolerance levels

Documents

Prince 2