At the start
continuous through the project
end justifies the means
specific objective, one product
Alignment to corporate strategy
Reasons, decision makers involved at appropriate intervals, 1 stage at a time, too short = unnecessary management effort, too long = not enough management involvement
project viability checked at end of each stage
Defined tolerances, Time, Cost, Quality, Scope, Risk, Benefit
establish limits of delegated authority
Product oriented
not activity oriented
What is a product, input or output, tangible or intangible, can be described in advance, can be created, can be tested
PRINCE2 a flexible process
Board and PM decide how method will be applied
vital test of viability
dynamic - can change over time
proj must have continued biz justification
Approach, Develop, by Pr Executive, Verify, Pr board responsible, component of the PID, Maintain, Done at Managing Stage Boundary process, Confirm, via realisations of benefits, objective measures
9 Sections, Management Overview, Reasons, Business Options, Do nothing?, Do the minimum?, Do something?, Do the utmost?, Expected benefits, Expected dis-benefits, Timescales, Costs, Investment Appraisal, Major Risks
4 Layers, Corporate or Prog Management - commissioning, Project Board - Directing, Membership, Executive, Key decision maker, ensures objectives in line with biz strategy, ensures product achieves benefits outlined in Biz case, Senior User(s), Senior Supplier(s), Responsibilities, Success/Failure, directing pr (esp Pr Man), Resources/Funding, Supporting PM, Comms between proj team and ext stakeholders, Pr Manager - Managing, primary focus of PRINCE2, from customer organisation, delivers on behalf of board, NOT a joint role, Team Manager - Delivering
3 interests, Business, does pr meet a business need?, will it provide value for money?, Looked after by Executive, User, those affected by the change, have to live with consequences, Supplier
What is quality?, Meeting acceptance criteria, "Fit for purpose" or "compliance with criteria", FOCUS ON PRODUCTS!
Approach, Project Product Description, Quality management strategy, Product descriptions, NOT optional, Governs development of prod and review/approval, Quality Register, record details of planned and actual quality checks, Quality Review, tests prod conformance, works well for products with a large amount of subjectivity in their criteria, Good for reports, training manuals etc
Appoint Exec and PM
Capture previous lessons
Desibn & appoint PM team
Prepare outline Biz Case
Select pr approach and assemble pr brief
Plan initiation stage
Done by the board Managed by exception
Authorise initiation
Authorize the project
Authorise a stage or exception plan
Give ad hoc direction
Authorise project closure
Main output is the PID
Activities, Prepare risk management strategy, Prepare configuration management strategy, Prepare quality mangement strategy, Prepare communications management strategy, Set up project controls, Create project plan, Refine business case, Assemble PID, contract between board and PM
Day to day activities of the PM
Day to day activities of the PM
activities, Auth a WP, Review WP status, Review completed WP, Review stage status, Report highlights, Capture and examine issues and risks, Take corrective action, Escalate issues and risks (to the board)
Undertaken by team managers
activities, Accept a WP, Execute a WP, Deliver a WP
enables board to authorize next stage
activities, Plan next stage, update project plan, update business case, report stage end, produce and exception plan
natural or premature
activities, prepare planned closure, prepare premature closure, hand over products, evaluate the project, recommend project closure
Unique
bring about change
predefined product
temporary
cross-functional
uncertainty
continuous
maintains existing operations
reactive
takes top priority
tried & tested
doing things the same way
PEST, Political, Economic, Social, Technological, (Environmental), (Legal)