PRINCE2® Scenario Exercise - theknowledgeacademy.com · The site in Stilton has recently suffered a number of break-ins wherein much of the scrap was stolen and sold to local scrap

PRINCE2® Scenario Exercise

This document has been created to provide you with practical knowledge and experience of applying the PRINCE2® framework to a fictitious project. You will be supplied with information throughout the different stages of the project and given the opportunity to complete a variety of tasks. Some example answers will be provided as guidance.

Project ICU

This document and all of its contents are original material and are copyright of

The Knowledge Academy Ltd. 2018

PRINCE2® is a registered trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.

Based on AXELOS PRINCE2® material. Reproduced under licence from AXELOS Limited. All rights reserved.

© The Knowledge Academy 2018

Table of Contents

Project Mandate ............................................................................................ 2

Whydro Overview ............................................................................................ 3

Project Mandate Task ...................................................................................... 6

Starting Up a Project ...................................................................................... 9

Start Up Overview .......................................................................................... 10

Project Brief ................................................................................................... 11

Team Structure .............................................................................................. 12

Role Descriptions Task ................................................................................... 13

Business Case Task ......................................................................................... 15

Daily Log Task ................................................................................................. 20

Initiation Stage Plan Task ............................................................................... 23

Lesson Log Task .............................................................................................. 27

Project Approach Task ................................................................................... 31

Project Product Description ........................................................................... 33

Initiating a Project ....................................................................................... 38

IP Overview .................................................................................................... 39

Product Breakdown Structure ....................................................................... 41

Project Plan Task ............................................................................................ 42

Stage Plan Task .............................................................................................. 47

Benefits Management Approach Task ........................................................... 54

Change Management Approach Task ............................................................ 59

Quality Management Approach Task ............................................................. 70

Issue Register Task ......................................................................................... 74

Issue Report Task ........................................................................................... 77

Risk Register Task ........................................................................................... 79

Exception Report Task.................................................................................... 83


Work Package Task ........................................................................................ 86

Quality Register Task ...................................................................................... 93

PID Task .......................................................................................................... 95

Closing a Project .......................................................................................... 97

End Stage Report Task ................................................................................... 98

Highlight Report Task ................................................................................... 105

Checkpoint Report Task ............................................................................... 114

End Project Report Task ............................................................................... 120

1


2


Project Mandate

3

Whydro Overview


Whydro Confusium Ltd. are an international manufacturing company that make aluminium profiles (shapes) for industries including; construction (scaffolding), automotive (car chassis), and technology (processor heat syncs).

A fundamental advantage of working with aluminium as a raw material is that it is highly recyclable. This means that there is a high residual value in the ‘scrap’ produced from the off cuts of each profile. This scrap is gathered in giant containers (‘bins’) and returned to a smelting facility on a bi-weekly basis, to be turned back into raw materials.

The site in Stilton has recently suffered a number of break-ins wherein much of the scrap was stolen and sold to local scrap merchants. This has escalated further with several break- ins of the on-site office, where 2 laptops, a pc, and 3 monitors have been reported as stolen. More worryingly, stored goods awaiting delivery were damaged and now have to be reworked. Whydro are beginning to suffer reputational and financial damage from customers not receiving timely delivery. The local media’s coverage of the ongoing issue has only served to fuel mistrust and a lack of confidence in the company’s ability (the current story count is at 12 in the last four months). Whydro’s corporate offices in Denmark are desperate for this negative press to stop.

A security surveillance system that should both act as a deterrent and provide camera footage to allow prosecution of any persons caught in the act. However, the current system in place at the site in Stilton is outdated and quite simply no longer fit for purpose:

• The system is 10 years old and whilst it was state of the art at the time of purchase,

it has aged badly. The footage it captures is very poor and the images don’t stand up to scrutiny. The images recorded whatever the weather conditions are poor, but those recorded at night are severely substandard.

• After the last break in, the police reviewed the recorded footage but informed the

company that the footage was not good enough to be used in a prosecution. There have been four such instances in the last 18 months (3 in the last 6 months).

• Furthermore, because the footage is so unreliable, the monitoring company were

not even alerted to the last break in. The contracted response time they offer to an incident is 30 minutes, but they are far from meeting this requirement.

• Footage is captured using a VHS recording unit and stored on tapes. Each tape has to

be changed every day, otherwise the footage is lost. There are 35 tapes currently in circulation, but VHS is a dying format and the backup tapes are becoming expensive to replace

• The location for the security system is in the security gatehouse, which falls just

within the site’s perimeter. Currently, they have to pay a staff member to work overtime to go to site to change the tape on the weekend.

4

Whydro Overview


• Security of the gatehouse is also significantly substandard. The breaching of just one door would allow someone access to the entire security system, which has been highlighted as one of the concerns to be addressed.

• The security system was leased from a company called NickUFast at a cost of

£60,000 a year on a 10 year contract. NickUFast also provide off site monitoring when the site is closed as part of this. The contract is currently up for renewal.

Whydro understand that the security systems need to be updated, as it cannot sustain the current financial and reputational losses. Whydro have decided to launch Project ICU to replace the camera system.

The other site 4 Whydro sites across the UK have IP based security systems that were installed at a cost averaging £100,000. Most of these systems operate using a disk based format and record images, both day and night, using 1080p (full HD). 3 of these 4 sites have seen a reduction in the number of break-ins over the last 3 years, which has been attributed to several successful prosecutions. The general consensus is that the current network at the Stilton Site would not support an IP based security system, so a new network infrastructure would have to be installed.

The Purchasing Manager has been asked to act as the executive for the project, and the site’s IT Manager has been suggested as the Project Manager.

The Purchasing Manager has contacted local businesses to seek out potential opportunities. This has resulted in three firm proposals for our consideration:

• All Seeing Eye

They have quoted £200,000 to install new cameras, gigabit switches, a separate fiber network, and provide off site monitoring at a cost of £25,000pa. Initial impressions are that they offer great tech but their after sales support is lacking. Expected installation time is 6 weeks from point of order.

• GoodToTalk

They are a local networking firm that Whydro have contracted in the past and they have an excellent working relationship with the site. They have quoted £90,000 for the installation of the work (cameras, switches, and a separate fiber network) and 5 years out of hours monitoring. Expected installation time is 16 weeks from point of order. When asked why their prices were so significantly cheaper, GoodToTalk explained that other firms tended to go for widely recognised, industry leading tech. Whereas, their German supplier ‘Vorsprung’ is a supplier that have made video surveillance technology for years but always as a subcontractor to big, industry leading companies. GoodToTalk have partnered with a monitoring firm called Big Bruvva No Bovva (BBNB), who would perform the system monitoring side of the contract. This is the preferred option.

5

Whydro Overview


• NickUFast

They have offered to update their existing system to an IP based one. The cost of the system is proposed as £20,000pa. However, the feeling within the Stilton site is that NickUFast vastly overcharged on the previous system and lost interest towards the end of the existing contract, often failing to meet the basic terms of the contract. Expected install time is 10 weeks from point of order.

Whydro Corporate Management have set aside a maximum spend of £90,000 for Project ICU and expect the project to be fully completed in 25 weeks.

Using this information, complete the following documents.

6


Project Mandate

Responsible Authority:

Background and objectives:

Project Scope and interfaces:

Constraints or restrictions expected: (include any customer quality expectations here)

Outline Business Case: (reasons for the projects and benefits expected)

Project Tolerances: (expected budget and timeframe and also any contingency here which would be under PM control)

The customer(s), user(s) and any other interested parties:

The potential Project Executive and Project Manager:

Reference any associated documents or products:

7

Project Mandate


Responsible Authority:

• Whydro Corporate Management

Background and objectives:

• Whydro’s Stilton site has experienced a recent spate of break-ins resulting in theft of

property, damage to completed goods resulting in rework, and reputational damage from customers not receiving goods on time and through negative press in the local paper.

• This has illustrated that the current tape based security surveillance system is not fit for purpose and is in need of urgent replacement to bring it in line with the other Whydro sites who all use IP based security systems and to reduce the number of break-ins.

Project Scope and interfaces:

• Replace or upgrade the current security surveillance system with a new IP based

system that is fit for purpose to include monitoring for 5 years.

Constraints or restrictions expected:

• Constraints: o Existing infrastructure o Cost and timescale

• Restrictions:

o Site Layout

Outline Business Case (reasons for the projects and benefits expected):

• Whydro’s Stilton site has experienced a recent spate of break-ins resulting in theft of property, damage to completed goods resulting in rework, and reputational damage from customers not receiving goods on time and through negative press in the local paper.

• This has illustrated that the current tape based security surveillance system is not fit for purpose and is in need of urgent replacement to bring it in line with the other Whydro sites who all use IP based security systems.

• A new security system would improve security at the Stilton site, reducing the financial and reputational loss.

• An IP based system would be future proofed as the current tape based system will become obsolete in time.

8

Project Mandate


Project Tolerances:

• Total Project cost – £90,000 • Project timescale – 25 weeks

The customer(s), user(s) and any other interested parties:

• Whydro • Preferred supplier

The potential Project Executive and Project Manager:

• Whydro Purchasing Manager – Executive • Whydro Stilton Site IT Manager – Project Manager

Reference any associated documents or products:

• Site Plans • Health & Safety Documents • Existing Surveillance Infrastructure • Local Planning Applications • Organisational Governance

9


Starting Up a Project

10


Starting Up a Project

Purpose

• The purpose of the ‘Starting Up a Project’ process is to ensure that the prerequisites for initiating a project are in place

• No project can be carried out until foundational information of the project is defined • Aims to prevent any poorly conceived projects being taken forward

Objective

• There is a business justification for initiating the project • All the necessary authorities exist for initiating the project • Sufficient information is available to define and confirm the scope of the project • Various delivery options are identified and evaluated • Work required for project initiation is sufficiently planned for

‘Start up’ tasks to complete

Using the Whydro mandate document, complete each blank template with data you deem suitable. Take into account the current project timeline and the typical data you would expect to be available at this point within the project. Various document examples are provided to help you.

Documents you need to prepare include:

• Business Case • Project Product Description • Project Approach • Initiation Stage Plan • Documents already completed for your information include: • Lessons log • Daily Log • Team structure • Project Brief

11

Whydro Project ICU – Project Brief

The Project Brief provides a full and firm foundation for the initiation of a project and is created in the ‘starting up a project’ process.

The contents of the Project Brief are extended and refined in the PID during ‘Initiating a Project’, after which the Project Brief is no longer maintained.

A Project Brief includes the following:

• Project definition – Explains what the project needs to achieve, and includes: o Background o Objectives (time, cost, quality, scope, benefits, risk) o Desired outcomes o Scope and exclusions o Constraints and assumptions o Tolerances o Stakeholders o Interfaces

• Outline Business Case

• Project Product Description

• Project Approach

• Team structure

• Role descriptions

• References

12

Team Manager

To be decided

Suppliers

To be decided

Team Structure

Project Manager

Site IT Manager

Assurance

Whydro Internal Audit department

Senior Supplier

Third Party provider

Executive / Senior User

Purchasing Manager

Rueben Fletcher Whydro Health and

Safety Manager

Jon Toal Maintenance

Manager

Project support

Whydro Business Admin office

13

Role Descriptions

Using the team structure diagram create role descriptions for each key member of staff. An example for the role of Executive (Purchasing Manager) has been provided.

Job/Title Description

Overviews

Responsibilities

14


Role Descriptions

Titles/Job Description Executive

Overview: The executive is ultimately accountable for the project, supported by the senior user and senior supplier. The executive’s role is to ensure that the project is focused throughout its life on achieving its objectives and delivering a product that will achieve the forecast benefits. The executive has to ensure that the project gives value for money, ensuring a cost-conscious approach to the project, balancing the demands of the business, user, and supplier.

Throughout the project, the executive is responsible for the business case.

The project board is not a democracy controlled by votes. The executive is the ultimate decision maker and is supported in the decision-making by the senior user and senior supplier.

Responsibilities:

• Assembles the project management team • Has great influence in choosing the project manager • Oversees development of the project brief and the outline business case • Responsible for alignment of the project brief and outline business case with corporate,

programme management, or customer strategies • Presents the outline business case to corporate, programme management, or the customer for

approval • Secures funding for the project • Oversee production of the detailed business case • Approves any additional supplier contracts • Liaises with the senior supplier to ensure accountability for the quality and integrity of the

specialist approach and specialist products created for the project • Holds the senior user to account for realising the benefits defined in the business case, ensuring

that benefits reviews take place to monitor the extent to which the business case benefits are achieved

• Transfers responsibility for post-project benefits reviews to corporate, programme management, or the customer

• Monitors and controls the progress of the project at a strategic level, in particular reviewing the business case regularly

• Escalates issues and risks to corporate, programme management, or the customer if project tolerance is forecast to be exceeded

• Ensures that risks associated with the business case are identified, assessed, and controlled • Makes decisions on escalated issues, with particular focus on continued business justification • Organises and chair project board reviews • Ensure overall business assurance of the project so that it remains on target to deliver products

that will achieve the expected business benefits, and so that the project will be completed within its agreed tolerances. Where appropriate, delegate some business assurance activities

15

Business Case


Executive Summary

(Highlight the key points in the Business Case, which should include important benefits and the return on investment (ROI))

Reasons (Define the reasons for undertaking the project and explain how the project will enable the achievement of corporate strategies and objectives)

Business Options (Analysis and reasoned recommendation for the base business options of: do nothing, do the minimal, or do something)

16

Business Case


Expected Benefits (The benefits that the project will deliver, expressed in measurable terms against the situation as it exists prior to the project. Benefits should be both qualitative and quantitative. They should be aligned to corporate or programme benefits. Tolerances should be set for each benefit and for the aggregated benefit. Any benefits realisation requirements should be stated)

Expected Dis-benefits (Outcomes perceived as negative by one or more stakeholders. Dis-benefits are actual consequences of an activity whereas, by definition, a risk has some uncertainty about whether it will materialise. For example, a decision to merge two elements of an organisation onto a new site may have benefits (e.g. better joint working), costs (e.g. expanding one of the two sites), and dis-benefits (e.g. drop in productivity during the merger). Dis-benefits need to be valued and incorporated into the investment appraisal)

Timescale (The period over which the project will run (summary of the Project Plan) and the period over which the benefits will be realised. This information is subsequently used to help timing decisions when planning (Project Plan, Stage Plan, and Benefits Review Plan))

17

Business Case


Costs (A summary of the project costs (taken from the Project Plan), the ongoing operations, maintenance costs, and their funding arrangements)

Investment Appraisal (Compares the aggregated benefits and dis-benefits to the project costs (extracted from the Project Plan) and ongoing incremental operations and maintenance costs. The analysis may use techniques such as cash flow statement, ROI, net present value, internal rate of return and payback period. The objective is to be able to define the value of a project as an investment. The investment appraisal should address how the project will be funded)

Major Risks (Gives a summary of the key risks associated with the project together with the likely impact and plans should they occur)

18

Business Case


Executive Summary

• To install a new camera security system with real time monitoring. In light of the current system expenditure, the payback for this will be 18 months

Reasons

• Current camera system is no longer fit for purpose from a surveillance point

of view and it is not robust • Whydro are not happy with the current monitoring system • Whydro has been experiencing a series of thefts and lost materials • Whydro has been receiving negative publicity regarding the security on site • The current location of the system has been identified as a risk at board level

and is something that they feel is too exposed • Whydro cannot prosecute intruders using their current system

Business Options

• Undertake a new installation of hardware with GoodToTalk and a new

monitoring contract with Big Bruvva No Bovva at a cost of £90,000 (recommended option)

• Undertake a new installation of hardware and put a new monitoring contract in place with All Seeing Eye at a cost of £150,000

• Refresh the existing infrastructure with NickUFast at a cost of £20,000 per annum for 5 years (total cost £100,000)

• Remain with the current provider NickUFast and do nothing and carry on with the current system as is

Expected Benefits

• A cost saving of £30,000 a year post installation • A reduction of £60,000 annually from year 3 onwards • To see a 50% reduction in the response time to an onsite event • A decrease in the amount of local publicity from the point of go-live to zero

(0) articles • From the point of installation, far fewer prosecution cases will fail due to the

quality of footage • To reduce the discrepancy between reported vs reprocessed scrap by 50%

Expected Dis-benefits

• To install a new fiber network will require plant downtime, which the plant

costs at £6,000 per hour. GoodToTalk propose that this will require between 8 - 12 hours of downtime.

19

Business Case


• The Gatehouse security office will need to have the current system removed which will cause disruption to the office

Timescale

• The camera installation will take 10 weeks. The configuration will take four

weeks. The training period will take 2 weeks. This is a 16 week total • GoodToTalk will support the cameras for the first 3 months. They then have a

manufacturer’s warranty for the first 2 years of their operational life. GoodToTalk will service the cameras on an annual basis

• The monitoring contract with BBNB will be reviewed on an annual basis

Costs

• The estimated costs of the project at this point is £90.000

Investment Appraisal

• The business currently spends £60,000 a year on video surveillance. The proposed contract for from GoodToTalk costing £90,000 will therefore payback in 18 months

• The project will be funded via CAPEX. We propose to pay GoodToTalk in 2 increments; 75% upon completion or the camera installation and 25% upon the user training

Major Risks

• Installation around the site will have to be carefully planned due to the

number of fork lift trucks in use

20

Daily Log


Date of

Entry

Action/Comment/Observation/Configuration Item/Quality Activity

Person Responsible

Target Date

Result

21

Daily Log


Date of

Entry

Action/Comment/Observation/Configuration Item/Quality Activity

Person Responsible

Target Date

Result

22

Daily Log


Date of Entry

Action/Comment/Observation/ Configuration Item/Quality Activity

Person Responsible

Target Date

Result

6th Jan Contract to be issued to successful third party no later than 6th February

Purchasing manager

6th Feb Outstanding

6th Jan Additional site security fobs to be ordered for issuing to contractors

IT (Project) manager

9th

March Outstanding

23

Initiation Stage Plan


Plan Description

Plan Prerequisites

External Dependencies

Planning Assumptions

Lessons Incorporated

Monitoring and Control

Budgets

Tolerances

24



Product Descriptions

25



Plan Description

Project ICU is to replace the existing tape based security surveillance system at the Whydro Stilton Site with a new IP based security system

• Whydro’s Purchasing Manager will act as Executive and the Stilton site IT Manager will assume the role of Project Manager

A third party approach will be used as all instillation etc. will be carried out on site by the successful supplier

Plan Prerequisites

Planning Permission (due to external surveillance) Secured funding (Purchasing Manager) Successful Third-Party Supplier Health & Safety Whydro Governance Compliance


Preferred Supplier Local Planning Department Whydro current commitments IT Infrastructure updates


A third party supplier is selected and approved An assumption has been made that Project ICU adheres to current governance

requirements


See Lessons Log See Daily Log


Plan to be reviewed at weekly management meeting

Budgets

• £500 has been set aside for risk budget during project initiation • £300 has been set aside for change control during project initiation

26



Tolerances

Initiation stage to be completed within 4 weeks. An additional two days can be made available if necessary


Agree tailoring requirements

27

Lesson Log


For each entry in the lessons log, the following should be recorded:

Lesson type: Defines the type of lesson being recorded, namely:

o Project o Corporate, programme management, or the customer o Both project and corporate, programme management, or the

customer

Lesson detail: The detail may include:

o Event o Effect (e.g. positive/negative financial impact) o Causes/trigger o Whether there were any early warning indicators o Recommendations o Whether it was previously identified as a risk (threat or opportunity)

Date logged

Logged by (an individual or team)

• Priority (in terms of the project’s chosen categories)

28

Lesson Log


Date of Entry

Lesson Type

Lesson detail Logged by Priority

29

Lesson Log


Date of Entry

Lesson Type

Lesson detail Logged by Priority

30

Lesson Log


Date of Entry

Lesson Type Lesson detail Logged by Priority

4th Jan

Project / corporate

NickUFast have over charged Whydro in previous projects namely the “Stock Pile” project, evidence suggested Whydro was overcharged by 43%. This was attributed to poor selection of third party provider and an ineffective business case. No early warning indicators had been put in place and as a result costs were allowed to spiral out of control. Recommendation is not to user this supplier in future projects.

Purchasing Manager

Low

31

Project Approach


Type of Solution:

Reasons for the Approach:

32

Project Approach


Type of Solution

Contracted out to a preferred third party supplier to provide and install a new IP security system

Reasons for the Approach

Current security surveillance system is not fit for purpose and there is a requirement to fully replace the existing system with a new IP based security system

The replacement of the current infrastructure requires technical knowledge and

skills that are not available in house

33

Project Product Description


Title (Name by which the project is known)

Purpose (This defines the purpose that the project’s product will fulfil and who will use it. It is helpful in understanding the product’s functions, size, quality, complexity, robustness etc.)

Composition (Description of the major products to be delivered by the project)

Derivation (What are the source products from which this product is derived? Examples are: Existing products to be modified, design specifications, a feasibility report, or project mandate)

34



Development Skills Required (An indication of the skills required to develop the product, or a pointer to which area(s) should supply the development resources)

Customer’s Quality Expectations (A description of the quality expected of the project’s product and the standards and processes that will need to be applied to achieve that quality. They will impact on every part of the product development, and thus on time and cost. The quality expectations are captured in discussions with the customer. Where possible, expectations should be prioritised)

Acceptance Criteria and Project Level Quality Tolerances (A prioritised list of criteria that the project’s product must meet before the customer will accept it - i.e. measurable definitions of the attributes that must apply to the set of products to be acceptable to key stakeholders (and, in particular, the users and the operational and maintenance organisations). Examples are: ease of use, ease of support, ease of maintenance, appearance, major functions, development costs, running costs, capacity, availability, reliability, security, accuracy, or performance. Project level quality tolerances specify any tolerances that may apply for the acceptance criteria)

35



Acceptance Method (Stating the means by which acceptance will be confirmed. This may simply be a case of confirming that all the project’s products have been approved or may involve describing complex handover arrangements for the project’s product, including any phased handover of the project’s products)

Acceptance Responsibilities (Defining who will be responsible for confirming acceptance)

36



Title

• Project ICU

Purpose

• To install a new real time site wide security monitoring system

Composition

• Camera Equipment • Documents • IT Equipment • Network Equipment • Software • Training

Derivation

• Site schematic/drawing • Current camera layout • Key site area definition list • Super user list

Development Skills Required

• Camera installation and configuration • Networking • Basic IT operation

Customer’s Quality Expectations

• Improved camera coverage of the site • Clearer night time footage of site • Off-site access to recorded footage • More robust medium to record camera footage • Better storage and archiving of camera footage • Recorded footage must be exportable

Acceptance Criteria and Project Level Quality Tolerances

• 100% of the key site areas are covered by the cameras • Each of the super users can access the recorded footage remotely within

10 minutes of being contacted

37



• Recorded footage is reviewable within 5 minutes of being recorded • The system can store up to 60 days’ worth of data • Data can be exported to DVD and other common digital formats

Acceptance Method

• Acceptance will be a two factor process:

o Independent confirmation by the police that the images captured by the system will be suitable for prosecution

o Each of the listed acceptance criteria has been achieved and verified by a quality review team headed up by the executive

Acceptance Responsibilities

• The Purchasing Manager is responsible for confirming acceptance

38


Initiating a Project

39

Initiating a project


Tasks to complete

Using the information below and following templates, complete the PID for Project ICU

Precursor

The executive has approved the brief and authorised the project to move into the initiation stage. The PM will then begin to assemble the PID.

Jon Toal is the electrical maintenance manager for the Whydro Stilton site. Jon will

be responsible for ensuring that each of the required outlets has the necessary power.

GoodToTalk will install the fiber network and switches that will power the cameras. They will also fix the cameras to the walls of the site and configure them for use.

• Rueben Fletcher is Whydro’s Health and Safety (H&S) Manager and has expressed concerns about the fact that GoodToTalk will be working at heights. Whydro have recently updated their H&S policy to require a ‘working at heights’ licence at Reuben’s request – due diligence from GoodToTalk will need to be undertaken to ensure compliance. Reuben will also assist with ensuring that the work is carried out safely.

Supporting Information

The project will use Whydro’s standard procedures for risk, quality, communication, and change management. All of which are clarified in the organisation’s respective policies.

In previous projects contractual documentation has gone missing, and as a consequence all documentation must only be kept in hard copy and sent by recorded delivery. This is to be held by the Purchasing Manager.

Highlight reports are to be issued on every second Friday in the month by 12pm and Senior Management are to be updated on project progress at their monthly meetings. Frequency of checkpoint reports are to be locally decided.

Whydro takes communication really seriously, in compliance with new GDPR regulations. This requires all third party providers to provide due-diligence on their communication processes, and procedures to ensure standardisation. These responsibilities will fall to the relevant Team Managers.

All projects that Whydro initiate, adhere to PRINCE2® best practice, as well as new GDPR regulations. Although the Project Manager has overall responsibility for coordinating activities around quality (to ensure compliance with ISO 27001, ISO 9001 and ISO 31001), Project ICU has devolved responsibility to SME’s directly involved in the project.

40

Initiating a project


Risk

The PM finds PESTLE an effective tool for identifying risk. The Executive has additionally asked that each team leader attends a risk workshop, as close to the start of the project as possible.

In terms of the scales used by the project to assess risk, ICU will use a standard 5x5 grid and have set a threshold score of 15 for the project. The Exec has noted that should a risk be given a score of more than 20, they would like to be called immediately. Further risk workshops will run with the relevant suppliers before the work begins. The PM will report the status of risk in the project with a summary risk profile as part of each highlight report. The Board and the PM will also discuss risk during the go/no go decision process. Risks will be classified with the key composition areas of the PPD and there will be no risk budget for the project.

Quality

Project ICU will be required to observe the same standards as Whydro, namely ISO 9001, 27001, and GDPR.

The suppliers for Project ICU will be made responsible for the tests that the project will undertake

Exception

27th Jan – A new diesel storage tank has been installed onto the Stilton site to replace the existing one that was beginning to rust. Initially, it was assumed that this would be in the same location but this is no longer the case and the new tank has now been installed at the opposite end of the site. Furthermore, the rusting was not as bad as initially thought so now the old tank is being kept. This raises an issue because the new tank location is not going covered in the existing site map and an extra camera will be required to cover this.

The original quote from GoodToTalk included a camera located to cover the site of the existing tank, but not the location used for the new tank. However, due to the high value of this new tank an additional camera will be required.

GoodToTalk have confirmed that they can install a new camera in the proposed location, but because of the distance a special lens for the camera will be required putting the cost of the camera at £5000. The camera is in stock but it will add two extra days to the project.

The final decision now resides with the executive.

Monitoring

Security Term

inals

Legacy System

Removal

U

ser Training Softw

are Installation

Netw

ork Sw

itches HDD Storage

Unit

Site M

ap HD Cam

eras – Short Range

Administrator

Training Cam

era Configuration

GB Fiber N

etwork

Display Screen Authorised

Users

HD Cameras –

Long Range

Training

Softw

are N

etwork

Equipment

IT Equipment

Docum

ents Cam

era Equipm

ent

Security Surveillance

System

Product Breakdown Structure

41

Project Plan

42


Plan Description

(Covering a brief description of what the plan encompasses (i.e. project, stage, team, exception) and the planning approach)

Plan Prerequisites

(Containing any fundamental aspects that must be in place, and remain in place, for the plan to succeed)

External Dependencies (That may influence the plan)


(Upon which the plan is based)


(Details of relevant lessons from previous similar projects, which have been reviewed and accommodated within this plan)

Project Plan

43



(Details of how the plan will be monitored and controlled)

Budgets

(Covering time and cost, including provisions for risks and changes)

Tolerances

(Time, cost, and scope tolerances for the level of plan (which may also include more specific stage- or team-level risk tolerances))


(Covering the products within the scope of the plan (for the Project Plan this will include the project’s product; for the Stage Plan this will be the stage products; and for a Team Plan this should be a reference to the Work Package assigned). Quality tolerances will be defined in each Product Description)

Project Plan

44


44


Project Plan

Schedule This may include or reference graphical representations of the following:

• Gantt or bar chart • Activity Network • Product breakdown structure • Table of resource requirements – by

resource type (e.g. four engineers, one test manager, one business analyst)

• Product flow diagram • Table of requested/assigned specific resources –by name (e.g. Nikki, Jay, Francesca)

45

Project Plan


Plan Description The project is to replace the existing security system infrastructure with a new IP based security surveillance system within the Stilton site.

Plan Prerequisites

• Funding must be authorised and available throughout the lifecycle of the project • GoodToTalk have to complete the site assessment before the cameras can be

ordered • Planning permission must be approved • Health and safety • Access to core compliance personnel throughout the project

External Dependencies • Planning permission being granted • Site map of camera locations • The CAPEX has to be approved before the project can start

Planning Assumptions • It is assumed that Vorsprung can deliver the quantity of cameras by August • It is assumed that GoodToTalk can start work at the beginning of August • It is assumed that the Executive and IT Manager have not booked holidays during

this time • It is assumed that planning permission will be granted and funding made available

Delivery Approach • It has been decided that a commercial off the shelf product will fulfil project

requirements • GoodToTalk have been chosen to install the security surveillance • Big Bruvva no Bovva will perform system monitoring

Lessons Incorporated • Whydro have encountered an unreliable service on their existing system • IP security systems have proven to be effective at other sites • Lack of an effective system has resulted in increased break-ins, resulting in financial

and reputational damage (local press)

Monitoring and Control • The Project Board expect a highlight report every second Friday by 12.00PM • Senior management expect updates monthly • Weekly team meetings • All contractual documentation must be in hard copy and sent recorded delivery

only, to be owned by the Purchasing Manager

Budgets/Tolerances The project budget is £90,000 +/- £10,000.

46

Project Plan


Project completion has been set at 20 weeks +/-2 days

Product Descriptions As per Project Product Description

Schedule See product breakdown structure

47

Stage Plan


Project Name:

Stage Name:

Project code/JN: Customer:

Project Manager: Project Sponsor:

Project Description

Author:

Plan Description (Covering a brief description of what the plan encompasses (i.e. project, stage, team, exception) and the planning approach)

Plan Prerequisites (Containing any fundamental aspects that must be in place, and remain in place, for the plan to succeed)

External Dependencies (That may influence the plan)

48

Stage Plan


Planning Assumptions (Upon which the plan is based)

Lessons Incorporated (Details of relevant lessons from previous similar projects, which have been reviewed and accommodated within this plan)

Monitoring and Control (Details of how the plan will be monitored and controlled)

Budgets (Covering time and cost, including provisions for risks and changes)

Tolerances (Time, cost and scope tolerances for the level of plan (which may also include more specific stage- or team-level risk tolerances))

Product Descriptions (Covering the products within the scope of the plan (for the Project Plan this will include the project’s product; for the Stage Plan this will be the stage products; and for a Team Plan this should be a reference to the Work Package assigned). Quality tolerances will be defined in each Product Description)

49

Stage Plan


Schedule

Prod

uct

Iden

tifie

r Product Title

Product Description approved

Draft Ready Final Quality Check completed

Approved Handed Over (if applicable)

Plan Actual Plan Actual Plan Actual Plan Actual Plan Actual

50

Stage Plan


Schedule

Prod

uct

I den

tifie

r

Product Title

Product Description approved

Draft Ready Final Quality Check completed

Approved Handed Over (if applicable)

Plan Actual Plan Actual Plan Actual Plan Actual Plan Actual

51

Stage Plan


Plan Description Management Stage 1 – Site Assessment This document will capture the resources and activities for this management stage (1) and site assessment.

This will include:

• Completion of site assessment o Site assessment risk scoring guide

• Removal of old infrastructure

o Uninstall the Infrastructure agent o Disable or uninstall Infrastructure Integrations o Remove Forcepoint Management Infrastructure o Removal of old cabling

GoodToTalk will be responsible for completing their own team plan in accordance with Whydro’s planning governance and policy regulation, to support the implementation of Management Stage 1.

All team members needed for the completion of Management Stage 1 have been notified, and schedules have been issued accordingly.

Plan Prerequisites • Funding must be authorised for this stage • GoodToTalk must have complete access to all areas necessary for installation • Planning permission must be approved • Health and safety • Access to core compliance personnel throughout the management stage


• External sign-off for site assessment must be verified by external authority (Stilton local council)

• Planning permission being granted • Site map of camera locations


• It is assumed that approval will be granted by the council representative from the Department of Planning and Environmental Impact

• It is assumed that GoodToTalk can start and complete all work within the designated time scale

• It is assumed that all team members required for the Management stage will be available • It is assumed that planning permission will be granted and funding made available

52

Stage Plan


Lessons Incorporated • Several lessons have been provided directly from GoodToTalk, and have been shared with

the project team members • It has been decided that daily catch-up meetings have proven useful in previous projects to

ensure project continuity and understanding of progress


• The Project Manager expects a checkpoint report daily at 3.00pm to discuss progress • Senior management expect updates every Monday by 10.00am • Weekly team meetings can be held every Wednesday at the Project Manager’s discretion;

team members will require 24 hours’ notice • No documentation is to be removed from site under any circumstances • All contractors are required to fully comply with Whydro’s documentation governance

Budgets Stage to start Finish Cost for stage £12,000 (payment scheme in place)

Tolerances

Time tolerance +/-

Product Descriptions (see relevant documents) • PID (as PID document) • Site Assessment • Removal of Old Infrastructure • Project Plan • Stage Plan

53

Stage Plan


Schedule This may include or reference graphical representations of the following:

• Gantt or bar chart • Activity network • Product breakdown structure • Table of resource requirements – by resource type

(e.g. four engineers, one test manager, one business analyst)

• Product flow diagram • Table of requested/assigned specific resources – by name (e.g. Nikki, Jay, Francesca)

The Schedule may also be in the form of a Product Checklist as shown below.

Prod

uct

Iden

tifie

r

Product Title Product Description approved

Final Quality Check completed Approved

Plan Actual Plan Actual Plan Actual 1 Completed site

assessment 10th March 18th March 18th March

2 Completed plan for removal of old infrastructure

18th March 31st March 1st April

3 Removed old infrastructure

1st April 15th April 17th April

4 Uninstalled Infrastructure agent

2nd April 7th April 9th April

5 Disabled or uninstalled Infrastructure Integrations

4th April 7th April 9th April

6 Removed Forcepoint Management Infrastructure

5th April 10th April 17th April

7 Removed old cabling 5th April 15th April 17th April

54


Benefits Management Approach

Project Name: Date: Release: Draft/Final

Author:

Owner:

Client:

Document Number:

Note: This document is only valid on the day it was printed.

Revision History Date of next revision: Revision Date

Previous Revision Date

Summary of Changes Changes Marked

Approvals

This document requires the following approvals. A signed copy should be placed in the project files.

Name Signature Title Date of

Issue Version

Distribution

This document has been distributed to: Name Title Date of

Issue Version

55


Overview

Purpose A Benefits Review Plan is used to define how and when a measurement of the achievement of the project’s benefits, expected by the Senior User, can be made. The Plan is presented to the Executive during the initiation process, updated at each stage boundary, and used during the closing of a project process to define any post-project benefit reviews that are required.

The plan has to cover the activities to find out whether the expected benefits of the products have been realised, and how the products have performed when in operational use. Each expected benefit has to be assessed for the level of its achievement and whether any additional time is needed to assess the residual benefits. Use of the project’s products may have brought unexpected side effects, either beneficial or adverse. Time and effort have to be allowed to identify and analyse why these side effects were not foreseen.

If the project is part of a programme, the Benefits Review Plan may be contained within the programme’s benefits realisation plan and executed at the programme level. Post-project, the Benefits Review Plan is maintained and executed by corporate or programme management.

Contents The Benefits Review Plan should cover the following topics: Benefit Matrix .................................................................................... 4 The Project’s Product ........................................................................ 4 Resourcing ......................................................................................... 4

Advice The Benefits Review Plan is derived from the: Business Case, Project Product Description (in particular the acceptance criteria) and - if available - the programme’s benefits realisation plan, and the organisation’s corporate performance monitoring function (e.g. centre of excellence).

The Benefits Review Plan can take a number of formats, including: document, spreadsheet or presentation slides; entry in a project management tool.

The following quality criteria should be observed:

• Covers all the benefits in the Business Case

• The benefits are measurable and baseline measures have been

recorded

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• Describes a suitable time for measurement of the benefits, alongside reasons for the timing

• Identifies the skills or individuals who will be needed to carry out

the measurements

• The effort and cost to undertake the benefits reviews is realistic when compared with the value of the anticipated benefits

• Consideration is given to whether disbenefits should be measured

and reviewed

57


Benefit Matrix

Ref no.

Benefit Description

Owner Measurement Resources Baseline

How When

The Project’s Product (In addition to the individual benefits of the project, provide some notes on how the performance of the overall Project’s Product will be reviewed.)

Resourcing (This is included against each benefit in the matrix, but it may be helpful to provide some overall comments or requirements here.)

58



Benefit Matrix

Ref no.

Benefit Description

Owner Measurement Resources

How When 1 A cost saving of

£30,000 a year post installation

Executive Data Analysis

12 months post project

Admin team

2 A reduction annually of £60,000 from year 3 onwards



Admin team

3 To see a 50% reduction in the response time to an onsite event

Local Police/ Operations Manager

Data Analysis


Admin team

4 A decrease in the amount of negative publicity from the point of project completion



Marketing team

5 From the point of installation, less prosecution cases will fail based on poor visual footage



Senior Management

6 To reduce the discrepancy between reported vs. reprocessed scrap by 50%

Operations Manager

Data Analysis


Admin team

The Project’s Product

The new IP Security system will undergo vigorous testing in live and virtual situations. Results will be collated and compared against the other Whydro sites for continuity reasons and consistency.

59

Change Management Approach


Introduction (States the purpose, objectives and scope, and identifies who is responsible for the strategy.)

Issue Management and Change Control Procedure (A description (or reference to) the issue and change control procedures to be used. Any variance from corporate or programme management standards should be highlighted, together with a justification for the variance. The procedure should cover activities such as capturing, examining, proposing, deciding and implementing.)

Tools and Techniques (Refers to any configuration management systems or tools to be used and any preference for techniques that may be used for each step in the configuration management procedure.)

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Records (Definition of the composition and format of the Issue Register and Configuration Item Records.)

Reporting

(Describes the composition and format of the reports that are to be produced (Issue Report, Product Status Account), their purpose, timing, and chosen recipients. This should include reviewing the performance of the procedures.)

Timing of Issue Management and Change Control and Issue Activities (States when formal activities are to be undertaken, for example configuration audits.)

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Roles and Responsibilities (Describes who will be responsible for what aspects of the procedures, including any corporate or programme management roles involved with the configuration management of the project’s products. Describes whether a Change Authority and/or change budget will be established.)

Scales for Priority and Severity (For prioritizing requests for change and off-specifications, and for determining the level of management that can make decisions on severity of issue.)

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Introduction

• Identify, control, and maintain authorised change requests for specialist and management products within Project ICU

• PM will be responsible for maintaining the change management approach

and dealing with change requests

Issue Management and Change Procedure

Project ICU will comply with corporate issue and change control procedures which are adherent to PRINCE2 issue and change control procedures (below):

• Capture – PM and TM are required to capture or formal issues/change

requests on an issue register. All informal issues are to be recorded on a daily log

• Assess – PM will be responsible for all formal issue/change request

investigations, unless otherwise stated. Project board require the business case and project plan to be reviewed by the end of this process and the analysis documented

• Propose – PM is required to record all proposals along with the preferred

recommended option

• Decide – PM will decide if the proposal can be managed informally (implemented) or requires escalation to the project board

• Implement – PM will be responsible for taking any correct action necessary

The PM is responsible for updating the issue register for monitoring and control purposes.

Tools and Techniques

• Daily log (informal capture)

• Issue register (formal capture)

• Issue reports (formal capture)

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• All documents and specialist products will be required to have a cover sheet that will consist of date, author, owner, document number and revision history, which will ensure that all documentation meets internal corporate governance

Records

Will be captured following standard corporate procedures (which is aligned to the PRINCE2 issues register composition headings).

Reporting

• All reporting documents will follow the standard PRINCE2 format

• All highlight reports will be accompanied with a product status account

• The PM along with the project board will be required to update the document cover sheets

• Issue and change requests with a severity rating of high will need to be actioned within 24 hours by the PM and project board

• Issue and change requests with a severity rating of medium will need to be actioned within 72 hours by the PM

• Issue and change requests with a severity rating of low will need to be actioned at the discretion of the PM

Timing of Issue Management and Change Control and Issue Activities

• Project assurance will conduct a configuration audit at each management

stage boundary

• Active issues will be reviewed at stage boundaries or as required in accordance with severity levels described in reporting arrangements

Roles and Responsibilities

• Corporate – external issues

• Project board – internal issues/setting scales

• Project manager – change authority

• Team manager – implementing change requests

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• Project assurance – audit/compliance

Scales for Priority and Severity

Corporate scales will be used within the ICU project.

• Issue and change requests with a severity rating of high will need to be actioned within 24 hours by the PM and project board

• Issue and change requests with a severity rating of medium will need to be

actioned within 72 hours by the PM

• Issue and change requests with a severity rating of low will need to be actioned at the discretion of the PM

65

Communication Management Approach

Introduction

(States the purpose, objectives and scope, and identifies who is responsible for the strategy)

Communications Procedure (A description of (or reference to) any communication methods to be used. Any variance from corporate or programme management standards should be highlighted, together with a justification for the variance)

Tools and Techniques (Refers to any communication tools to be used, and any preference for techniques that may be used, for each step in the communication process)

Records (Definition of what communication records will be required and where they will be stored (for example, logging of external correspondence))

Reporting (Describes any reports on the communication process that are to be produced, including their purpose, timing and recipients (for example, performance indicators))

Timing of Communication Activities (States when formal communication activities are to be undertaken (for example, at the end of a stage) including performance audits of the communication methods)

Roles and Responsibilities (Describes who will be responsible for what aspects of the communication process, including any corporate or programme management roles involved with communication)

66

Communication Management Strategy

Stakeholder Analysis

Interested Party Current Relationship

Desired Relationship

Interfaces Key Messages

67


Information Needs

Interested Party

Information for Distribution

Information for Collection

Information Provider and Recipient

Frequency of Communication

Means of Communication

Format of Communication

68



Introduction This defines how communication will be managed within Project ICU, and follows the governance set by the organisation’s Communication Management Policy

Communications Procedure • As per corporate procedures (weekly meetings will be maintained)

Tools and Techniques • Email will be the predominant mode of communication for the project • Digitally-enhanced cordless telecommunication handsets will be provided to

teams working in the printing section of the factory

Records • Contractual documentation must be sent by hard copy only and by recorded

mail • Any contractual correspondence is to be held by the Purchasing Manager

Reporting

• Checkpoint reports are to be used by all Team Managers when communicating work package progress to the PM. The frequency, formality, and format of these reports will be at the discretion of the PM

• Highlight reports have been requested by the Exec on every second Friday by 12pm. (This is to be reviewed at every stage boundary)

• Senior management are to receive fortnightly updates on project progress during their Monday meetings (1st and 3rd weeks of the month)

• A project status account will be produced at the end of each management stage to document progress

Timing of Communication Activities

• Formal communication to the Project Board will take place during every stage boundary and during Highlight Report requests

• All other communication will be conducted on an adhoc basis (in compliance with internal governance)


• The PM will communicate all progress to the Exec via the Highlight Report.

Project Support may do this in their absence • The Team Managers will be responsible to ensure all contractors follow strict

internal communication policies and compliance procedures • All third party providers will be required to provide due-diligence on their

communication process and procedures to ensure standardisation and alignment with Whydro’s procedures

69


Stakeholder Analysis (complete the fields marked with a ?) Interested Party Current

Relationship Desired Relationship

Interfaces Key Messages

Project Manager Leading Leading Purchasing Manager

Senior Management Leading Leading Executive GoodToTalk Leading Leading PM Vorsprung Leading Leading PM BBNB Leading Leading PM General Workforce Supportive Supportive Department

Managers The Stilton Echo Resistant Supportive MD

70

Quality Management Approach

Introduction

(States the purpose, objectives and scope, and identifies who is responsible for the strategy.)

Quality Management Procedure (A description of (or reference to) the quality management procedure to be used. Any variance from corporate or programme management quality standards should be highlighted, with a justification for the variance.)

Quality planning

Quality control

(The project’s approach to quality control activities. This may include: quality standards, templates and forms to be employed (e.g. Product Description(s), Quality Register), definitions of types of quality methods (e.g. inspection, pilot), and metrics to be employed in support of quality control.)

Quality assurance

(The project’s approach to quality assurance activities. This may include: responsibilities of the Project Board, compliance audits, and corporate or programme management reviews.)

71



(Refers to any quality management systems or tools to be used, and any preference for techniques which may be used for each step in the quality management procedure.)

Records

(Definition of what quality records will be required and where they will be stored including the composition and format of the Quality Register.)

Reporting

(Describes any quality management reports that are to be produced, their purpose, timing, and recipients.)

Timing of Quality Management Activities

(States when formal quality management activities are to be undertaken, for example in audits (this may be a reference to the Quality Register.))


(Defines the roles and responsibilities for quality management activities, including those with quality responsibilities from corporate or programme management.)

72


Introduction

This defines how quality will be managed within Project ICU. The PM will be responsible for the quality management approach and will follow Whydro’s Quality Management procedures. Accountability remains with the project board.

Quality Management Procedure

The project will follow the procedure outlined in Whydro’s Quality Management Policy.

Quality planning

Whilst the PM will have an active role in overseeing the various aspects of quality management, Project ICU will devolve responsibility to the SME’s directly involved.

Quality control

• The project will be expected to adhere to the standard of ISO 9001 and 27001. The PM will work with Whydro’s Internal Quality Team to produce a statement to add to this approach in order to confirm how this is to be met

• Complete adherence to GDPR

• Whydro’s internal standards for quality are to be observed at all times

• Multi-mode is the standard for fibre cabling

• Cat 5e cabling will be the standard for the internal terminals

• ICU will use Cisco equipment for the networking but an exemption has

been granted to allow for the purchasing of this equipment via GoodToTalk because of the discount rate they receive

Quality assurance

The project will not be directly audited by Whydro’s Quality Team but they will require access to their documentation to confirm that it conforms to Whydro’s corporate standards.


As the SME’s deem necessary.

73


Records

The project will document all tests in a quality register which can be found on the sharepoint ‘project templates’ folder. It will be stored in the Project ICU folder but not located in the PID.

Reporting

None recognised.

Timing of Quality Management Activities

The quality activities are to be undertaken on an ad-hoc basis.


• Whydro’s Internal Quality Team will oversee each of the quality activities

• Whydro’s Data Officers will be responsible for the GDPR guidance

• GoodToTalk will be responsible for the cabling, network termination, and switch configuration

74

Issue Register

Issue ID

Issue Type (RFC, OS,

P)

Date Raised

Raised By

Issue Report Author Description

1

2

3

4

5

6

7

8

9

10

75

Issue Register

Issue ID

Priority Severity Status Date of last update Closure Date

1

2

3

4

5

6

7

8

9

10

76

Issue Register

Issue ID

Issue Type (RFC, OS, P)

Date Raised Raised By Issue Report Author

1

RFC

27th Jan

GoodToTalk

PM

Issue ID

Description Priority Severity

1

The executive has requested that the additional diesel tank should also be monitored by the security system. An

additional camera will be required for this area at a cost of £5000.

4

3

Issue ID

Status Date of last update Closure Date

1

Open

27th Jan

TBC

77

Issue Report

Issue ID Issue Type Date Raised Raised by Issue Report Author

Issue Description

Impact Analysis

Recommendation

Priority

Severity

Decision Decision Date Approved By Closure Date

78

Issue Report

Issue ID Issue Type Date Raised Raised by Issue Report Author Issue Description The executive has requested that the additional

diesel tank should also be monitored by the security system. An additional security camera will be required for this area at a cost of £5000.

Impact Analysis The new diesel tank will not be covered by any security cameras and as a result will be at risk of damage or theft.

If the new diesel tank is damaged or stolen the viability of the site will be compromised.

Recommendation An additional camera will be required with a special lens. The camera is in stock and can be supplied by Goodtotalk at an additional cost of £5000.

Priority 4

Severity 3

Decision Pending PB decisions on recommendation. Decision Date

Approved By

Closure Date

79

Risk Register

Risk ID

Author Date Registered

Risk Category

1

2

3

4

5

6

7

8

9

10

80

Risk ID Description Probability Impact Cause Event Effect

1

2

3

4

5

6

7

8

9

10

81

Risk ID Proximity Risk Response

Categories Risk Response Risk

Status Risk

Owner Risk Actionee

1

2

3

4

5

6

7

8

9

10

82

Risk ID

Author Date Registered Risk Category

1

IT manager (PM)

6th Feb

equipment

Risk ID

Description Probability Cause Event Effect

1 ordered late fobs may not

arrive on time

contractors unable to access

site

medium

Risk ID

Impact Proximity Risk Response Categories

Risk Response

1

high (14)

imminent

reduce

have a spare fob on site

Risk ID

Risk Status Risk Owner Risk Actionee

open IT Manager (PM)

Admin Manager

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Exception Report

Title (An overview of the exception being reported)

Cause

(A description of the cause of a deviation from the current plan)

Consequences

(What the implications are if the deviation is not addressed for: The project; Corporate or Programme Management)

Options

(What the options are that are available to address the deviation and what would the effect of each option be on the Business Case, risks, and tolerances)

84

Exception Report

Recommendation

(Of the available options, what is the recommendation, and why?)

Lessons

(What can be learned from the exception, on this project or future projects?)

85

Exception Report

Title Diesel Tank Camera 2

Cause A new diesel storage tank has been installed onto the Stilton site to replace the existing one that was beginning to rust. Initially, it was assumed that this would be in the same location but this is no longer the case and the new tank has now been installed at the opposite end of the site. Furthermore, the rusting was not as bad as initially thought, so now the old tank is being kept. However, this raises an issue because the new tank location is not going to be covered in the existing site map and an extra camera will be required to cover this.

Consequences Additional £5000 expenditure required and two further days added to the schedule

Options

1) Don’t buy an additional camera and use the existing camera that will cover the original tank to cover the new one. This will leave the old tank exposed without any coverage.

2) Buy an additional camera to cover the newly installed tank so both tanks are covered by the cameras. This will cost an additional £5000 that the project board will be responsible for funding.

3) Do nothing and leave the new tank exposed. Recommendation Option 2 will be proposed. Leaving either tank exposed is not an option considering the high value nature of their contents.

Lessons No lessons to record

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Work Package

Overview

Purpose

A Work Package is a set of information about one or more required products collated by the Project Manager to pass responsibility for work or delivery formally to a Team Manager or team member

Contents

The content may vary greatly according to the relationship between the Project Manager and the recipient of the Work Package. A Work Package should cover the following topics:

• Work Package Authorisation • Description • Techniques, Processes and Procedures • Development Interfaces • Operations and Maintenance Interfaces • Configuration Management Requirements • Joint Agreements • Tolerances • Constraints • Reporting Arrangements • Problem Handling and Escalation • Extracts or References • Approval method • Work Package Acceptance

Advice

A Work Package is derived from any existing commercial agreements between the customer and supplier (if appropriate); Quality Management Strategy, Configuration Management Strategy, and Stage Plan.

A Work Package can take a number of formats, including: Document; Oral conversation between the Project Manager and a Team Manager; Entry in a project management tool.

The Work Package will vary in content and in degree of formality, depending on circumstances.

Where the work is being conducted by a team working directly under the Project Manager, the Work Package may be an oral instruction - although there are good reasons for putting it in writing, such as avoidance of misunderstanding and providing a link to performance assessment. Where the work is being carried out by a supplier under a contract and the Project Manager is part of the customer organization, there is a need for a formal written instruction in line with standards laid down in that contract.

87

Work Package


• The required Work Package is clearly defined and understood by the assigned resource

• There is a Product Description for each required product, with clearly identified and acceptable quality criteria

• The Product Description(s) matches up with the other Work Package documentation • Standards for the work are agreed • The defined standards are in line with those applied to similar products • All necessary interfaces have been defined • The reporting arrangements include the provision for raising issues and risks • There is agreement between the Project Manager and the recipient on exactly what

is to be done • There is agreement on the constraints, including effort, cost and targets • The dates and effort are in line with those shown in the Stage Plan for the current

management stage • Reporting arrangements are defined • Any requirement for independent attendance at, and participation in, quality

activities is defined

Project Name:

Date: Release: Draft/Final

Author:

Owner:

Client:

Document Number:

Note: This document is only valid on the day it was printed

Revision History Date of next revision:

Revision Date

Previous Revision Date

Summary of Changes Changes Marked

88

Work Package

Approvals

This document requires the following approvals. A signed copy should be placed in the project files.

Name Signature Title Date of

Issue Version

Distribution

This document has been distributed to:

Name Title Date of Issue

Version

Work Package Authorisation

Title

Person Authorised

Date

89

Work Package

Description (A description of the work to be done)

Techniques, Processes and Procedures (Any techniques, tools, standards, processes or procedures to be used in the creation of the specialist products)

Development Interfaces (Interfaces that must be maintained while developing the products. These may be people providing information or those who need to receive information)

Operations and Maintenance Interfaces (Identification of any specialist products with which the product(s) in the Work Package will have to interface during their operational life. These may be other products to be produced by the project, existing products, or those to be produced by other projects (for example, if the project is part of a programme))

90

Configuration Management Requirements (A statement of any arrangements that must be made by the producer for: version control of the products in the Work Package; obtaining copies of other products or their Product. Descriptions; submission of the product to configuration management; any storage or security requirements; and who, if anyone, needs to be advised of changes in the status of the Work Package)

Joint Agreements (Details of the agreements on effort, cost, start and end dates, and key milestones for the Work Package)

Tolerances (Details of the tolerances for the Work Package (the tolerances will be for time and cost but may also include scope and risk))

Constraints (Any constraints (apart from the tolerances) on the work, people to be involved, timings, charges, rules to be followed (for example, security and safety) etc.)

91

Reporting Arrangements (The expected frequency and content of Checkpoint Reports)

Problem Handling and Escalation (This refers to the procedure for raising issues and risks)

Extracts or References (Any extracts or references to related documents, specifically: Stage Plan Extract). This will be the relevant section of the Stage Plan for the current management stage or will be a pointer to it. This would normally be an attachment of the Product Description(s) for the products identified in the Work Package (note that the Product Description contains the quality methods to be used)

Approval method (The person, role or group who will approve the completed products within the Work Package, and how the Project Manager is to be advised of completion of the products and Work Package)

92

Work Package Acceptance

Person Accepting Date Assessment and feedback

Quality ID

Product Identifier(s) Product Title(s) Method Roles and Responsibilities Name Role

1

2

3

4

5

6

7

8

9

10

Quality Register

93

The Quality Activity Completion of Quality Activity Result Quality Records Planned Date Forecast

Date Actual Date Planned

Date Forecast

Date Actual Date

Quality Register

94

Project Initiation Document

95

Project Definition

Whydro’s Stilton site has experienced a recent spate of break-ins resulting in the theft of property, damage to completed goods resulting in rework, and reputational damage from customers not receiving goods on time and through negative press in the local paper.

This has illustrated that the current tape based security surveillance system is not fit for purpose and is in need of urgent replacement to bring it in line with the other Whydro sites, who all use IP based security systems.

Project ICU will see the existing security system replaced at the Stilton site with a new IP based system that is fit for purpose.

Project Approach

• As per the Project Approach document

Business Case

• As per the Business Case document

Team Structure

• As per the Team Structure document

Role Descriptions

• As per PRINCE2® best practice unless otherwise stated by organisation (Executive example provided)


• This defines how quality will be managed within Project ICU (as per the Quality Management Approach document)

Change Control Approach

• This defines how change will be managed within Project ICU (as per the Change Management Approach document)

Risk Management Approach

Project Initiation Document

96

• This defines how risk will be managed within Project ICU and follows the governance set by the organisation’s Risk Management Policy (as per the Risk Management Approach document)


• This defines how communication will be managed within Project ICU (as per the Communication Management Approach)

Benefits Management Approach?

• As per the Benefits Management Approach

Project Plan and Project Controls

• As per corporate strategy, project plan and project controls have been condensed into one document titled Project Plan

Tailoring

• Adhoc reporting will be via email • Purchasing Manager to own all contractual documentation in hard copy • Project Manager will act as Change Authority and will process all change requests

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Closing a Project

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End Stage Report

Project Name:

Stage Name:

Project code/JN: Customer:

Project Manager: Project Sponsor: Project Description

Author:

Overview

Purpose An End Stage Report is used to give a summary of progress to date,

the overall project situation, and sufficient information to ask for a Project Board decision on what to do next with the project. The Project Board uses the information in the End Stage Report in tandem with the next Stage Plan to decide what action to take with the project: for example, authorise the next stage, amend the project scope, or stop the project.

Contents The End Stage Report should cover the following topics: • Project Manager’s Report • Review of the Business Case • Review of Project Objectives • Review of Stage Objectives • Review of Team Performance • Lessons Report • Issues and Risks • Forecast • Review of Products

Note: Where the End Stage Report is being produced at the end of the initiation stage, not all of the above content may be appropriate or necessary.

Advice

The End Stage Report is derived from the: Current Stage Plan and actuals; Project Plan; Benefits Review Plan; Issue Register, Quality Register and Risk Register; Exception Report (if applicable); Lessons Report; Completed/slipped Work Packages and updated Business Case.

An End Stage Report can take a number of formats, including presentation to the Project Board (physical meeting or conference call), as a document or email issued to the Project Board; or as an

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End Stage Report

entry in a project management tool.


• The report clearly shows stage performance against the plan

• Any abnormal situations are described, together with their impact

• Any appointed Project Assurance roles agree with the report

Project Manager’s report (Summarizing the project’s performance)

Review of the Business Case (Summarising the validity of the project’s Business Case)

Benefits achieved to date

Residual benefits expected (Post-project)

Expected net benefits

Deviations from the approved Business Case

Aggregated risk exposure

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Review of Project Objectives

Review of Stage Objectives (Review of how the project performed against its planned targets and tolerances for time, cost, quality, scope, benefits and risk. Review)

Review of Team Performance (In particular, providing recognition for good performance)

Lessons Report (A review of what went well, what went badly, and any recommendations for corporate or programme management consideration)

Issues and Risks (Summary of the current set of issues and risks affecting the project)

Forecast (The Project Manager’s forecast for the project and next stage against planned targets and tolerances for time, cost, quality, scope, benefits and risk)

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End Stage Report

Review of Products

Product Name Quality Records Approval Records Off-specifications

Planned Completed

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End Stage Report

Project Manager’s report All management products have been produced and are awaiting authorisation by Project Board. The specialist product has been specified and product descriptions completed. GoodToTalk have been selected as supplier of the IP security surveillance system.

The team roles have been identified and fulfilled.

Review of the Business Case At this stage the project initiation documentation has confirmed that the business case cost benefit analysis remains viable and the project is current desirable, achievable and justifiable according to corporate strategic objectives.

• Benefits achieved to date

o No benefits were expected at this stage and no benefits have been achieved to date.

• Residual benefits expected o (remaining stages and post-project) o Due to reviewing other IP centre crime rates we are expecting a 20% - 40% reduction in crime

which will save the organisation an expected £40,000 per year. o The expected reduction in crime will result in less rework, helping to meet delivery times

which should improve the organisations reputation locally. o 50% reduction in response time to an onsite event. o Produced images will meet the quality required standards for identification purposes and

assist in potential prosecution cases. o To reduce stock discrepancies

• Expected net benefits o Year 1 Loss £38,000 to £62,000. o Year 2 Profit £100,000 o Year 3 Profit £100,000 o Year 4 Profit £100,000 o Year 5 Profit £100,000 o Net profit is expected to be £438,000 - £462,000

• Deviations from the approved Business Case o None.

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End Stage Report

• Aggregated risk exposure

o None


The project has performed according to agreed project tolerances. There have been no unexpected deviations.

Review of Stage Objectives

The stage has performed according to agreed stage tolerances. There have been no unexpected deviations.

Review of Team Performance

The team have performed to a satisfactory level.

Lessons Report Due to key fobs being ordered late the project team were unable to guarantee access to site without an escort. A recommendation is to hold a contingency supply of key fobs for suppliers and visitors in order to access the site.

Issues and Risks 1 issue raised and closed 1 risk raised and remains open.

Forecast Applicable for next stage.

Scope Site assessment to be completed and removal of old infrastructure.

o Time 2 weeks +/-5 days

o Cost £10,000 as part cost (due on completion of installation).

o Quality Assessment as per ISO 9001 quality standards.

o Benefits Site will be prepped and ready for new installation.

o Risk Uncertainty caused by removal of old infrastructure.

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End Stage Report

Review of Products

Product Name Quality Records Approval Records Off-specifications Planned Completed

PID February 1st February 28th Executive Yes

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Highlight Report

Overview

Purpose A Highlight Report is used to provide the Project Board (and possibly other stakeholders) with a summary of the stage status at intervals defined by them. The Project Board uses the report to monitor stage and project progress. The Project Manager also uses it to advise the Project Board of any potential problems or areas where the Project Board could help.

Contents The Highlight Report should cover the following topics. • Status Summary • This Reporting Period • Next Reporting Period • Project and Stage Tolerance Status • Requests for Change • Key Issues and Risks • Lessons Report (if appropriate)

Advice The Highlight Report is derived from the: Project Initiation Documentation; Checkpoint Reports; Issue Register, Quality Register and Risk Register; Stage Plan and actuals: and Communication Management Strategy

The Highlight Report can take a number of formats, including:

• Presentation to the Project Board (physical meeting or conference call)

• Document or email to the Project Board • Entry in a project management tool.


• The level and frequency of progress reporting required by the Project Board is right for the stage and/or project

• The Project Manager provides the Highlight Report at the frequency, and with the content, required by the Project Board

• The information is timely, useful, accurate and objective • The report highlights any potential problem areas.

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Highlight Report

Project Name: Date:

Author:

Owner:

Client:


Date of Highlight Report

Period Covered

Status Summary

This Reporting Period

Work Packages

Work Package Ref

Work Package Name

Status Notes

Products

Product Ref

Product name Status Notes

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Highlight Report

Corrective Actions Undertaken

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Highlight Report

Next Reporting Period

Work Packages

Work Package Ref

Work Package Name

Status Notes

Products to be completed

Product Ref

Product name Notes

Corrective Actions

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Highlight Report

Project and Stage Tolerance Status (How execution of the project and stage are performing against its tolerances (e.g. cost/time/scope actuals and forecast)

Requests for Change

Key Issues and Risks

Lessons Report (If appropriate)

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Project Name: Project ICU Date: 1st April Author: Project Manager

Owner: Whydro

Client: GoodToTalk


Date of Highlight Report 1st April Period Covered 1st February – 1st April

Status Summary


Work Packages

Products

Product Ref

Product name Status Notes

1 Site assessment risk scoring guide

Completed Product provided to project team by suppliers.

2 Site Assessment Report

In Progress To be completed on the 18th

March 3 Uninstall the

Infrastructure agent Not Started Work cannot be started until

site assessment has been completed.

4 Disable or uninstall Infrastructure Integrations

Not Started Work cannot be started until site assessment has been completed.

Work Package Ref

Work Package Name

Status Notes

1 Site Assessment In progress The project manager has been notified by assessment team that there are signs of asbestos which could trigger the exception procedure.

2. Removal of old infrastructure

Not started Work cannot be started until site assessment has been completed.

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5 Remove Forcepoint Management Infrastructure


6 Removal of old cabling


Corrective Actions Undertaken

The project manager has arranged for the site assessment team to concentrate on assessing whether the site has asbestos

The site assessment team have agreed to inform the project manager in one week as to whether there is any presence of asbestos

If the results indicate that there is asbestos, the project team will, with the support of the site assessment team, assess the prospective impact of this on project objectives and if necessary provide an exception report to the Project Board.

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Work Packages

Products to be completed

Product Ref

Product name Notes

3 Uninstall the Infrastructure agent

Not Started


Not Started


Not Started


Not Started

Corrective Actions

None to be assigned at this point of the project

Project and Stage Tolerance Status

The project remains on target. However, the project team have arranged a review meeting with the site assessment team in order to find out if the is any asbestos on site. If the assessment team clarify that there, the project team will exceed tolerances:

Work Package Ref

Work Package Name

Status Notes

2 Removal of old infrastructure

Not started Work cannot be started until site assessment has been completed.

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• Cost tolerance could increase to £45,000 Time tolerance could increase to 40 weeks Quality tolerance could include asbestos removal, site clean-up and new site

assessment Benefit tolerances could include associated positive effected created by

improved site safety and negative impacts of increased costs and delays to installation

Risk tolerance could include areas of uncertainty associated with the removal and restoration of site from asbestos as well as its impact on site architecture

Scope of the project may be changed entirely due to the possibility of objectives and definition of project objectives transforming

Requests for Change

A request for contingency fobs has been requested in order to manage site access

Key Issues and Risks

The assessment team have informed the project team that there are early- warning indicators of asbestos, although this has not been confirmed. The site assessment team have agreed to provide the project manager with an update in one week

If asbestos is found then the Manage by Exception process may be triggered

Lessons Report

• The project has highlighted the need for the organisation’s current health

and safety procedures concerning site maintenance to be reviewed and amended, in order to ensure that all sites have been checked for and cleared of asbestos

The project team have identified the need for a pre-assessment check of all sites to be carried out before suppliers are contacted, in order to avoid any major issues or risks for future IT projects

The project team have decided that as part of the handover procedure, site maintenance health checks will be created, in order to record all IT activities that have taken place on site for audit and future project planning purposes

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Checkpoint Report

Product Ref

Product name Work undertaken Date Completed

1 2 3

4 5

6

Quality Management

Follow-ups from previous reports:

Activities during the period:

Products completed during the period:

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Checkpoint Report

Quality work carried out during the period:

Work Package Tolerance status:

Actual or Potential problems and Risk update: (for overview only, detail to be provided in the risk log.xls)

Work planned for the next period:

Products to be completed during the next period:

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Checkpoint Report

Follow ups from Previous Periods None


Products

Product Ref

Product name Work undertaken Date Completed

1 Site assessment risk scoring guide

Product provided to project team by suppliers.

10th March

2 Site Assessment Report

Site assessment team have arrived and are currently undertaking the assessment.

18th March

Quality Management

The project team have received and worked in accordance to the site assessment risk scoring guide. However, the site assessment team have provided the project team with an early-warning indicator for asbestos. The project team have arranged a preliminary meeting with the site assessment team in a week to discuss the presence and impact of asbestos on project objectives and if any work will be required.

The project team have been informed of an informal meeting arranged in two days to identify possible areas of concern and questions to be asked for the site assessment team to ensure that the project manager and project board can be properly informed of possible options and ramifications.

Lessons Identified

The project team were unable to identify any previous site inspections or assessments for IT infrastructure. The project team recommend that this be looked into for the next stage of the project as this may cause further risks to the removal or migration of cabling.

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Checkpoint Report


Products Product Ref

Product name Work to be undertaken Date to be Completed?

3 Uninstall the Infrastructure agent

Work cannot be started until site assessment has been completed.

April 17th



April 17th



April 17th



April 17th

Quality Management None at present. These will be identified after site assessment has been completed.

Work Package Tolerance Status The project remains on target, however the project team have arranged a review meeting with the site assessment team in order to find out if there is any asbestos on site. If the assessment team clarify that there is, the project team will exceed tolerances.

• Cost tolerance could increase to £45,000.

Time tolerance could increase to 40 weeks.

Quality tolerance could include asbestos removal, site clean-up, and new site assessment.

Benefit tolerances could include associated positive effects created by improved site safety and negative impacts of increased costs and delays to installation.

Risk tolerance could include areas of uncertainty associated with the removal and restoration of site from asbestos and its impact on site architecture.

Scope of the project may be changed entirely due to the possibility of objectives and definition of project objectives transforming.

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Checkpoint Report

Issues and Risks

The site assessment may not be completed on the 12th August due to the presence of asbestos.

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End Project Report

Project Manager’s report (Summarising the project’s performance)

Review of the Business Case (Summarising the validity of the project’s Business Case)


Residual benefits expected (Post-Project)



120

Review of Project Objectives (Review of how the project performed against its planned targets and tolerances for time, cost, quality, scope, benefits and risk. Review the effectiveness of the project’s strategies and controls)

Review of Team Performance (In particular, providing recognition for good performance)

Lessons Report (A review of what went well, what went badly, and any recommendations for corporate or programme management consideration (and if the project was prematurely closed, then the reasons should be explained). This may be a separate document and referenced from this location)

121

Review of Products

Product Name

Quality Records Approval Records

Off-specifications Planned Completed

122

Project Product Handover (Confirmation (in the form of acceptance records) by the customer that operations and maintenance functions are ready to receive the project’s product)

Summary of Follow-on Action Recommendations (Request for Project Board advice about who should receive each recommended action. The recommended actions are related to unfinished work, ongoing issues and risks, and any other activities needed to take the products to the next phase of their life)

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Project Manager’s report

The project was closed prematurely due to unforeseen environmentally caused health and safety issues, rendering the business case unachievable and unviable due to cost and safety implications. This occurred due to the discovery of asbestos in the existing infrastructure trunking.

Review of the Business Case

Business case unviable and unachievable as described above


No benefits have been achieved due to premature closure

Residual benefits expected

Third party providers have been successfully identified for future projects Health and safety issues have been identified and an action plan has been put

into immediate effect. Staff safety has been improved as a direct result of asbestos discovery


None


Project objectives not achieved due to premature closure No cost benefits have been realised No reduction in crime levels or rework rates No improvement in stock discrepancies


The project did not meet any of the projected targets due to the discovery of

asbestos, resulting in premature closure

Review of Team Performance

The team successfully planned the project up until the exception procedure was invoked, resulting in premature closure

All procedures were followed at all times Due diligence was not completed successfully by Corporate

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Lessons Report

Improved analysis of site maintenance for future review and updated policies concerning health and safety

The organisation will seek to improve its current assessments and procedures on any structural upkeep, in order to ensure that due diligence meets all requirements for project success

Review of Products

Product Name Quality Records Approval

Records Off-specifications

Planned Completed Site assessment March 10th March 18th Executive none Old infrastructure removed

April 1st ***Stopped*** Executive Yes

Project Product Handover

Formal project closure documentation clearly indicating why the project was closed prematurely

Results of the site assessment have been provided to the health and safety team and the corporate board

Summary of Follow-on Action Recommendations

New project to fully remove all asbestos from Stilton site To fully implement the lessons review Once asbestos has been cleared and the site has been deemed safe, an assessment

for reintroduction of Project ICU can commence

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