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PRINCE2®
is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countriesThe Swirl logo™ is a Trade Mark of the Office of Government Commerce
PRINCE2 Briefing – the 2009 edition
Jill Dann FBCS CITPand
Sheila Roberts
Speakers
Sheila Roberts, Director of Training
and Operations, CUPE Projects.
• 20 years working within the NHS
undertaking projects and being
among the first to qualify as a
PRINCE2® practitioner.
• After a spell with British Forces
Germany Health Services
delivering Public Health projects,
she became a PRINCE2® trainer
and consultant, putting her
experience into action helping
others to improve project delivery.
Her passion is helping others
implement their projects
successfully.
• PPM Coach & writer started
Consultation Limited in 1987.
• CPMIS Examiner since 1992
• APM Body of Knowledge
Version 6 Reviewer in 2010
• Led teams up to 85 on major
change programmes
Jill Dann, FBCS CITP
2© Jill Dann February 2011
Agenda
1. Introduction to project management,
2. PRINCE2 and related methods for the unfamiliar individual.
3. An outline of the development routes for individuals who think that project management is one tool for their toolkit.
4. There will be handouts including a short self-assessment and a Personal Development Plan Proforma for completion during and at the end of the event.
N.B.
Project Management capability is definitely attractive on CVs or for those seeking promotion from technical workstreams or from business roles.
There are lots of different development options and you can get there on a low budget but not without being disciplined in terms of your self-directed learning.
The PDP format given at the end will help you with that development path.
3© Jill Dann February 2011
Project Characteristics
• Introduces change to BAU Change
• Defined Start and EndTemporary
• Inside & Outside organizationCross-functional
• Project activity using a different Team, Customer or LocationUnique
• More risky than BAUUncertainty
PRINCE2® manual page 3
4© Jill Dann February 2011
Definitions
Project Management is planning, delegating, monitoring and control of all aspects of the project and the motivation of those involved, to achieve the project objectives within the
performance targets
A project is a temporary organisation that is created for the purpose of delivering one or more business products according to an agreed Business Case
‘A Project’ ‘Project Management‟
PRINCE2® manual page 3 / 4 5© Jill Dann February 2011
Some
details...
v7
Project Environment
PRINCE2 PROCESSES
PRINCE2 THEMES
PRINCE2 PRINCIPLES
Progress Business Case
Organization
Quality
Risks
Change
Plans
7© Jill Dann February 2011
PRINCIPLES
-Underpinning
PROCESSES – Drive the
project
THEMES –Input to the processes
T A I L O R I N G
8© Jill Dann February 2011
Overview
Principles
1 Continued business justification
Supported by a valid Business Case
2
Project is divided into detailed stage plans
providing control for senior management
3
Review when starting, implement during &
pass-on at the end
4
Learn from experience
Representing all stakeholder interests
Defined roles and responsibilities
Manage by stages
PRINCE2® manual page 12
9© Jill Dann February 2011
Principles
5 Manage by exception
6 Focus on products
Delegated authority for directing, managing & delivering defined by tolerances
7 Tailor to suit project environment
Active decisions on application to this project
To ensure focus on delivery not activityProduct based planning is the starting point
PRINCE2® manual page 13 10© Jill Dann February 2011
Projectmandate
Authoritytoinitiateaproject
Requesttodeliveraproject
Stageboundaryapproaching
StageAuthorization
CompletedWorkPackage
AuthoritytodeliveraWorkPackage
Dire
c tio
nM
ana g
emen
tDeli ver
y
ExceptionPlanrequest
RequesttoapproveExceptionPlanRequesttoinitiateaproject
Prematureclose
Closurenotificatio
Projectendapproaching
Exceptionraised
RequesttoapprovenextStagePlan
Corp
orat
eor
pro g
ram
me
Closurerecommendation
ExceptionPlanapproved
Requestforadvice
ProjectBoardadvice
InitiationnotificatioProjectauthorizationnotification
ProjectBoardrequestforadvice
InitiatingaProject
Corporateadviceanddecisions
Managing Product Delivery
Controlling a Stage
Directing a Project
Closing a
Project
Managing a
Stage Boundary
PRINCE2 ProcessesDiagram form the PRINCE2 manual
Controlling a Stage
Managing Product Delivery
Controlling a Stage
Managing
Product Delivery
Directing a Project
SB CPSB
IP
SUDirecting
Managing
Delivering
Pre-projectInitiation
stage
Subsequent
delivery stage(s)
Final delivery
stage
PRINCE2 ProcessesDiagram form the PRINCE2 manual
CUPE Projects: PRINCE2® Processes: High Level View of Process Purposes
•Draft
PID
•Project Brief
•Initiation
Stage Plan
Delivered
Work
Package
•End Project
Report
•Benefits
Review Plan
Authorized
Work
Package
Corporate /
Programme
Management
Authorising
Initiation
Authorising a
Project
Authorising a
Stage or
Exception Plan
Confirming
Project Closure
Giving
Ad-Hoc
Direction
DP3DP2DP1 DP4 DP
5
Authorized Stage Plan
Based on the PRINCE2® manual 5th edition V5.180510
PRINCE2® is a trademark of OGC www.cupe.co.uk
•Next Stage Plan
•End Stage Report
Project
Mandate
Authorized
Initiation Plan
Trigger
Stage
Planning
Trigger
Planned
Closure
Trigger
Premature
Closure
Reports
Identify work to
deliver the
project‟s
products, prior to
significant spend
Ensure project is
viable and
worthwhileFormally
accept,
execute &
deliver
products
Agree Work
Packages, monitor
performance, take
corrective action
report on progress
& stage tolerance
Fixed point for
acceptance of
the project
product to be
confirmed
Report current stage,
check PID, update
Project Plan, Business
Case and create next
stage plan
Accountable for Project SuccessDP
SU
SB
MPCS
MP
IP
13
CUPE Projects: PRINCE2® Methodology Diagram
Managing A Stage Boundary
Plan Next Stage
UpdateProject Plan
UpdateBusiness Case
Produce an
Exception Plan
Report
Stage End
Closing a
Project
Prepare
Premature
Closure
Hand Over
Products
Evaluate the
Project
Initiating
a Project
Prepare Risk
Management
Strategy
Prepare
Configuration
Management
Strategy
Prepare Quality
Management
Strategy
Set Up Project
Controls
Prepare
Communication
Management
Strategy
Assemble the
PID
Create Project
Plan
Refine
Business Case
Recommend
Project Closure
Prepare
Planned Closure
AppointExec. & PM
Capture Previous Lessons
Design & Appoint Project
Management Team
Prepare
Outline
Business Case
Select
Approach &
Assemble
Project BriefPlan
Initiation
Stage
Starting Up
a Project
Project Start Notification
Project End Notification
Info from External Sources & Feedback
•Draft
PID
•Project Brief
•Organisation
•Initiation
Stage Plan
Review
Stage Status
Authorize
Work Package
Review Work
Package
StatusTake
Corrective
Action
Receive
Completed
Work Package
Report
HighlightsEscalate
Project Issues
& Risks
Capture &
Examine
Project Issues
Agree to
deliver
Checkpoint
Reports
Completed
Work
Package
Managing Product
Delivery
Accept a
Work
Package
Execute a
Work
Package
Deliver a
Work
Package
•PID
•Lessons Report
•Follow-on Actions
•Benefits Review Plan
•End Project Report
Ad Hoc
Direction
Work
Package
Corporate /
Programme
Management Authorising
Initiation
Authorising a
Project
Authorising a
Stage or
Exception Plan
Confirming
Project Closure
Giving
Ad-Hoc
Direction
DP3DP2DP1 DP4 DP
5
Authorization
To Proceed
Based on the PRINCE2® manual 5th edition V5.1.5.180510
PRINCE2® is a trademark of OGC www.cupe.co.uk
Directing a Project
Authorize
Initiation
Authorize the
Project
Authorize a
Stage or
Exception Plan
Authorize
Project Closure
Give
Ad-Hoc
Direction
•End Stage Report
•Next Stage Plan
•Exception Plan
•Highlight
Reports
•Requests
for Advice
•Exception
Reports
Controlling
a Stage
Project
Mandate
Trigger
Stage
Planning
Trigger
Premature
Closure
Archive
Project
Files
Trigger
Exception
Plan
Project
Issues
Trigger
Planned
Closure
Authorized
Initiation Plan
14
Seven Themes Overview
Project aspects to be Continually addressed
(Processes address Chronological flow)
All PRINCE2® themes should be integrated
Tailor to suit project complexity
Business case
Organization
Quality
Plans
Risk
Change
Progress PRINCE2® manual page 17
15© Jill Dann February 2011
Management Products
“…not necessarily documents…”
Strategies
Plans
Registers
This is how we will do it
This is when we will do it
This is where we formally record it
Project Environment
Embedding
Tailoring
Organizational adoption
Project specific
17
Project Environment
Programme environmentScaleCommercialMulti-organizationalType of projectSectorsBodies of Knowledge
18
PRINCE2 Qualifications
FoundationPractitioner
…also evolving
19
Qualifications...
...Foundation
Question types remain the same75 questions – 5 ‘trialled’50% pass mark = 35 correctClosed book
20
Qualifications...
Practitioner
Same ‘presentation’ Still Objective Test Examination
9 Questions each worth 12 marks All question items worth 1 mark
Pass mark = 55% Open book
21
Alternative Routes
22
PRINCE2 PMP APM IPMA
Up
sid
e
Links to ITIL, MSP, MoR, P3M3, P3OContext, PDUs other training opportunities APMIC - e-Learning - team members Wider context
Structured Portfolio ManagementBody of Knowledge - online & updated regularly Small manual
Flexible PMI Network going to be CharteredNational Competence Baseline /International Competence Baseline
Appropriate decision making (Exec. x P.M.) Monetary control Broader Scope Community/Networking
Organisation - RolesOther aspects - People skills, Procurement, communication People Skills Certification (internationally Recognised)
Controls Available test Procurement D -> A levels and requalify every 5 years
Toolkit to use (Template) More professional H&S Project work is assessed
CompleteResponsibility on PM for immature companies (or downside?)
Everyday people working in projects - Team/Support D level for everyday people
Attractive for US companies Continued Development required Becoming established in Germany
Hero to zero attitude
Do
wn
sid
e
Manual (inconsistencies / index) Missing non fin. Benefits Not structured - lack of clarity PROMETRIC
Perception - bureaucratic Test on things not in PMBOK Ambiguous language Examination
Marketing No templates, no details UK only Quite superficial
View - lots of people PROMETRIC needed Very general Panel decision/detached from business
Perception - inflexibleResponsibility on PM for mature companies Less control No manual
Unknown Manual - lack of detail
Lack of people skills Application process is more onerousDifficult to maintain higher levels as consultants
Lack of Supplier contractingTo become a B level needs a very large project
About being a Practitioner...
23© Jill Dann February 2011
At the end of a process improvement programme…
“As a programme manager I can now say that PPM accounting is not such a ‘Black Art’ anymore
…”
“I can make better decisions now the MIS on product costs and benefits is crystal clear and is
available so quickly!”
“ Many thanks for working so hard on the
MIS Prioritisation Project tasked by David
Wickham. Andrew Sangster‟s reaction
(Marketing Director, B&C) green lit it
through the review & approvals process,
saying it was very good”.
Working at the request of Cable & Wireless
Directors to turn round financial
accountability of IS projects; Jill reviewed
current practices, designed new PPM
processes, reported and implemented
recommendations and embedded new
practice with users, projects and the
business. 24
© Jill Dann February 2011
“Jill has been working for the bank for the last 6 months. Her role is Programme Manager for a huge programme of work that culminates in the launch of a new financial services organisation. Since Jill has arrived, she has shown admirable qualities in to what has been to all intents and purposes, an impossible job to be delivered in impossible timescales. Specific strengths that she has are:
- Total commitment to the job in hand and a passionate desire to succeed and deliver an exceptional service
- Excellent leadership skills to create an environment where we are truly getting the best out of those people working for her
- Excellent technical skills particularly around project management tools and techniques. I believe that Jill is an exceptional individual who will succeed in whatever she decides to do. I have no hesitation at all in recommending her for the role in question”
Martin Ladbrooke - Head of Change Management, egg:|
At the end of launching the first Internet Bank…
“As Project Director, I’m glad I had 360o feedback from the forty consultant
team I led delivering a new brand of bank…”
“Having the launch critical path nailed down was a huge relief and
gave us some firm ground…”
25
© Jill Dann February 2011
At the end of a review of management information…
“As Head of the Property
Portfolio, I‟ d like to know
what‟s going on at the
construction sites without
resorting to my hard hat and
boots..!”
“I‟m looking forward to
implementing the comprehensive
and well-thought through work
which will shape our strategy”
“Jill hit the ground running and within a few
weeks, part-time produced a top-down solution.
However, this was thoroughly researched and
evidenced through an interview programme, a
series of workshops and structured enquiry into
the change required. Jill took care to address
the soft aspects of the necessary changes in
myself, senior managers and my team as well
as the fundamentals of high quality management
information for my role as Head of Property
Portfolio for Lloyds TSB. I felt confident of her
way of working even when it challenged my
current thinking and plans for the future. Jill was
also fun, had courage under fire; I would be
happy to engage her again should requirements
and budget allow.”
Malcolm K Beadle
Head of Property Portfolio Strategy,
Lloyds TSB Bank
26
© Jill Dann February 2011
At the end of standing in for a director of five companies…
“As Island Head, how do I
merge two banks that are
hundreds of years old and
create a single brand..?”
“Now I can see the one
culture we have in mind I can
manage stakeholders across
25 Caribbean Islands…”
“ Jill led the change management team
working across the Caribbean
designing the culture of the new
organisation, planning our change
network and monitoring stakeholders in
a climate when we were in the press
every day. Jill also provided Executive
Coaching to lose the „deal rivalry‟
mindset engendered by the merger,
helping to change the attitudes of key
people within the two heritage
organisations into one culture living the
FirstCaribbean brand values.”
Robert Lane
HR Director and COO
27
© Jill Dann February 2011
Communications in the transition planning phase
The people management aspects are grouped into three distinct but interdependent areas
WorkgroupOverview
Stakeholder Management – Employee Feedback Sessions
Culture design and alignment plan
Change readiness assessment and plan
Organisation Design
Change Management
Human Resource Transition
Compensation and Benefits
HR Policies and Industrial Relations
Resourcing and Selection
Organisation and Management Development
Employee Communications
Who should receive what information at which stage of the overall programme
Implement stakeholder feedback mechanisms
Communication
Creating conversations e.g. Opinion leaders, social media Relationship building Networking Attending each site and listening Employee Communications Change Network for support
© Copyright The Development Academy 2009The Development Academy is a Trading Name of Consultation Limited
The Communications Process is not just an exercise in Common Sense
Current StateAssessment
Internal Stakeholders
Information drawn from All work groups to address:
External Stakeholders
Feedback Mechanisms
Revise plan and execute
What can go wrong?
Banco Santander acquiredBanespa, hungry for the clients.A manager publicly statedthey were going to lay off86% of the staff.
Wells Fargo’s Vice Chairman, aftermany problems in their merger withFirst Interstate claimed that going forward the merger would be“Seamless.” Customers knew it was a lie and left the bank in droves.
Wachovia merged with First Atlanta.Very different cultures caused massiveproblems and First Atlanta disappearedIn the smoke of a “merger of equals.”
Fleet bank merged withSummit Bank and wasweak in their customer notification.They changed products and product namesand customers were confused. The result? Customers left the bank.
© Copyright The Development Academy 2009The Development Academy is a Trading Name of Consultation Limited
What did you dislike about PRINCE2?Some things had to go...
InconsistenciesPerceived bureaucracyLack of scalingMicro detail in partsRobotic project managementSize of manual
…and some things had to stay...
Product-based approach
Roles
Process Model
Stages
PID
Business Case
PRINCE 2009
Key Messages
Getting it owned
Getting it used
Getting it ownedI just don’t get the support from
senior management…
Getting it owned
Duties and Behaviours
Activities
Tailoring
Principles
Tailoring
Getting it used
Principles
UniversalSelf-validating
Empowering
Continued business justificationLearn from experience
Defined roles and responsibilitiesManage by stages
Manage by exceptionFocus on products
Tailor to suit the project environment
Personal Development Plan
I will start....
1. Communicating face to face
2.
3. Planning risk from the start
I will stop...
1. Avoiding difficult
conversations
2.
3.
I will do more...
1. Networking
2.
3.
4.
I will do less of...
1. Being driven by email
2.
3.
4.
Further Sources
• Multiple book orders at scaled discounts can be bought from: [email protected];
• Course materials and self-help Workbooks on a broad variety of topics are available on request at market rates (comparable with CIPD and CMI materials)
• Coaching programmes with an option to include a 360-degree assessment bespoke to your company strategic intent, competencies and values can be quoted for.
• Single off-the-shelf books can be bought from:
• http://www.hoddereducation.co.uk/Title/9780340945919/Instant_Manager_Emotional_Intelligence.htm
• http://www.amazon.com/Emotional-Intelligence-Instant-Manager-Jill/dp/0340945915
• http://www.amazon.com/Jill-Dann/e/B0029CZWM8/ref=ntt_athr_dp_pel_pop_1
Ways to Learn in 2011 by Consultation Limited
Webinars and Resources
42
Consultation’s programmes
The content of our programmes cover all the skills for winning business in a recession and maintaining morale and motivation
Latest book:
http://www.hoddereducation.co.uk/Title/9780340945919/Instant_Manager_Emotional_Intelligence.htm
Consultation Limited, Prospect House
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Telephone: +44 (0)23 9225 6161; Facsimile: +44 (0)23 9223 2500
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