Prince 2 Overview and Principles

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Prince 2 Overview and Principles by Mind Map: Prince 2 Overview and Principles

1. Objective

1.1. To assess the conformity of a product. This will typically take the form of a document (or similar item) against set criteria

1.2. To involve key interested parties in checking the product's quality and providing wider acceptance of the product

1.3. To provide confirmation that the product is complete and ready for approval, and finally

1.4. To provide confirmation that the product is complete and ready for approval, and finally

1.5. To baseline the product for change control

2. Quality Management - 4 inter related elements which makeup quality management

2.1. Quality System

2.2. Quality Assurance

2.2.1. The quality assurance function is responsible for setting up and maintaining the quality management system.

2.2.2. Quality assurance ensures everything is in line with laid down procedures and end products satisfy quality standards.

2.2.3. If a corporate quality assurance function does not exist. Quality assurance for projects will normally be included in the role of project assurance.

2.3. Quality Planning

2.3.1. quality planning & quality control for projects are very much the responsibility of Project Management.

2.3.2. Objectives&requirements for quality

2.3.3. Overall approach to quality in quality management strategy during Initiation stage

2.3.4. Includes establishing the activites within a stage

2.3.5. Important that customers quality expectations are understood & documented prior to commencing - In Project Brief

2.3.6. Quality Management Strategy

2.3.6.1. Defined in the Project Initiation Document (Initating a Project stage)

2.3.6.2. Quality Management System

2.3.6.3. Applicable Standards

2.3.6.4. Approach to Project Assurance

2.3.6.5. Tailoring

2.4. Quality Control

2.4.1. Product Descriptions: Quality Specifications; Quality methods; Quality Register

2.4.2. quality planning & quality control for projects are very much the responsibility of Project Management.

2.4.3. Ensuring that products meet the quality criteria specified for them

2.4.4. Quality control is about examining products

2.4.4.1. 2 type of quality methods

2.4.4.1.1. 'In-process': Specialist methods are used in the creation of the products and ongoing quality inspections.

2.4.4.1.2. 'Appraisal': Where the finished products are assessed for completeness. Testing is carried out where the quality criteria are objective and measurable and quality inspection methods are used where some subjective judgement is required.

2.4.4.2. Quality Review Technique

2.4.4.2.1. Within PRINCE2 the quality review technique is suggested which complements the use of product descriptions.

2.4.4.2.2. Quality review

2.4.4.2.3. Within PRINCE2 the quality review technique is suggested which complements the use of product descriptions.

3. Escalates as necassary

4. Benefit definition: Measureable improvement

5. Outcome definition: Result of change

6. Output definition: any of the project specialist products which will result in and outcome

7. Project Mandate

8. Cabinet Office

8.1. APM Group

8.1.1. Accredited Training Organizations (ATOs)

8.1.2. UK Accreditation service(UKAS)

8.2. The stationery Office(TSO)

9. Benefits of Prince2

9.1. Proven best practice and governance

9.2. Can be applied to any type of project

9.3. Widely recognised and understood

9.4. Explicit recognition of project respomsibilities

9.5. Defined structure for accountability, delegation, authority and communication

9.6. Product focus and clarifies what a project wiil,deliver, why, when, and by whom and for whom

10. What is Prince2

10.1. Describes a structured method for approaching managing and closing down a project of any type or size

10.2. It is truely generic

11. What is Prince2 NOT

11.1. A piece of software

11.2. Is not a planning tool

11.3. A tablet of stone and is flexible

11.4. Bureaucratic or cumbersome

11.5. Only for large projects but can be applied to all projects, large or small

11.6. Not a guarantee of successful outcome

12. Timescale

13. Project management

13.1. The planning delegating, monitoring and control of all aspects of the project, and the motivation of those involved to achieve the project objectives within the expected performance target of time, cost, quality, scope, benefits and risks

14. Project

14.1. Project: A project is a temporary organisation that is created for the purpose of delivering one or more business products according to an agreed Business Case

14.1.1. Projects are a way to bring about change

14.2. Projects bring about change

14.3. Are temporary

14.4. Hs a project manager

14.5. Each project is unique

14.6. All project contain a degree of uncertainty

14.7. Cross-functional

15. Defined variables to be managed

15.1. Cost

15.2. Timescale

15.3. Quality

15.4. scope

15.5. Risks

15.6. Benefits

16. Characters

16.1. Project Board : Responsible to the overall management and direction of the project

16.1.1. Executive, Senior Supplier, Senior User

16.1.2. Executives responsibility to ensure that the projects Objectives, cost, benefits and aligned with the business strategy or programme objectives

16.2. Project Manager: responsible for producing the required products to the required standard and quality

17. PRINCE 2 manual

18. Recognised examination standard

18.1. Cabinet Office

18.2. Foundation level

18.3. Practitioner level

19. Characteristics of a PRince 2 project

20. Specific project tools

21. Principles, Themes and Processes

21.1. 7 Principles

21.2. 7 Processes

21.2.1. Directing a Project

21.2.1.1. Highest level Project Management Process (Direction)

21.2.1.2. Used exclusively by the Project Board

21.2.1.3. 5 Activities

21.2.1.3.1. Authourise Initiation

21.2.1.3.2. Authorise The Project

21.2.1.3.3. Authorize Stage or Exception Plan

21.2.1.3.4. Give Ad-Hoc Direction

21.2.1.3.5. Authorize Project Closure

21.2.2. Initiating a Project

21.2.2.1. Project Initiation Document

21.2.2.1.1. Outline business case, project plan, risk register

21.2.2.2. Process is aimed at ensuring that a firm baseline exists for the project and everyone involved understands what the project is setting out to achieve.

21.2.2.3. Inputs are the outputs from the Starting up a Project process.

21.2.2.3.1. Plan for the Initiation stage

21.2.2.3.2. Lesson Log

21.2.2.3.3. Project Brief

21.2.2.3.4. Project Approach

21.2.2.3.5. Daily Log

21.2.2.4. Outputs (approval at tend of stage)

21.2.2.4.1. Benefits Review Plan

21.2.2.4.2. Project Initiation Document

21.2.2.4.3. Next Stage Plan

21.2.2.5. 8 Activities

21.2.2.5.1. Prepare the Risk Management Strategy

21.2.2.5.2. Prepare the Configuration Management Strategy

21.2.2.5.3. Prepare the Quality Management Strategy

21.2.2.5.4. Prepare the Communications Management Strategy

21.2.2.5.5. Set -up the Project Controls

21.2.2.5.6. Create the Project Plan

21.2.2.5.7. Refine the Business Case

21.2.2.5.8. Assemble the Project Initiation Document

21.2.3. Starting up a project

21.2.3.1. Provides a solution to a lack of objectivity and planning right at the start of a project. Ensures that the prerequisites to Initiating a Project

21.2.3.2. Input to Starting up a Project is the Project mandate, which will vary in format depending on the amount of preparatory work done. For example if a feasibility study has been completed then the information in the Project mandate will be extensive. At the other extreme the Project mandate could be a short, less formal request to provide some new facility. It should provide the terms of reference for the project and should contain sufficient information to identify at least the prospective Executive of the Project Board.

21.2.3.3. The mandate is refined into the Project Brief during Starting up a Project.

21.2.3.4. 6 Activities

21.2.3.4.1. Appoint Executive Project Manager

21.2.3.4.2. Capture previous lessons

21.2.3.4.3. Design &appoint the Project Management team

21.2.3.4.4. Prepare the outline Business Case

21.2.3.4.5. Plan the initiation stage

21.2.3.4.6. Select the Project appraoch & assemble the Project Brief

21.2.3.5. Outputs

21.2.3.5.1. Plan for initiation Stage

21.2.3.5.2. Project Brief

21.2.3.5.3. Project Approach

21.2.3.5.4. Daily Log

21.2.3.5.5. Lesson Log

21.2.4. Managing a stage boundary

21.2.4.1. Managing a Stage Boundary prepares for the End Stage Assessment with the Project Board. • Assure the Project Board that all products in the current Stage Plan have been completed as defined. • Provide the information needed for the Project Board to assess the continuing viability of the project. • If a phased handover of products occurred during the stage, confirm that user, operational and maintenance acceptance has occurred and follow-on actions/ recommendations for these products are in place.

21.2.4.2. 4 Activities

21.2.4.2.1. Plan the next stage

21.2.4.2.2. Update the Project Plan

21.2.4.2.3. Update the Business Case

21.2.4.2.4. Report Stage End

21.2.4.3. Outputs

21.2.4.3.1. End Stage Report

21.2.4.3.2. Next Stage Plan

21.2.4.3.3. Request to approve next Stage Plan

21.2.4.3.4. 'if in exception'

21.2.4.4. Feeds into

21.2.4.4.1. Authorizing Stage or Exception Plan

21.2.5. Controlling a stage

21.2.5.1. The Controlling a Stage process forms the main part of the Project Manager's work and provides the direction for the day-to-day management of the stage and the overall project

21.2.5.1.1. 8 Activities (3 Categories)

21.2.6. Closing a project

21.2.6.1. In any event the purpose of the Closing a Project process is to execute a controlled and orderly close to the project, regardless of circumstances.

21.2.6.1.1. 5 Activities

21.2.6.2. Inputs

21.2.6.2.1. Product status accounts

21.2.6.2.2. PID

21.2.6.2.3. Issue Register

21.2.6.2.4. Risk Register

21.2.6.2.5. QualityRegister

21.2.6.2.6. Lesson Learnt

21.2.7. Managing product delivery

21.2.7.1. Managing Product Delivery is where the teams will undertake the work itself.The objective of Managing Product Delivery is to ensure that the things which were planned to be produced during a stage are, in fact, produced.

21.2.7.2. Inputs

21.2.7.2.1. Authorize work package

21.2.7.3. Outputs

21.2.7.3.1. Progress Reports

21.2.7.3.2. Signed off Products

21.2.7.4. 3 Activities

21.2.7.4.1. Accept work Package

21.2.7.4.2. Execute Work Package

21.2.7.4.3. Deliver Work Package

21.3. 7 Prince themes

21.3.1. Business Case

21.3.1.1. Help the Project Board to determine whether the project is Desirable, Viable, Achievable

21.3.1.2. Updated at each stage end

21.3.1.3. Reason for the project and justification for its undertaking

21.3.1.4. Risks

21.3.1.5. Timescales

21.3.1.6. Developed at the start of the project and though the life of the project

21.3.1.7. Reviewed by the project board at each key decision point e.g end stage assessment and exception assessments

21.3.1.8. Benefits

21.3.1.9. Costs

21.3.1.10. Business Case sections

21.3.1.10.1. Executive summary

21.3.1.10.2. reasons

21.3.1.10.3. Business options

21.3.1.10.4. Expected benefits

21.3.1.10.5. Expected didbenefits

21.3.1.10.6. Costs

21.3.1.10.7. Investment appraisal

21.3.1.10.8. Major Risks

21.3.1.11. The busy case will evolve over time

21.3.1.12. Must be viewed by the project board at the end of starting up a project to authise the initiation of a project, at the end of the initiating a project in the project, at the end of each stage to authorise the next stage, and the continuation of the project, with the exception plan in order to authorise a revised stage and continuation of the project in the event of an exception at stage or,project level

21.3.1.13. Review by the PM as,part of the impact assessment of any new issue or risk, at the end stage to determine if any of the cost, timescales, risk and benefits need to be updated, during the final stage to assess project performance against it requirements

21.3.2. Organisation

21.3.2.1. Management structure: User, Supplier, Business ( all roles are mandatory)

21.3.2.1.1. User : the person or group who will use one or more of the projects products

21.3.2.1.2. Customer: The person or group who commissioned the work and will benefit from the end results

21.3.2.1.3. Supplier: the person, group or groups responsible for the supply of the projects specialist products

21.3.2.1.4. Project Manager

21.3.2.2. 4 basic levels of organisation

21.3.2.2.1. Directing

21.3.2.2.2. Managing

21.3.2.2.3. Delivering

21.3.2.2.4. Corporate/programme management

21.3.2.3. Project Support

21.3.2.3.1. Documentation

21.3.2.3.2. Filing

21.3.2.3.3. Updating plans

21.3.2.3.4. Standards

21.3.2.3.5. Configuration Manager

21.3.2.3.6. Report/minutes

21.3.2.3.7. NOT responsible for Project Assurance

21.3.2.4. Project Assurance

21.3.2.4.1. Business assurance

21.3.2.4.2. User assurance

21.3.2.4.3. Supplier assurance

21.3.2.4.4. Assurance responsibilities cannot be assigned to the project manager

21.3.2.5. Change Authority

21.3.2.5.1. Group of people responsible for agreeing to changes

21.3.3. Quality

21.3.3.1. Fit for purpose of satisfying the needs stated needs

21.3.3.2. stated in Project Mandate, Project Brief, Project Initiation Document

21.3.3.3. Quality is common through out the life cycle of the project

21.3.3.4. Quality Management System (QMS)

21.3.3.4.1. Quality Manual: Clear statement of a company's quality policy

21.3.3.5. ISO9000

21.3.4. Plans

21.3.4.1. What is required?

21.3.4.2. How it will be achieved?

21.3.4.3. By whom?

21.3.4.4. When will it happen?

21.3.4.5. Are targets achievable?

21.3.4.6. 3 Planning levels in Prince2

21.3.4.6.1. Project Plans (Mandatory)

21.3.4.6.2. Stage Plans(Optional) - Subject to end stage assessment

21.3.4.6.3. Team Plans (Optional)

21.3.4.6.4. Exception Plan

21.3.4.7. 7 Iterative Steps---1. Design Plan(Pre-Requisite), 2. Define & Analyse Products, 3.Identify activities & dependencies, 4. Prepare estimates, 5. Prepare the schedule, 6. Document the plan

21.3.4.8. Product Based Planning(PBS)

21.3.4.8.1. Project Product Description

21.3.4.8.2. ProductBreakdown Structure

21.3.4.8.3. Writing of the product description

21.3.4.8.4. Product Flow Diagram

21.3.4.8.5. A Product breakdown structure is a hierarchical breakdown of the project's products. PRINCE2 does not prescribe any format for these

21.3.4.8.6. Benefits

21.3.5. Risks

21.3.5.1. 'An uncertain event that, should it occur, will have an effect on the achievement of objectives. It consists of a combination of the probability of a perceived threat or opportunity occurring, and the magnitude of its impact on objectives.”

21.3.5.1.1. A Threat is a risk that has a negative impact

21.3.5.1.2. An Opportunity is a Risk that has positive impact

21.3.5.2. For risk management to work effectively, risks will need to be:

21.3.5.2.1. Identified

21.3.5.2.2. Assessed

21.3.5.2.3. Controlled

21.3.5.3. Risk Principles

21.3.5.3.1. Understand the project context

21.3.5.3.2. Involve the Stakeholders

21.3.5.3.3. Establish clear project objectives

21.3.5.3.4. Developing risk management approach

21.3.5.3.5. Reporting on risk regularly

21.3.5.3.6. Defining clear roles and responsibilities

21.3.5.3.7. Establishing a support structure and supportive culture for risk management

21.3.5.3.8. Monitoring for early warning indicators

21.3.5.3.9. Establishing a review cycle and seek continual improvement

21.3.5.4. Risk Management Strategy

21.3.5.4.1. Risk Management Policy(organisations)

21.3.5.4.2. Risk Management Strategy

21.3.5.5. Risk Management Procedure

21.3.5.5.1. Identify

21.3.5.5.2. Assess

21.3.5.5.3. Plan

21.3.5.5.4. Implement

21.3.5.5.5. Communicate (runs in parallel with the other steps)

21.3.5.5.6. Consideration should also be given to the funding of risk mitigation actions.

21.3.5.5.7. Risk Responsibilities

21.3.6. Change

21.3.6.1. Every project needs a systematic approach to the identification, assessment and control of issues that may result in change.

21.3.6.2. Identify, assess and control any potential and approved changes to baselines.

21.3.6.3. Change control procedures is not to prevent changes, but rather to ensure that every change is agreed by the relevant authority before it takes place. Change can only be considered in relation to an established status quo, in other words, a baseline.

21.3.6.3.1. Therefore, a prerequisite of effective issue and change control is the establishment of an appropriate Configuration Management System which records baselines - ensures that correct versions are delivered to the customer. It is important that the issue and change control procedures are integrated with the Configuration Management System used by the project.

21.3.6.4. Issue

21.3.6.4.1. Used to describe anything that happens during a project which, unless resolved, will result in a change to a baselined product, plan or performance target, including time, cost, scope, quality, risk and benefits

21.3.6.4.2. 3 Types of Issue

21.3.6.5. Initiating a project

21.3.6.5.1. During Initiating a Project controls for addressing change, issues and configuration management are defined.

21.3.6.6. Change Authority

21.3.6.6.1. When considering changes, two of the most important aspects to be considered and approved are the responsibility for agreeing to implement a change, known as the Change Authority and the method of funding for changes, known as the change budget. By default the Project Board will make the decisions, but in most projects limited authority for day-to-day changes will be delegated to the Project Manager.

21.3.6.6.2. Configuration Management Procedure

21.3.6.7. Roles and Responsibilities

21.3.6.7.1. Corporate of Programme Management

21.3.6.7.2. Executive

21.3.6.7.3. Senior User

21.3.6.7.4. Project Manager

21.3.6.7.5. Team Manager

21.3.6.7.6. Project Assurance

21.3.6.7.7. Project Support

21.3.7. Progress

21.3.7.1. The purpose of PRINCE2's Progress theme is to establish mechanisms to monitor and compare actual achievements against those planned in order to provide a forecast for the project objectives, including its continued viability and control any unacceptable deviations.

21.3.7.2. Monitor Progress

21.3.7.3. Compare achievement with plan

21.3.7.4. Review plans and options against future situtations

21.3.7.5. Detect Problems

21.3.7.6. Identify Risks

21.3.7.7. Initiated Corrective action

21.3.7.8. Authorize corrective work

21.3.7.9. Controls

21.3.7.9.1. Time driven

21.3.7.9.2. Project Board controls

21.3.7.9.3. Event Driven

21.3.7.9.4. Project Manager Controls

21.3.7.9.5. Important that lessons logic updated, lesson log issued as appropriate